The process of identifying and recruiting qualified candidates to fill vacancies is called recruiting. The recruiting process begins with the search and ends when job applications are received. In this way, a set of applicants is obtained, from which the new employees will subsequently leave. The selection process is considered independently of recruitment.
Job descriptions are essential tools, they provide basic information about the roles and responsibilities that each vacancy includes.
Adequate human resources to perform certain tasks are not abundant in any society.
Recruitment process.
Recruiters go through several steps. The recruiter identifies vacancies through human resource planning or at the request of management. The human resources plan can be especially useful, because it illustrates current and future vacancies.
The recruiter will refer to both the needs of the position and the characteristics of the person who performs it. Whenever deemed necessary, the recruiter should request additional information by contacting the manager who requested the new employee.
Recruitment environment.
Consideration should be given to the environment in which they will move. The limits of this environment originate in the organization, the recruiter and the external environment, of which the most important elements are:
- Internal and external availability of human resources Company policies Human resources plans Recruitment practices Job requirements
Limits and challenges of recruiting
Internal and external availability of human resources:
The unemployment rate in the area, the conditions of the company's branch, an abundance or scarcity in the supply of personnel, changes in labor legislation and the recruitment activities of other companies include in the task of obtaining a group of applicants for a given occupation. Although these factors are included in human resource planning, economic conditions often change rapidly.
The recruiter can go to three basic indices:
- Economic indicators. They allow to know the current economic situations of a sector, a geographical area or the entire nation Recruitment activities of other companies. They allow knowing the basic strategies proposed by competing organizations. In many cases, it can be measured with relative precision through posted notices. But this technique can be costly. The company's current sales and goals. Because HR plans are partially based on sales predictions, variations between actual and forecast sales are a vital factor.
Organization policies and standards:
Sometimes, the policies that the company sets can become limiting of the recruitment activities.
- Internal promotion policies. Internal promotion policies stipulate that current employees have a preferential option to access certain positions. It has the merit of guaranteeing each employee a career and not just a job. This practice can have the negative effect of limiting the entry of people with new ideas and perspectives into the organization. Obviously, the need for an up-to-date inventory of staff knowledge and skills increases when the organization institutes this policy. Compensation Policies. A common limiting factor in many recruiting areas is the compensation levels that organizations stipulate. Recruiters typically have a minimal degree of discretion in the compensation they offer.Recruitment at the international level leads to multiple exceptions and modifications of national policies. In this area, the recruiter should work in collaboration with the corporation's legal and commercial advisers. Policies on personnel status. Acting in accordance with the laws of a given country, the organization may proceed to veto or favor the hiring of temporary staff, for example. These decisions and parameters will directly affect recruitment activities. International recruitment policies. Often, certain laws stipulate the maximum level of foreigners who can work in an organization, which has direct effects on the policies of a corporation.the recruiter should work in collaboration with the corporation's legal and commercial advisers. Policies on personnel status. Acting in accordance with the laws of a given country, the organization may proceed to veto or favor the hiring of temporary staff, for example. These decisions and parameters will directly affect recruitment activities. International recruitment policies. Often, certain laws stipulate the maximum level of foreigners who can work in an organization, which has direct effects on the policies of a corporation.the recruiter should work in collaboration with the corporation's legal and commercial advisers. Policies on personnel status. Acting in accordance with the laws of a given country, the organization may proceed to veto or favor the hiring of temporary staff, for example. These decisions and parameters will directly affect recruitment activities. International recruitment policies. Often, certain laws stipulate the maximum level of foreigners who can work in an organization, which has direct effects on the policies of a corporation.the organization may proceed to veto or favor the hiring of temporary staff, for example. These decisions and parameters will directly affect recruitment activities. International recruitment policies. Often, certain laws stipulate the maximum level of foreigners who can work in an organization, which has direct effects on the policies of a corporation.the organization may proceed to veto or favor the hiring of temporary staff, for example. These decisions and parameters will directly affect recruitment activities. International recruitment policies. Often, certain laws stipulate the maximum level of foreigners who can work in an organization, which has direct effects on the policies of a corporation.
Human resource plans:
In large, technologically advanced companies, recruiters often use a human resources plan to define their recruiting strategy, especially when the corporation follows a policy based on internal promotions. These plans can stipulate which positions are to be filled by outside staff, and which are to be filled externally.
