Analysis of Recruitment and Selection in HRM: A Comprehensive Report

This report delves into the critical role of recruitment and selection within Human Resource Management (HRM). It emphasizes the importance of these processes in attracting and retaining qualified employees, thereby contributing to a company's growth and competitive advantage. The report outlines the steps involved in the recruitment process, including attraction, examination, selection, and retention, and highlights how effective strategies can reduce employee turnover. It explores various HRM theories and their practical application in different corporations, examining factors like job characteristics, compensation strategies, and brand image in attracting candidates. The report differentiates between internal and external recruitment sources, discussing the advantages and disadvantages of each. Furthermore, it analyzes the selection process, including reliability, validity, utility, generalizability, and legality, and their impact on candidate selection. The report also covers the role of organizational goals and job specifications in the recruitment process, as well as the elements that attract qualified candidates, such as high pay, job quality, and a positive work environment. Finally, the report concludes by emphasizing the ongoing need for HRM departments to regularly update their recruitment and selection procedures to align with company objectives.

Running head: RECRUITMENT AND SELECTION
0
Human Resource Management

RECRUITMENT AND SELECTION 1
Table of Contents
Introduction................................................................................................................................2
Significance of Recruitment and Selection in Employees’ Attraction and Retention...............3
Conclusion..................................................................................................................................7
References..................................................................................................................................8

RECRUITMENT AND SELECTION 2
Introduction
One of the primary roles of human resource department is to recruit and select
qualified employees. Recruitment plays a crucial role in the progress of a company because
eligible employees assist in corporation’s development. There are several steps incorporated
in a company’s recruitment process such as attraction, examination, selection, and retention.
Organisations can improve their recruitment and selection procedure to attract and select
qualified workers. Efficient recruitment and selection process reduced the employees’
turnover rate in a company. There are several human resource management strategies which
can assist the corporation into influencing their employees’ productivity, conduct and
attitude. This essay will analyse the importance of recruitment and selection process in
attracting and retaining qualified employees in a company. Further, the essay will focus on
different theories of human resource management and understand the relationship from the
perspective of various corporations.

RECRUITMENT AND SELECTION 3
Significance of Recruitment and Selection in Employees’ Attraction
and Retention
Recruitment is the practice or action conducted by a corporation with the primary
focus on recognising and attracting qualified employees. Recruitment is part of the
fundamental duties of a human resource department; this activity is directly related to the
growth of the business. According to Cooper (2008), a corporation can improve their
progress by reducing their employees turnover rate, which helps them gain a competitive
advantage over competitors. The human resource department has to analyse various factors
which influenced a recruitment process such as vacancy requirements, candidates
characterise, methods of recruitment, the procedure of selection, and attraction strategy. As
per Wallace, Lings, Cameron & Sheldon (2014), the human resource department is required
to establish an effective recruitment procedure which fulfills the talent requirement of
corporations. The human resource department analyses the needs of a particular job to select
the best source for recruitment. An efficient selection procedure ensures that only the eligible
candidates are selected in the recruitment procedure.
For effective recruitment procedure which attracts and retain employees, it is
necessary that human resource management analyse the vacancy characteristics. Oladipo,
Lyamabo & Otubanjo (2013) provide in their study that the job characteristic includes
various elements such as qualification, physical strength, salary, benefits, skills and working
conditions of a post. For attracting qualified employees, the human resource department can
adopt compensation strategy while recruiting. In this approach, corporations pay a higher
salary to potential candidates which helps them attracting a large number of qualified
applicants. According to Berman, Bowman, West & Van Wart (2012), better salary schemes
benefit the human resource management in retention process as well, because most people
leave a company due to low salary packages. The human resource department can utilise the
brand image of a corporation to attract better candidates too. For example, international
manufacturing corporation ‘W. L. Gore and Associates’ is known as one of the best places to
work. They receive a large number of job applications due to their positive brand image
(Fortune 2016). Proper evaluation of job characteristics can assist human resource department
in selecting the source of recruitment as well. As per the requirement of the job, the HRM can
choose between internal and external recruitment sources.

