Recruitment and Selection

 

 

 

 

Recruitment and Selection

Reema Mansukhani, Ian Hosein, Jennifer Butsch, Devin Parks

HRM 531

March 4, 2013

Dr. Payne

 

Recruitment and Selection

Recruitment and selection are key components to running a successful company.  It is important for a company to understand their resource requirements and develop accurate job specifications to make sure they are recruiting the right mix of employees.  Without identifying, attracting, and hiring the most qualified people, even the best business strategy would falter (Cascio, 2010).  Recruitment can be a competitive task.  Although no two companies have the same needs, certain skills are desirable and are in short supply; candidates that possess those skills are in high demand.  Cascio (2010) identified several steps that make up the recruitment and selection process: job analysis, strategic workforce planning, recruitment, initial screening, selection, orientation, placement, training, and performance management.

Examples

            Learning team E was asked to research different organization’s recruitment and selection process.  Below are the results of that research, including the pros and cons of the methods used and selection criteria.

Riverain Technologies

            Through more than a decade of pattern recognition and machine learning innovation, Riverain Technologies has developed proven software applications that help Radiologists discover the unseen potential in chest X-rays.  Riverain’s recruitment and selection process follow the steps listed by Cascio (2010).  Job analysis and strategic workforce planning traditionally have been shared between the director of human resources and the executive management team.  They use several methods for recruitment that include: college job fairs, employee referral, and website listings, the primary source is through the use of a third party recruitment firm.  Riverain recruitment methods allow them to reach a larger number of qualified candidates over a larger geographical location.  Their use of a third party recruitment firm saves the company time by only referring screened candidates to human resources (Webb, n.d.).  The downside to using a recruitment firm is the cost.  A reputable firm can charge 20 to 30% of the new hire’s first year salary.  If a firm is retained long term, it is paid a fee whether it is actively recruiting or not (The Disadvantages, n.d.).  Riverain’s selection criteria is based on the job description and may include experience, education, skills, and other criteria.  Once a candidate is hired, there is a 90-day orientation period during which the new employee is introduced to the company and receives quality system and on-the-job training.  After 90 days, a performance review is conducted; semi-annual performance reviews are conducted after that.

Vistronix

According to Alston (personal communication, March, 1 2013), Vistronix’s recruitment processes have resulted in their ability to rapidly place highly qualified employees, within an average of 14 days vs. an industry average of 43 days (Cascio, 2010).  Vistronix’ multi-point staffing approach is summarized in the figure below. They assign a dedicated recruitment staff for each effort.  Staffing personnel corresponds directly with the operations team allowing recruiters to get the highest level of detail regarding technical requirements as well as intangible job requirements for a more efficient candidate screening process.

 

 

Figure 1: Vistronix staffing process

 

To assist in identifying candidates for pre-qualification, Vistronix uses multiple recruiting sources, such as internet postings, employee referrals, college recruiting, social media, regional and national advertising, and staffing firms.  According to human resources “this multi-faceted approach reduces the risk of delays in accessing, qualifying, and hiring for all projects and enhances our ability to secure both temporary and permanent employees, reducing staffing risk and increasing our existing candidate pool.”

Through their extensive pre-qualification process candidates who meet the specifications for positions and skills needed for the project, are placed in Vistronix’s Hot Queue database where they correlate their respective skills with the projects.  Using multiple approaches broadens the reach to qualified candidates and shortens the timeline for identifying, selecting, and hiring employees.  This creates a diverse set of employee population, which brings diverse skills and professional experience to the team, increasing innovative thinking.

Most organizations are trying to think of different ways to attract talent.  You need to move quickly but sometimes moving too quickly may have you missing out on other skilled people. Selection criteria is based upon multiple factors including, technical skills, complexity/depth of work experience, and personality fit within the dynamics of the team and organization.  Salary requirement is often a consideration but is not necessarily the most important evaluation criteria.

Prudential Financial Group

“Recruitment is a form of business contest and it is fiercely competitive.  Just as corporations strategize to develop, manufacture, and market the best product or service, so they must also try to identify, attract, and hire the most qualified people” (Cascio Ch.6 P.199).  “As a long-established company, Prudential had well-developed systems and procedures which had met the needs of business in the early years when the market was less competitive and customers were less demanding”(Messenger, Atkins P.1 Para.2). The longevity quality of the company is always a pro.

Prudential Financial Group noticed how I just left a Marketing Firm, 5 North Inc. and thought I would be the right fit for them.  I believe a con is the length of the interviewing process I know the ideal is to go for quality, however a stretch of three interviews is costly and time consuming.  The interviewing process began and I was notified the first interview would just be an introduction, the second would be a detailed view of the occupation which 50% of the candidates would make it to the final interview, and the last interview would be math tests and going overcompensation. The title of the occupation is Financial Professional Associate, a candidate will have to be advanced in math, licensed in health and life insurance, and the learning process goes from there to sell retirement, Roth IRAs, solutions for small businesses, and college savings.

Kroger

Kroger uses a variety of ways to recruit managers for their MD1 program.  Before individuals can move on to the next level into a career with the company, most of them will have to complete the MD1 program.  Kroger does use social media such as twitter to recruit prospects.  The company also participates in career fairs on college campuses.  Kroger uses the career builder website to recruit the majority of their external candidates.  Management recommendations are used to recruit internal candidates.  After prospects complete the seventeen week MD1 program they become a co-manager and usually work in that role before they become a store manager.  When recruiting prospects the selection criteria includes previous leadership experience.  Using career builder may lead to a missed opportunity with a great potential candidate because of the standardization of qualifications.  The positive side to that is the pool of potential candidates will provide human resources with a wide selection of prospects.  Potential candidates also may have an impressive resume but do not have the skills required for the position leading to turnover which is time-consuming.

Conclusion

The recruitment and selection process of the four companies described above, leads us to believe that each company has its own strategy of finding talent, and selecting and hiring qualified candidates, that is unique to their industry,  and are aligned to the organization’s goals, requirement, and culture (Jennings, 2012).  Besides the differences in their recruitment strategy, it is quite accurate to say that the success of any organization depends on the talents and quality of their workers.  Due to this reason, the Human Resources department faces the challenge  to match the right talent, expertise with the open position, and at the same time  ensure that the personality of the candidate would be a right fit and mix with the organization culture, and most importantly, procure these resources in a timeframe  appropriate for that organization.

 

References

Cascio, W. F. (2010). Managing human resources: Productivity, quality of work life, profits (8th ed.) New York, NY: McGraw-Hill/Irwin.

Jennings, M. (2012). Recruitment. Retrieved from http://www.recruiter.com/i/recruitment/

Messenger, S. J., & Atkins, T. (1994). The prudential experience of total quality                 management. Managing Service Quality, 4(3), 25-25. Retrieved from http://search.proquest.com/docview/198013454?accountid=35812

The Disadvantages of Using a Recruitment Firm. (n.d.). Professional-Resumes.com. Retrieved from http://www.professional-resumes.com/the-disadvantages-of-using-a-recruitment-firm.html

Webb, Candace. (n.d.) The Pros and Cons of Staffing Agencies. The Huston Chronicle. Retrieved from http://smallbusiness.chron.com/pros-cons-staffing-agencies-10755.html

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