Talent Recruitment
Recruitment
In order to comply to the Talent Recruitment, companies use various techniques and methods for attracting and selecting the right talent. The recruitment of talent pool is the first and important task of the talent management process the talent pool is a group of candidates that are the potentials executive of the company who will steer the company towards the competitive performances and therefore, to gain and maintain the performance of the company the recruitment and selection the talented individuals is very crucial (Davis et al., 2007).
The creation of talent pool can be done in two forms, one is
internal and second one is external. The internal recruitment of talent pool
will from the already existing employees of the company and the internal
recruitment may be capable to give advantage as the employees already know the
culture and way of doing work in the company and it also might uplift the
morale of the employees if their position is uplifted (Davis et al.,
2007).
However, the external sources will be the best way of gathering a
talent when company wants to bring the cultural change and wants innovation
(Ballesteros &Inmaculada, 2010). Employer branding includes development of
a company’s image, good enough to attract employees. Without the good brand
image, it is difficult to attract the right talents (Ana, 2009). Based on the
researcher’s view, Talent recruitment is the process of attracting and
selecting talents from internal and external sources.
Recruitment Process
The recruitment process typically consists of a sequence of steps that need to be followed to ensure that the best possible job applicant is appointed in terms of relevant knowledge, skills and capabilities and such steps provide a sequential and systematic way of managing the recruitment process (Thebe and Van der Waldt, 2014). Usually such a management process starts off with human resource planning to determine the realities of supply and demand facing the labour force (Thebe and Van der Waldt, 2014).
This is followed by considerations of a more operational nature.
These include a thorough job analysis, the nature and requirements of the
incumbent for the position, and the nature of the job (Swanepoel, Erasmus and
Schenk 2008:270-273).
Selection Process
Selection follows the recruitment
process and its aim is to select from a group of applicants the individual who
are suited best for a particular position. Selection thus adequately matches
the job applicant with the job requirements (e.g. job descriptions and job
specifications) (Harris 2000:148; Ivancevich 2004:227; Amos et al. 2005:115).
The selection process generally
begins by reviewing the applications obtained through the organization’s
recruitment efforts. As in the case of recruitment, the steps in the selection
process are sequential in nature. Table 2 below lists the synopsis of the
proposed steps obtained from a literature survey (Byars and Rue 1994:182;
Harris 2000:148-173; Werther and Davis 2003:217; Ivancevich 2004:227-239).
Table 1: Combined perspectives of sequential steps in the
recruitment and selection process
|
§ Step 1: Identify the need to
recruit § Step 2: Update the job
description, specification and profile/determine the key performance areas of
the job/recruitment planning § Step 3: Determine the key
performance areas of the job/recruitment planning § Step 4: Consult the recruitment
policy and procedure § Step 5: Consider the sources of
recruitment (searching) § Step 6: Choose the appropriate
recruitment method (searching) § Step 7: Develop the recruitment
advertisement /strategy development § Step 8: Place the advertisement in
the most appropriate and suitable communication medium/implement a decision § Step 9: Ensuring availability of
application blanks § Step 10: Screen responses § Step 11: Recruitment evaluation
and control § Step 12: Reception/ preliminary
reception/initial screening interview/preliminary interview § Step 13: Completing the
application form § Step 14: In-depth selection
interview § Step 15: Background and reference
checking § Step 16: Medical examination and
physical/ pre-employment testing § Step 17: Assessment Centres/work
samples § Step 18: Make a final hiring
decision § Step 19: Make a fair job
offer/final decision |
(Source: Thebe and Van der
Waldt, 2014, p. 7)
Again it should be noted that the application of these processes
and steps may differ from one organization to the next depending on situational
factors (cf. Carrel et al. 1999:177; Mathis and Jackson 2008:127-29).
List of References
Ana, H. 2009. War of talent.
Faculty of Social sciences and Behavioral sciences, Tilburg University.
Ballesteros, S. R., &
Inmaculada, D. F. 2010. Talents; the key for successful organization.
Unpublished thesis, Linnaeus School of Business &Economics, Linnaeus
University.
Ballesteros, S. R.,
&Inmaculada, D. F. 2010. Talents; the key for successful Organization.
Unpublished thesis, Linnaeus School of Business &Economics, Linnaeus University.
Byars, L.L. and Rue, L.W.
1987. Human Resource Management. Homewood, IL: Irwin.
Davis,
T., Cutt, M. and Flynn, N., 2007. Talent assessment: A new strategy for
talent management. Gower Publishing, Ltd.
Harris, M. 2000. Human
Resource Management: A Practical approach. 2nd ed. Orlando, FL: Harcourt.