RECRUITMENT AND SELECTION 4
In internal recruitment, the candidates are selected from already working employees
in the organisation. A per the study of DeVaro & Morita (2013), the company already have
the details and performance information of current employees which can be utilized while
selecting the right candidate. The method of internal recruitment includes transferring the
employees in different departments and promoting them to above posts. Kauhanen & Napari
(2012) provided that there are several benefits of internal recruitment such as better retention
rates, low expenditure on advertisement and less lengthy procedure, but there are numerous
drawbacks as well such as fewer candidate options, office politics, and biased decisions. In
case of external recruitment, the human resource department can attract a large number of
candidates through advertisement method. Organisations can advertise the requirement of the
job, and the potential candidates can apply for such position. Positive brand image of
corporations improves the advertisement process because it attracts a large number of job
applications.
Advertisement can reach a broader audience which improves the chances that the
company will receive qualified applications. According to Fernhaber, Mcdougall-Covin &
Shepherd (2009), many modern organisations use worker exchange programs from both
internal department or outside organizations; it assists in retention process because employees
job changed without leaving the company. With the advancement in technology, many
organisations use online sources of recruitment as well. The benefit of online hiring is that it
reaches a broader audience and it is easier than other recruitment procedure. For example,
Google incorporation receive more than two million job applications, most of which filled
through their online portals (Phelps 2014). Other external recruitment sources include
employment agencies and university placements. Organisations can hire new talent from
these sources which improve the retention procedure because freshers work to gain
experience (Tzabbar, Aharonson & Amburgey 2013).
The method of choosing the qualified candidate for a particular job is known as
selection, an efficient selection process benefit company in attraction and retention of
employees. As per the study of Fine (2012), the human resource management is requiring
establishing various standards while formulating their selection strategy. The criteria of
selection process include reliability, validity, utility, generalizability, and legality. The
reliability defines the consistency upon which a candidate’s performance is measured in the
selection process. Kluemper & Rosen (2009) provided that the human resource department
should ensure that the performance or capability of applicants is measured without any

RECRUITMENT AND SELECTION 5
random error because it assists in the selection of a right candidate for right job which is
easier to retain in the company. The validity standard ensures the relevancy of a selection
procedure, for example, while selecting a programmer, the company is required to analyse his
coding ability, not his management skill.
According to the study of Greiner (2015), the human resource department ensures that
validity is maintained in the selection process because it can adversely affect the attraction
process. The generalizability standard ensures the degree of selection procedure validity.
Utility standard provides the necessary information regarding a candidate to the management
which can be utilised by the company in retention process. The legality standard ensures that
personal data of applicant is not misused by the company and selection process in legally
compliant. These measures improve the selection procedure which assists in decreasing
employee turnover rate.
The human resource department can analyse the vacancy characteristics and formulate
a selection policy which can assist them selecting an eligible candidate. Selection of suitable
candidate can reduce the employees turnover rates because employees liked their jobs and did
not prefer to change it. Sakro (2012) provided that the selection process is divided into
various parts such as knowledge tests, physical strength check, reasoning ability test,
technical knowledge and personal interview. Organisations conduct a different type of
analysis to ensure their candidates' ability to perform a specific job which requires particular
skill. For example, while selecting technical expert, the company need to check the capability
of the candidate of handling machinery. The candidates with higher skills can demand better
salary packages which corporations provide in order to retain them. Personal interviews
provide critical details regarding candidate’s requirements which can be utilised by the
human resource department into maintaining employees. The organisations can fulfill the
needs and provide better job opportunities to their employees, which keep them in the
company, and such information can be collected at the time of selection (Van den Brink,
Benschop & Jansen 2010).
While establishing their recruitment procedure, various essential elements are
required to be fulfilled by the human resource department. As per Rehman (2012), these
factors ensure that only the eligible candidates are selected for the jobs which are easier to
retain in the company. Firstly, the human resource department is requiring analysing their
organisational goals; the staff evaluates the candidate's profile based upon the corporate

RECRUITMENT AND SELECTION 6
objectives. If the candidate is able to assist the corporation in achieving their organisational
targets, then the company can retain them by giving higher benefits and salary packages. The
job specification is another factor which requires human resource department to retain or
attract specific candidates. For example, in the software industry, the demand for experienced
and talented employees is significantly high. Therefore, if a candidate matches with
company’s requirement in selection procedure tan, such enterprise can pay higher salary
packages to retain such candidate.
According to Compton (2009), there are numerous elements which attract qualified
candidates towards an organisation, such as high pay, job quality, creative benefits &
rewards, safe & positive working environment, supportive colleagues, and excellent image of
the company and understanding management. The human resource department can highlight
these elements in their recruitment procedure to attract talented and experienced employees.
For example, while conducting the interviews, the human resource department can invite
candidates into their workplace to show their working environment. The potential candidates
can be given a tour of the corporation, and they can also meet with senior management to
understanding the organisational policies. The human resource department can provide salary
and incentive packages based on the experience and qualification of candidates. These
initiatives can improve the recruitment procedure and can attract highly qualified candidates
in the organisation (Shimazu, Schaufeli, Kubota & Kawakami 2012).
The human resource department can improve the retention of employees from the
recruitment and selection procedure. The selection process can provide essential information
regarding candidates to the human resource department which assists them in formulating
employee retention strategies. As per Gardner et al. (2009), the organisation can select
different sources of recruitment for attracting potential candidate in recruitment procedure;
advertisement allows the corporations to reach a large number of qualified candidates which
attract a lot of job applications. Online recruitment procedure can assist the company in
attracting talented candidates from different countries, which improve the development of
corporation. It is necessary that human resource department regularly analyse and update
their recruitment and selection procedure according to their requirement because it helps
enterprises achieve their overall objectives.