Recruitment practices in the past:
Organizations often tend to perpetuate policies and practices that have worked in the past, without subjecting them to critical analysis, without considering that they should be reviewed frequently.
Job requirements:
The recruiter must ask the question: What does this position really require? At intermediate levels, it has often been determined that the really essential skills are the ability to read and write well, an attitude of professional responsibility, and the ability to communicate with other people. The willingness to learn is also a crucial characteristic.
Generally, more qualified and experienced people will request higher incomes.
A second difficulty stems from the low level of job satisfaction that an excessively qualified person may find in a position that presents minimal challenges to their professional capacity.
Determining exactly what the responsibilities of the position you are trying to fill will be the only alternative to obtaining suitable candidates. It is essential to answer the following:
To perform this position:
- What needs to be done, what needs to be known, what needs to be learned, what experience is really relevant?
Costs:
The recruiter must operate within budgets that are often inflexible. The cost of identifying and attracting candidates can sometimes be considerable for the organization.
Incentives:
Modern companies not only promote their products, they also sell their employment image, with incentives and programs that give them a head start in the field of human resource recruitment.
Examples: support programs for the formal education of your staff, childcare services, cafeteria plans.
Recruitment channels.
The most common channels are the direct request to the employer, the contacts of friends and the response to press announcements. At the executive level, the services of "talent scouting" agencies are used.
Information from friends and relatives is the most accurate and detailed. It is followed in precision by that obtained by the applicant who presents herself to apply for employment. As a general rule, job seekers use more than one channel.
Spontaneous candidates:
Spontaneous candidates show up at the employer's offices to apply for a job or mail their resume. Applications that are considered of interest are archived until a vacancy is filed or until too long to be considered valid (one year).
Recommendations of company employees:
Company employees are likely to refer potential candidates to the personnel department. This practice has some advantages:
- Candidates who come to the company through this channel already have some knowledge of the organization It is likely that the specialized personnel of the company meet other technicians and scientists who are difficult to locate Employees tend to introduce themselves to their friends, who are likely to show similar habits of similar work and attitudes. In addition, these candidates will want to do their best to reciprocate the friend who referred you.
Announcements in the press:
They can reach a greater number of people.
Personnel application announcements describe employment and benefits, identify the company, and provide instructions on how to apply for employment. When trying to locate highly specialized candidates, advertisements can be placed in professional magazines and newspapers.
This technique has the disadvantage that there may be an avalanche of requests, or on the contrary, find little response. When the employing company is identified in the notice, it is not possible to find candidates to replace a current employee.
It is important to write notices from the candidate's point of view. It is wrong to present exclusively the requirements of the company. It is always preferable to be brief and concise. The ideal notice should include:
- The responsibilities of the job The manner in which the interested party must apply for the job, specifying channels and initial information to be submitted The minimum academic and work requirements to fulfill the role.
The recruiter can also use companies specialized in personnel detection. These companies can be divided into:
- Employment agencies. They bridge the gap between their client vacancies and the candidates they get through advertising or spontaneous offers. Payment to the agency can come from the hiring company or the candidate. A common fee is one month of the employee's salary or 10% of their annual income. Executive-level personnel identification. They only hire certain specific human resources, in exchange for a payment covered by the hiring company. Some companies specialize in finding executive-level personnel, while others do so in identifying technicians or scientists. These companies operate through active searches among the employees of other organizations. These practices have been questioned on an ethical level.
In addition, you can use:
- Educational institutions. Colleges, technical colleges, and other academic institutions are a good source of young candidates who will make moderate requests for salaries. Professional associations. Many professional associations establish programs to promote full employment among their members. Professionals who actively belong to an association tend to stay very up-to-date in their field. Trade unions. It is common practice for many unions to keep up-to-date lists of their members, even specifying their work availability. Agencies for the supply of temporary personnel. These agencies operate by "lending" staff to a company that requires filling a vacancy for a certain period of time.It has the advantages of being quick to supply key staff and the relatively reasonable rates they charge. Part-time staff. Although there are notable variations in this market, many companies continue to be reluctant to form an employment relationship that carries all the legal responsibilities for the company without providing full employee services in return. A computer expert, accountant, or dispatcher can be employed through this system.
Job application forms.