Ibrahim, A.U. and Daniel, C.O.,
2018. Talent Management and its Effects on the Competitive Advantage in
Organizations. International Journal of recent advances in
Multidisciplinary Research, 5(11), pp.4247-4253.
Agreed with the arguments. furthermore, recruitment and selection are the main important processes have to be continuously manage by HRM of the organization and the process has to be design to catch correct employees in correct time to he correct position who obtain with strength to meet organization goals and objectives (Kapur, 2018). According to Gusdorf (2008), definition of recruitment, it is a process of attracting sufficient number of appropriate people in proper time. as my suggestion it is important to consider e-recruitment process which employer can practice with this pandemic situation.
ReplyDeleteAgreed with your points Tushari, if we look at it from an academic perspective. Most research on recruitment and selection has been performed under maximum performance situations, such as job interviews, which can reveal only what applicants can do but not necessarily what they will do after hiring (Klehe & Anderson, 2007; Sackett, Zedeck, & Fogli, 1988). Authors of past reviews have indicated that there is a need for empirical examinations of recruitment and selection processes in typical performance situations (Campion, 1983; Posthuma, Moregeson, & Campion, 2002).
DeleteAgreed with you further when we talk about employee selection and recruitment, job analysis is one of the main topics, since this leads organizations to choose the most suitable person for the job. A Job analysis is a tool for determining the knowledge, skills, abilities, and other requirements that are required for each organizational role to function effective.(Anderson and Caldwell, 2018).
ReplyDeleteTo achieve a robust selection system, the most crucial step is to identify both the core skills (competencies) common to all specialties and the competencies that discriminate between specialties (Patterson et al., 2000). Job analysis techniques form the basis of developing any selection system. Classifying the combination of core and specific competencies ensures that both generic and specialty-specific skills are recognized. This identification process informs the development of selection criteria (in addition to aiding careers counselling for trainees) and is the basis of a reliable, valid and legally defensible selection system (Arnold et al., 2005).
DeleteAgreed with your view. Recruitment and selection of talents is an important part of talent management (Alic, 2016). Talent recruitment is important as it helps to improve organizational productivity and at the same time it creates competitive environment among the employees and decreases the training cost.
ReplyDeleteYes Roshini. Talent management is about recognize recruitment, develop and retaining people with high performance and they can grow within the organization (Meyers and Woerkom, 2014).Each organization has a different talent people and that can be changed and market changes. Some organization knows talent people in job performance, so the people with high job performance are more attention for these organizations (Samuel, 2009).
DeleteYes agreed, Talent management, recruitment, and selection are essential elements to finding a suitable candidate for an organization as an employee. Organization success or failure depends on their employees. High engaged employees drive the org to success. All factors crucially collaborate by selecting the right employees (Anwar et al., 2014; Chopde, Singh and Pande, 2019).
ReplyDeleteThanks Amila. Strategic talent management offers a distinct approach to the management of human resources and a response to the changes occurring in a turbulent operating environment, a means of improving firm performance (Joyce & Slocum, 2012), reducing employee turnover (Ballinger, Craig, Cross, & Gray, 2011), and achieving sustainable competitive advantage (Chatman et al., 2005; Iles et al., 2010).
DeleteAgreed. To further clarify according to Bratton and Gold (2007), Recruitment is the process of creating a capable pool of human resource for employment and Selection is the process of managers choose the most appropriate personnel for the organization from the said pool considering the organizational goals.
ReplyDeleteThanks Jayashi. There are several definitions of this term. Recruitment as the process of fascinating a large pool of capable people for employment. This includes forecasting for human resources to Job designation, job description, job scrutiny, making responsiveness among others (Walker et al., 2009).
DeleteYes, In the midst of intensified global competition, weakening bonds between employers and employees, and the ongoing shift toward knowledge-based economies, talent management (TM) has become a key business activity and a critically important decision area (Sparrow and Makram, 2015; Collings and Mellahi, 2009)
ReplyDeleteWhile talent management (TM) has for some time been a central activity in many organizations in the workforce management (Stahl et al., 2012), more recently, academic literature has developed new theoretical and empirical insight (Collings & Mellahi, 2009) such that TM theory development is notably advancing (Vaiman & Collings, 2013).
DeleteAgreed. And further more organization should provide all job specification and job description to applicant that he feel fit to apply for job. Plumbley, (1991)
ReplyDeleteYes Sumeera. Vos & Meganck (2009) indicated that career development plan for the employees play a vital role in the retention of employees. Providing these career development opportunities make employees stay and increase their loyalty towards organization.
DeleteAgreed. furthermore , The primary premise of selection, according to Chaudhuri (2010), is "the right guy for the right job," which can only be attained through scientific recruiting and selection. This is because an organization's ability is mostly decided by the capability of its employees. The previous assumption that money was essential to an organization's advancement is no longer valid, as employers throughout the world have begun to feel that a knowledgeable workforce is the key to an organization's success.
