Recruitment is the activity of searching for potential applicants to fill a position. Indeed, each company wants to use a credible recruitment strategy able to produce viable applicants that fit in the company’s values and needs. Therefore, an efficient recruitment process should not only attract a large number of applicants, but it should attract people with the vital skills for the vacant position (Henry & Temtime, 2009). On the other hand, selecting is the process of finding suitable applicants from a pool of highly trained candidates. Once a human resource manager obtains a list of qualified applicants through the recruitment, the human resource manager identifies the applicant with the highest potential for the success of the organization. As an HR of a high-tech firm facing intense and a constantly changing environment, I would take the following recruitment and selection steps in hiring the best personnel.

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First, I would plan to identify the steps in recruitment and selection early, and schedule the activity, set aside the resources and determine the time to conduct the process. Planning ensures the best possible process is followed, manages time constraints and streamlines the process for the organization and applicant. Moreover, it allows analysis and design of the position to be filled according to what the organization needs at the time and in the future.

Secondly, I would conduct a job analysis to determine the skills, attributes, knowledge, and skills required to perform the particular roles I identify. Job analysis provides high-quality foundations in the recruitment and selection process to identify culturally fitting attributes within the firm and the key selection criteria and inform the position description, to attract suitable candidates.

Thereafter, I would attract suitable candidates. Attracting suitable candidates entails a range of activities, for instance, employer identification, employment value proposition, recruitment, and orientation. Application of attraction strategies provide opportunities for the firm to market and communicate the benefits they can offer applicants. Next, i would short-list the candidates who meet the minimum key selection criteria to perform the job satisfactorily. i would proceed to the next stage of the selection process. Following short-listing, i would interview the candidates to determine one’s ability and potential to grow into the role (Nail & Scharinger, 2002).

Additionally, if the interviews are unsatisfactory, I would do additional assessments using techniques such as personality or cognitive ability testing and work sampling. Furthermore, I would conduct reference checks are to determine the appraisal of an applicant by a former employer. i would check the appraisal against the key selection criteria, estimates of an applicant’s job performance capabilities and employer’s willingness to re-hire the applicant.

Afterward, I would make subjective judgments to assess the candidates’ suitability for the role (Ofori & Aryeetey, 2011). I would use a scale to rate each assessment, and then combine all ratings for each assessment activity for each candidate throughout the recruitment and selection process to provide the basis for my decision. The offer or conditional offer of employment follows after selecting the best candidate. Afterward, i would use the induction/orientation process to facilitate a new starter’s adjustment into the firm if the candidate selected accepts the offer of employment. Effective orientation is an investment in employee morale, productivity, and retention.

Finally, I would carry out an evaluation to collect accurate information which is essential not only in understanding what is taking place, but also in ensuring correct interpretation of the facts. This tool shall help the firm to identify areas where to improve the implementation of best practice and also measure the improvement over a number of years through annual assessments.

Given the vast choice of candidates ready and qualified to fill various positions, it might be easy for a human resource manager to slip when identifying the best personnel to hire. As the person responsible for filling the positions in the company, I would employ Contingent Staffing (planning, talent attraction, recruitment and selection, orientation/engagement and exit) in this situation. Contingent staffing significantly reduce the risk of hiring the wrong employee. With highly-trained and highly-qualified candidates consistently coming for the interview, I shall manage to find suitable candidates to fill the highly competitive and contingent environment and would be sure to add the right people to the firm. However, I would employ a more critical way of thinking in the selection process. I would also check one’s moral and social considerations embedded in the highly competitive and constantly changing environment (Janssens & Steyaert, 2009). Consistent with the moral, social and political culture of the firm, I would select a person who emphasizes the firm’s achievements competitively in the highly competitive environment. In the end, using contingent labor reduces the firm’s overall labor costs.