University Talent Management Report: Recruitment Process Analysis

This report examines the talent management and recruitment processes within an organization, specifically focusing on the fictional company D-lite, a healthy food provider. The report begins by outlining five key criteria for recruiters to consider during the hiring process, including experience, education, problem-solving skills, cognitive ability, and multitasking abilities. It then differentiates between the recruitment strategies for leaders and general employees, emphasizing the importance of leadership qualities, interpersonal skills, and past records for leadership roles. The report also explores the debate between internal and external recruitment, ultimately concluding that, in this context, recruiting a leader from the existing workforce is more beneficial, especially when expanding the business into a new market. The report highlights the complexities of the recruitment process and its significant impact on an organization's success or failure.

Running head: TALENT MANAGEMENT
Talent Management
Name of the Student
Name of the University
Author note

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Executive summary
The purpose of this report is to highlight the recruitment process of an organization. The report
further stresses on the various factors or recruitment process. The report further focuses on the
fact that how to differentiate between the recruitment process of recruiting a leader and a general
employee. Finally the report concludes stating whether a leader should be chosen from the
existing workforce or should be recruited externally.

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Table of Contents
Introduction......................................................................................................................................3
Five criteria to consider before recruiting.......................................................................................3
The difference of recruiting process while recruiting a boss and a subordinate staff.....................4
A leader must be recruited internally or externally.........................................................................5
Conclusion.......................................................................................................................................5
References........................................................................................................................................6

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Introduction
The purpose of this report is to deal with the five criteria that the recruiter must keep in mind
while recruiting along with explaining that whether the process of recruiting gets changed while
considering the leadership and no leadership positions while recruiting individuals. Apart from
that the report focuses on the fact that whether recruiting candidates internally or externally
would be suited for the organization. In this context, the chosen organization is D-lite, situated in
United Kingdom, the USP of the organization is that they serve healthy food to their customers
and thus they have gained a huge reputation within the first five years after the establishment
(Nonaka et al., 2016). Recently the management of the organization has decided to expand their
business to neighboring country Scotland, and that is why they are planning to recruit a team to
send there to establish a set up slowly.
Five criteria to consider before recruiting
Before recruiting for such an important job, the human resource recruiter must think
about five most important criteria and those are provided in this section of this report. The
recruiter must consider that
 The candidates have to be experienced in this sector for at least 5 years.
 The candidates have to have the degree from a Hotel management institute or from any
business management school.
 The recruiter must judge the problem solving skills of the candidates, as they will have to
take many important decisions while setting up a new business.

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 The recruiter has to consider the fact that the candidates have to score at least 70 on the
test of cognitive ability.
 Lastly, the recruiter has to consider that the candidates must possess the ability of
multitasking in order to attain more productivity, so that that individual can perform well
when there will be a lot of pressure of work.
The difference of recruiting process while recruiting a boss and a subordinate staff
There must be a difference in the process of recruiting a leader and a casual employee,
because the boss will be the one who will evaluate the subordinate staffs and ensure that the
productivity and the profitability is increasing in a gradual manner (Gunning, 2015). There
should be a lot of difference in the process, as while recruiting the boss, the recruiter has to
consider the candidate’s evaluating ability along with the person’s ability to motivate the
employees (Lester, 2016). The leader has to have a motivating ability to increase the moral of the
workforce in order to ensure that the productivity does not get hampered. According to (Bufquin
et al., (2017), the leaders have to be polite and kind towards the workforce and he or she has to
be the ability to communicate well. It is seen that the leaders who have good intrapersonal skills
would surely excel as a leader in the workplace. Communicating is the most important thing
while running a business as a team. While recruiting the general staffs, the recruiter would not
have to consider the leadership quality, intrapersonal skills or decision making skills, where as he
or she has to stress on the work rate of the employees (Silzer & Dowell, 2010). On the other
hand, apart from these skills, while recruiting a leader for an organization, the recruiter has to
keep in mind that the candidate who will become a leader, has to have a clean past record, as the
productivity and the profitability of the organization is strongly dependent on the ability of the
leader, and if in past he has done any work that potentially harmed his past workplace, then he or