They fulfill the function of presenting comparable information on the different candidates. This is of great interest, since only then can an objective decision be made.
Personal information:
The ethical duty to keep available information private is obvious.
The recruiter must keep an eye on the characteristics that are actually operational for the position.
Academic preparation:
The education received constitutes a decisive indicator for the evaluation of the candidates. A recruiter should seek to identify candidates with academic backgrounds that are operationally related to the position. Academic degrees do not guarantee efficiency in the performance of certain functions.
Work history:
Previous jobs let you know if the applicant is a stable person or if he changes from one occupation to another frequently. Having a background on job performance provides data on the candidate's responsibilities and experiences.
Membership of institutions, distinctions, hobbies:
Especially when recruiting to fill executive-level vacancies, companies are often very mindful of the fact that their employees are the image of the organization. Hobbies reveal important facets of personality.
References:
Although it is a subjective element, the references reveal important aspects of the candidate.
Authenticity:
It is common to ask the candidate to sign the application in their own handwriting. Under the rubric there is a legend that warns the applicant that any inaccuracy, concealment or deliberate misrepresentation will render their employment contract void. This clause is not valid indefinitely, normally the maximum term is the trial period.
STAFF PICK
Once a suitable pool of applicants obtained through recruitment is available, the selection process begins, which involves a series of time-consuming steps.
The selection process consists of a series of specific steps that are used to decide which applicants should be hired. The process begins when a person applies for a job and ends when a decision is made to hire one of the applicants.
In many personnel departments, the recruiting and selection functions are integrated into a single function, which may be called hiring.
The recruiting function is closely associated with the personnel department and is often the essential reason for its existence. When the selection is not done properly, the personnel department does not achieve the objectives, nor does it meet the challenges. An unfortunate selection may prevent someone with great potential from entering the organization or allow someone with negative influence to enter the organization.
Objectives and challenges of personnel selection.
The information provides the analysis of the position provides the description of the tasks, the human specifications and the levels of performance that each position requires; short and long-term human resources plans allow to know future vacancies with certain precision and to conduct the selection process in a logical and orderly manner; and candidates, who are essential to have a group of people from which to choose. These three elements determine the effectiveness of the selection process. There are other additional elements that must also be considered: the limited offer of employment, the ethical aspects, the organization's policies and the legal framework in which all the activity is registered.
Personnel selection: an overview.
The selection process consists of specific steps that are followed to decide which applicant will fill the vacant position. The role of the human resources manager is to help the organization identify the candidate who best meets the overall needs of the organization.
Internal selection:
In most cases, managers tend to wait for a vacancy to fill in to fill out a new staff application. It is likely that the internal policy of the company determines that the position must be offered to internal personnel for a minimum of two weeks before offering it to the external market. The evaluation of internal candidates may take days of work. And it will likely take several additional weeks before that second job can be filled by someone else. The external recruitment and selection process can add weeks to the goal of filling a vacancy.
Selection reason:
Having a large, well-qualified pool of candidates to fill available vacancies is the ideal setting for the selection process. When a position is difficult to fill, we speak of a low selection ratio. When it is easy to fill, it is defined as a position with a high selection ratio.
The selection reason is the relationship that exists between the number of candidates finally hired and the total number of applicants.
When in an organization low selection reasons are frequently presented, it can be inferred that the level of adaptation to the position of the applicants and of the people hired will be low.
The ethical aspect:
Special favors granted to "referrals", gratuities and gifts, the exchange of services and all other similar practices are not only ethically reprehensible, but also high risk. A hiring obtained by bribery introduces a person to the organization who will not only be unsuitable and will be refractory to all personnel policies, but will also refer to the manager with the contempt that a corrupt official deserves.
Organizational challenges:
The selection process is not an end in itself, it is a means for the organization to achieve its objectives. The company will impose limits, such as its budgets and policies that influence the process. The goals of the company will be better achieved when clear guidelines are imposed, specific to the specific circumstance in which it operates.
It is in the best interest of the company to plan flexible, modern and intelligent policies that consider factors other than short-term profit.
Global selection concept.
Several organizations have developed internal selection systems, through which human capital with promotional potential can be matched on the one hand, and available vacancies on the other.
Step 1: preliminary receipt of applications.