ReplyDeleteYes that's true. According to Lawler (2008) Effective talent management is not just about attracting, developing, and retaining the best talent; it is about organizing and managing people so that they perform in ways that lead to excellent organizational performance.
DeleteAgreed. Tomer (2016) states that successful recruitment and selection practices are key components at the entry point of human resources in any organization. Efficient recruitment and selection strategies result in improved organizational outcomes.” Therefore, it is important to have a well-defined recruitment policy in place, which can be executed effectively to get the best fits for the vacant positions. Selecting the wrong candidate or rejecting the right candidate could turn out to be costly mistakes for the organization.
ReplyDeleteYes Shanil, to add more. Global talent management (GTM) is highly visible today in management practice and rapidly emerging in academic literature, yet with continued absence of clarity of the activity itself, beyond its recognized significance to business strategy and association with the often opaque but high-profile SHRM process of talent potential identification. While talent management (TM) has for some time been a central activity in many organizations in the workforce management (Stahl et al., 2012), more recently, academic literature has developed new theoretical and empirical insight (Collings & Mellahi, 2009) such that TM theory development is notably advancing (Vaiman & Collings, 2013).
DeleteYes Khalid, according to Bouchikhi and Kimberly (2008) and Sharma (2014), when an organization reaches a higher level of external recognition by developing an employer brand, it competes effectively in the labor market and effortlessly attracts new talent.
ReplyDeleteYes Lasanthi, to add to your point on organizations to reach to higher levels. Managers need to be able to map and retain highly skilled employees and always remind them how valuable they are to the organization (Bhatt, 2015). In this way the organization will avoid dissatisfaction and prevent employees from leaving the organization (Noe et al., 2006).
DeleteAccording to Parvin (2018),Organizations should maintain correct strategies involved in recruitment and selection and place the right set of employees in key positions to increase organizational growth and sustainability. When considering about recruiting and talent management, organizations must focus on all levels of the employees in organization. It is not only focus on top level. Talent management issue needs to be at business strategies in every organization(Salehi and Sreenivasan, 2017).
ReplyDeleteYes Menaka, also. Organizations need to reward and recognize employees in order to establish a balance between employees goals and organization goal and keep the employees morale high (Selden and Sowa, 2015). According to Selden and Sowa (2015), for organizations to improve on employee retention, they should invest more time and resources on developing employees as future leaders and cultivating a positive working environment.
DeleteThank you Nimna. Throughout history, technological development has repeatedly affected the boundaries between home, work and private life. These distinctions between the private and public realms—and those between work and home—are contextual and continually reconstructed (Nippert-Eng, 1996, 2010). Historically, industrialization and technological development, represented by developments such as factories and clocks, drew a line between (paid) work and non(-paid) work. When modern bureaucracies evolved, a distinct boundary between private and work life became essential to ensure objectivity and resistance to bribery (McDonald and Thompson, 2016).
ReplyDeleteWhile agreeing with you Khalid I would also like to point out that as discussed by Mascarenhas (2011), the process of recruitment and selection is very time consuming process but one which requires a lot of patients because and undesired or wrong hire could mean disaster for an organization and also a missed opportunity to hire the correct candidate.
ReplyDeleteYes Kavan. Companies looking to fill positions such as private banking jobs need to take care they hire the right people for the job, as any mistakes could end up being very costly. According to the Recruitment & Employment Confederation (REC), a lack of skills among potential candidates makes finding the best candidates a challenging process. "It is worth investing some time and resource in getting it right," noted the REC's director of policy and professional services Tom Hadley. "The reality is that the real cost of recruitment is getting it wrong" (Prevost, 2011).
DeleteYes Khalid,
ReplyDeleteThe selection of right candidates for the right positions will help the organization to achieve its desired goals and objectives. When selection of the employees takes place, it is vital to ensure that they possess the desired qualifications, skills and abilities that are required to perform the job duties in a well-organized manner (Radhika, 2018).
Yes. As a business owner, you want a team that you can count on to get the job done while you focus on other things. Management of any large corporation will tell you that finding good, loyal talent is hard. Take the time to develop a recruiting process that is constantly looking for people with the skills you need and the motivation to work for you. A good process not only finds great employees but saves you time and money on replacing and training new people (Leonard, 2019).
DeleteYes Khalid , It has also been argued that in order for the enterprise to build and sustain the competitive advantage, proper staffing is critical (Djabatey, 2012). Thus, recruitment and selection have become imperative in organizations because individuals need to be attracted on a timely basis, in sufficient numbers and with appropriate qualifications (Stefan, 2016).
ReplyDelete