Evaluation of recruitment and selection process

 

The purpose of recruitment and selection is to find the best employees who fit the job. In a bid to finding the job fit candidate, top-performing organizations devote considerable resources and energy to create high-quality selection systems. Recruitment and selection processes are important practices for human resource management and are crucial in affecting organizational success. The quality of new recruits depends upon an organization's recruitment practices, and that the relative effectiveness of the selection phase is inherently dependent upon the caliber of candidates attracted (Birago, 2014).

This plan should also cover some key areas like future labor requirements, acquisition ability and retention ability as stated by Heneman et al (1996), (cited in Turkson 2007).

Also, there must be fair treatment of all applicants in terms of opportunities; issues of favoritism should be avoided while giving the chance to all. Employee referrals though a good idea should be minimized to cater to a certain number of people rather than a whole scale opportunity that gives room to favoritism and at times employment of individuals who might not contribute meaningfully to organizational output (Birago, 2014).

Every experienced HR professional who is responsible for recruitment and selection will occasionally come across a vacancy that is particularly difficult to fill. In this situation, any compromise that involves appointing someone who does not meet the specification must be avoided. To deal with the problem constructively it is necessary to take the following actions (Armstrong and Taylor, 2014),

• Ensure that all the possible sources of candidates have been used.
• Consider any ways in which the advertisement or website entry could be made more attractive.
• Check that the person specification is realistic – that the requirements have not been overstated.
• Consider whether it might be necessary to improve the package offered to candidates – check market rates to ensure that the level of pay and benefits are competitive.
• In discussion with the line manager, examine the possibility of reshaping the role to increase its attractiveness.
• If the worse comes to the worst, discuss with the manager alternative ways of carrying out the work with existing staff.

Kaplan and Norton (2004), is of the view that comprehensive recruitment and selection policies, such as recruitment and selection procedures, assessing criteria, talents auditing, and processing the information about the labor market is important in recruiting and deploying appropriate employees at the right time.

“Recruitment, selection, and employment-related activities ensure that an organization gets the required labor force to work with. The pool of job seekers recruited has to be screened through various methods such as tests and interviews so that the best is selected and given the job advertised”, (Turkson 2007:272 ). 

According to Dessler (2003), there has been a significant amount of research examining what skills and qualities employers value most in job applicants. Qualifications, work experience, and communication or interpersonal skills are the most frequently identified qualities. Work experience and qualifications are measures of competence in relation to an applicant’s technical skills, whereas the concept of communication skills appears to be a generic term incorporating many different specific skills. Indeed, communication in the workplace encompasses team skills; leadership skills; the ability to negotiate with or persuade others; problem-solving skills; organizational skills; crisis management skills; and presentation skills. Other communication competencies include cultural adaptation, social competence, and language proficiency (Birago, 2014).

The healthcare industry is a service sector and has seen tremendous growth in the past few years. Thus, there is an urge to understand the cause of its development. HR of any service industry acts as a backbone of its growth. Therefore, the Recruitment and selection processes are very crucial in the hospital industry as well as the pharma industry. It offers an advanced diagnostic and surgical solution as well as the latest IT systems to doctors and patients. A number of hospitals represent a confluence of excellent talent, state of art infrastructure, cutting-edge technology, and commitment. These four pillars are considered very important as they act as the foundation of the institution’s huge range of healthcare services (Roma Tripathi and Ankita Srivastava, 2017)

Figure 1: Qualification of employees

(Birago, 2014)

Furthermore, Birago, (2014), On the issue of the qualifications of employees within the organization, figure: 1 indicated that respondents representing 66(34%) were working with 1st Degree whereas as many as 70(36%) held HND certificates within the organization, 46(23%) of the respondents had DBS and other certificate holders numbered 15(7%) out of the respondents. Looking at the qualifications of the respondents, it could be said that the organization had used the appropriate recruitment and selection processes to be able to attract such classes of employees.

References

Armstrong, M. and TAYLOR, S., 2014. ARMSTRONG’S HANDBOOK OF HUMAN RESOURCE MANAGEMENT PRACTICE. 13th ed. Uk, pp.242.

Birago, B., 2014. AN EVALUATION OF THE RECRUITMENT AND SELECTION POLICIES AND PRACTICES OF THE NATIONAL HEALTH INSURANCE AUTHORITY. BRONG-AHAFO: KwameNkrumah University, p.88

Birago, B., 2014. AN EVALUATION OF THE RECRUITMENT AND SELECTION POLICIES AND PRACTICES OF THE NATIONAL HEALTH INSURANCE AUTHORITY. BRONG-AHAFO: KwameNkrumah University, p.3.

DESSLER, GARY (2000), Human Resource Management, Eighth Edition. New Jersey, USA.

KAPLAN, R. S., NORTON, DAVID P (2004): Measuring the strategic readiness of intangible assets. Harvard Business Review. pp.82(2):52-64.

Roma Tripathi, R. and Ankita Srivastava, A., 2017. Recruitment and Selection Process in Healthcare Industry in India. Amity, 2(1).

TURKSON J.K. (2007), Business Management for secondary and Tertiary students, 2nd Edition, Kumasi: Jakentee Management Research Centre. pp.266:327

TURKSON J.K. (2007), Business Management for secondary and Tertiary students, 2nd Edition, Kumasi: Jakentee Management Research Centre. pp.272.