The selection process is carried out in two ways: the organization chooses its employees and potential employees choose between several companies. The selection begins with an appointment between the candidate and the personnel office, or with a request for a job application.
The next selection steps consist largely of verifying data contained in the application, as well as that collected during the interview.
Step 2: Suitability tests.
Suitability tests are instruments to assess the compatibility between applicants and the requirements of the position. Management-level positions are often too complex and it is difficult to gauge the suitability of applicants.
Test validation:
The validity of an intelligence test means that the scores obtained maintain a significant relationship with the performance of a function or with another relevant aspect. The higher the correlation between results and performance, the more effective the test will be as a selection instrument. When score and performance are not related, the test is invalid and should not be used for screening purposes.
Two approaches can be used to demonstrate the validity of a test: the practical demonstration and the rational.
The practical demonstration approach is based on the degree of validity of the predictions that the test allows to establish. The rational approach is based on the content and development of the test. In general, the practical demonstration approach is preferred whenever it can be applied, because it eliminates many subjective elements.
In addition to being valid, the evidence must be reliable. Reliability means that the test has the characteristic that each time it is applied to the same individual, similar results will be obtained.
Various types of psychological test:
The exact purpose of a test, its design, guidelines for supplying it, and its applications are recorded in the manual for each test, which should be consulted before use. It also instructs on the reliability of the test and the validation results obtained by the designer.
Instruments for the administration of exams:
There is a wide range of psychological tests to support the selection process, but it is important to note that each test has limited utility and cannot be considered a universal instrument.
Each type of test postulates a different objective.
Psychological tests focus on personality. They are among the least reliable. Its validity is debatable, because the relationship between personality and performance is often very vague and subjective.
Knowledge tests are more reliable, because they determine information or knowledge that the examinee possesses.
Performance tests measure the ability of candidates to perform certain functions of the position. The validity of the test depends on whether the position includes the function performed.
Graphical response tests measure physiological responses to certain stimuli (polygraph or lie detector test). Its use is practically non-existent and its extensive use is not foreseeable.
All the tests you want can always be applied, but the cost may not justify the investment.
Even when a full battery of tests is available and the convenience of supplying them is obvious, it is important to maintain a flexible attitude. Suitability tests are only one of several techniques used. There are other non-measurable aspects that can be equally important.
Step 3: selection interview.
It consists of a formal and in-depth talk, conducted to evaluate the suitability of the applicant for the position. The interviewer aims to answer two general questions: Can the candidate fill the position? How do you compare to other people who have applied for the position?
It is the most widely used technique. One of the reasons for its popularity lies in its flexibility.
It can be adapted to the selection of unskilled employees, as well as that of qualified employees, professionals, managers. It also allows two-way communication.
It also shows negative aspects, especially in terms of reliability and validity. For the results of the interview to be reliable, it is necessary that your conclusions do not vary from interviewer to interviewer. The validity is questionable because few personnel departments carry out validation studies on the results of their interviews.
Types of interview:
Interviews are typically conducted between a single company representative and a single applicant. It is possible, however, to use different structures.
One form of group interview is to bring the applicant together with two or more interviewers. This allows all interviewers to evaluate the person based on the same questions and answers. Another variant is to bring together two or more applicants with a single evaluator. This technique saves time and the responses of different applicants are immediately compared.
- Unstructured Interviews: Allow the interviewer to ask unanticipated questions during the conversation. It lacks the reliability of a structured interview, as certain areas of the applicant's skill, knowledge, or experience may be overlooked Structured Interviews - These are based on a predetermined question framework that is established before the interview begins and every applicant you must answer them. It improves the reliability of the interview, but does not allow the interviewer to explore interesting or unusual responses. That is why the impression of the interviewee and the interviewer is to be subjected to a highly mechanical process. Mixed interviews: the interviewers deploy a mixed strategy, with structured and unstructured questions.The structured part provides an information base that allows comparisons between candidates. The unstructured part adds interest to the process and allows an initial understanding of the specific characteristics of the applicant. Problem-solving interviews: focus on one issue or series of issues that the applicant is expected to solve. Both the response and the approach taken by the applicant are evaluated. This technique focuses on a very limited field of interest. It reveals the ability to solve the type of problem posed. The degree of validity increases if the hypothetical situations are similar to those involved in the position. Stress-provoking interviews: When a position must be performed under conditions of great pressure, you may want to know how the applicant reacts.The reliability and validity of this technique are difficult to demonstrate since the real pressure that will be experienced with the position can be very different from that of the interview.