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she must not be recruited (Bernsteinm & Sheen, 2016). There will be specific recruitment for the
specific posts in the organization, as the more role a particular post will play in that organization,
the more the management will be likely to recruit a person who has leadership qualities. This the
process of recruitment must be mixed, because to run the business overseas, the management
would require both types of employees.
A leader must be recruited internally for this purpose
The leaders can be recruited internally or externally depending on the credibility or the
efficiency of that person, but for particularly in this context, a leader must be recruited internally
from the workforce, because an individual who have been working in this organization for quite
a long time, must be aware of the facts that how they do business and what are the tactics of
getting successful within a short time span (Risa, 2016). On the other hand, if a leader is
recruited externally, he would have to invest a lot of time to get to know the ways of doing work
and how the business runs to attain the desired profitability (Kumar, 2013). In short it can be said
that recruiting a leader is much more complex than recruiting a general employee (Auchincloss
et al., 2013). Thus it can be said that choosing a leader from the reserve of the workforce would
be much safer while expanding the business in the foreign market. If the leader is chosen from
the active workforce, that individual will have more knowledge of the operations of the
organization and thus his or her work rate will be much better than the person who will get
selected from external sources.
Conclusion
Thus to conclude, it can be said that recruiting is a complex matter and due to good
recruitment, the company can reach the height of success and due to bad recruitment the

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productivity and the profitability of an organization can potentially be harmed. Thus the HR
recruiter has to be aware of the fact that the company’s success is highly dependent on the
decisions he makes and that makes the process more complicated. At times, it is seen that good
recruitment process can lead an organization to glory and at times, it can bring down the
reputation of the organization to the ground. Thus, in short, the HR recruiter plays a vital role in
the organization and it is up to him whether the organization would taste the height of success or
would be ruined within a few days.

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References
Auchincloss, A. H., Young, C., Davis, A. L., Wasson, S., Chilton, M., & Karamanian, V. (2013).
Barriers and facilitators of consumer use of nutrition labels at sit-down restaurant
chains. Public health nutrition, 16(12), 2138-2145.
Bernstein, S., & Sheen, A. (2016). The operational consequences of private equity buyouts:
Evidence from the restaurant industry. The Review of Financial studies, 29(9), 2387-
2418.
Bufquin, D., DiPietro, R., Orlowski, M., & Partlow, C. (2017). The influence of restaurant co-
workers’ perceived warmth and competence on employees’ turnover intentions: The
mediating role of job attitudes. International Journal of Hospitality Management, 60, 13-
22.
Gunning, S. K. (2015). Fostering Inter-Departmental Institutional Memory in the Nonprofit
Sector: Borrowing Microtransaction Knowledge Strategies from a Successful US
Restaurant Chain. Journal of Organizational Knowledge Communication, 2(1), 41-65.
Kumar, S. (2013). The impact of employee benefits as retention strategy in a concept dining
restaurant chain in India. unpublished Masters in Arts in Human Resource Management.
Lester, T. W. (2016). Inside Monopsony: Employer Responses to Higher Labor Standards in the
Full Service Restaurant Industry. UNC Urban and Regional Studies Center, 2016-01.

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Nonaka, T., Kaihara, T., Fujii, N., Yu, F., Shimmura, T., Hisano, Y., & Asakawa, T. (2016).
Employee Satisfaction Analysis in Food Service Industry–Resultant of Questionnaire to
the Restaurant Staff. In Serviceology for Designing the Future (pp. 23-36). Springer
Japan.
Risa, S. (2016). Impact of E Recruitment on Human Resource Supply Chain Management An
Empirical Investigation of Service Industry in Indian Context.
Silzer, R., & Dowell, B. E. (Eds.). (2010). Strategy-driven talent management: A leadership
imperative. San Francisco, CA: Jossey-Bass.