RECRUITMENT AND SELECTION 7
Conclusion
As per the above observations, it can be concluded that recruitment and selection are
primary duties of human resource department; these activities directly influence the growth of
a company. The human resource department can implement different recruitment and
selection strategies which eventually benefit the corporation in attracting and retaining
qualified employees. The human resource department analyses the job requirements to attract
eligible candidates through various external and internal sources. Positive organisations
image and better compensation strategies benefit the advertisement strategy by attracting
qualified candidates. Efficient selection procedure ensures the selection of right person at the
right post, which reduced the rate of employee turnover. The human resource department
applies various approaches for the improvement of recruitment and selection process which
assist in attracting and selecting qualified employees.

RECRUITMENT AND SELECTION 8
References
Berman, E. M., Bowman, J. S., West, J. P., & Van Wart, M. R. (2012). Human resource
management in public service: Paradoxes, processes, and problems. Sage.
Compton, R. L. (2009). Effective recruitment and selection practices. CCH Australia
Limited.
Cooper, K. (2008). Attract, develop and retain: Initiatives to sustain a competitive
workforce. Spring Hill, Qld: Mining Industry Skills Centre.
DeVaro, J., & Morita, H. (2013). Internal promotion and external recruitment: a theoretical
and empirical analysis. Journal of Labor Economics, 31(2), 227-269.
Fernhaber, S. A., Mcdougall‐Covin, P. P., & Shepherd, D. A. (2009). International
entrepreneurship: leveraging internal and external knowledge sources. Strategic
Entrepreneurship Journal, 3(4), 297-320.
Fine, S. (2012). Estimating the economic impact of personnel selection tools on
counterproductive work behaviors. Economics and Business Letters, 1(4), 1-9.
Fortune. (2016). The 25 Best Global Companies to Work for. Fortune. Retrieved from <
http://fortune.com/2016/10/26/best-global-companies/ >
Gardner, W. L., Reithel, B. J., Foley, R. T., Cogliser, C. C., & Walumbwa, F. O. (2009).
Attraction to organizational culture profiles: Effects of realistic recruitment and
vertical and horizontal individualism—collectivism. Management Communication
Quarterly, 22(3), 437-472.
Greiner, B. (2015). Subject pool recruitment procedures: organizing experiments with
ORSEE. Journal of the Economic Science Association, 1(1), 114-125.
Kauhanen, A., & Napari, S. (2012). Career and wage dynamics: Evidence from linked
employer-employee data. In Research in labor economics (pp. 35-76). Emerald Group
Publishing Limited.
Kluemper, D. H., & Rosen, P. A. (2009). Future employment selection methods: evaluating
social networking web sites. Journal of managerial Psychology, 24(6), 567-580.

RECRUITMENT AND SELECTION 9
Oladipo, T., Iyamabo, J., & Otubanjo, O. (2013). Employer branding: Moulding desired
perceptions in current and potential employees.
Phelps, S. (2014). Cracking Into Google: 15 Reasons Why More Than 2 Million People
Apply Each Year. Forbes. Retrieved from <
https://www.forbes.com/sites/stanphelps/2014/08/05/cracking-into-google-the-15-
reasons-why-over-2-million-people-apply-each-year/#598ce3e92038 >
Rehman, S. (2012). A study of public sector organizations with respect to recruitment, job
satisfaction and retention. Global Business and Management Research, 4(1), 76.
Shimazu, A., Schaufeli, W. B., Kubota, K., & Kawakami, N. (2012). Do workaholism and
work engagement predict employee well-being and performance in opposite
directions?. Industrial health, 50(4), 316-321.
Sokro, E. (2012). Impact of employer branding on employee attraction and
retention. European Journal of Business and Management, 4(18), 164-173.
Tzabbar, D., Aharonson, B. S., & Amburgey, T. L. (2013). When does tapping external
sources of knowledge result in knowledge integration?. Research Policy, 42(2), 481-
494.
Van den Brink, M., Benschop, Y., & Jansen, W. (2010). Transparency in academic
recruitment: a problematic tool for gender equality?. Organization Studies, 31(11),
1459-1483.
Wallace, A. P. M., Lings, I., Cameron, R., & Sheldon, N. (2014). Attracting and retaining
staff: the role of branding and industry image. In Workforce development (pp. 19-36).
Springer Singapore.