The interview process:
- Interviewer Preparation: requires specific questions to be developed. The answers given to these questions will indicate the suitability of the candidate. At the same time, you should consider the questions that the applicant will surely ask you. Interviewers need to be in a position to explain job characteristics and responsibilities, performance levels, salary, benefits, and other points of interest.Creating an environment of trust: The job of creating an environment of mutual acceptance is up to the interviewer. You have an obligation to represent your organization and leave a pleasant image with your visitors. Information exchange: This interview process is based on a conversation. In order to help establish trust and acquire information about the applicant,Some interviewers start the process by asking the candidate if they have questions. This technique establishes a two-way communication and allows the interviewer to begin evaluating the candidate based on the questions that he or she asks. Termination: when the interviewer considers that he is approaching the point where he has completed the list of questions and the time expires planned for the interview, it is time to end the session. You can ask the candidate, "Do you have any final questions?" Regardless of the opinion that the interviewer has formed about the suitability of the candidate, it is not advisable to tell her what perspective she has of obtaining the position.Immediately after the assessment is completed the interviewer should record the specific responses and their general impressions of the candidate (post interview checklist).
Interviewer mistakes:
An interview can be weak because the person conducting it does not establish a climate of trust, or because he or she fails to ask key questions. Another possible source of errors (more difficult to detect) are those that originate in the acceptance or rejection of the candidate due to factors unrelated to potential performance. There may be a danger of "guiding" the candidate to respond in the way the interviewer wishes. The end result is a totally subjective evaluation, without any validity.
Interviewee errors:
The five most common mistakes made by interviewees are: trying distracting techniques, talking excessively, bragging about past achievements, and not being properly prepared for the interview.
Step 4: verification of data and references.
Job references differ from personal references in that they describe the applicant's track record in the field of work. Many specialists also question this resource, since the candidate's former superiors and professors may not be totally objective, especially when they describe negative aspects.
The human resources professional must develop a refined technique that depends to a large extent on two key facts: the degree of reliability of the reports received in the environment in which it is located, and the fact that the practice of requesting employment references is found very widespread.
Step 5: medical examination.
It is convenient that the selection process includes a medical examination of the applicant, for the following reasons: to detect contagious diseases, in accident prevention and in the case of people who will be absent frequently.
The employer usually contracts the services of a clinic specialized in health examinations to different groups of adults.
Step 6: interview with the supervisor.
The immediate supervisor or manager of the department concerned is ultimately responsible for deciding on the hiring of new employees.
The supervisor is often the best person to assess some aspects (especially technical skills and knowledge). You can also answer certain questions more precisely.
In cases where the supervisor or manager of the department concerned makes the decision to hire, the role of the personnel department is to provide the most suitable and selected personnel on the market, eliminating those who are not suitable and sending to the person who must make the final decision two or three candidates who have obtained high marks. There are cases in which the decision to hire corresponds to the personnel department, for example, when it is decided to get unskilled employees who will take a training course within the company.
The supervisor is usually in a very good position to assess the applicant's technical competence as well as his general suitability. When the supervisor recommends hiring a person whom he has interviewed, he has a psychological obligation on himself to help the newcomer.
Step 7: realistic job description.
When the applicant has wrong expectations about his future position, the result is negative. It is always very useful to carry out a familiarization session with the equipment or instruments to be used.
Step 8: decision to hire.
The decision to hire the applicant signals the end of the selection process. This responsibility may lie with the candidate's future supervisor or the personnel department. In order to maintain the good image of the organization, it is a good idea to contact applicants who were not selected. The rejected pool already includes an investment in time and evaluations, and a suitable candidate for another position may emerge from it.
Results and feedback.
The final result of the selection process is translated into the new personnel hired. If the pre-selection elements were carefully considered and the selection steps were carried out properly, the new hire will most likely be a good fit for the position and perform it productively.
To evaluate both the new hire and the selection process itself, it requires feedback. Positive feedback is obtained by favorable judgments to the new employee: promotions, adequate performance, lack of conflicts, etc. Negative feedback consists of a premature resignation or the need to separate the new employee from the company, low levels of evaluation, and similar factors.
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