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The function of human resource management in recruiting is an activity that involves the selection of the most important candidates for the performance of the organization. Applying of poor decisions in recruiting continues to have negative effects on the performance of the organization, due to the limiting of the intended objective achievements. The service of hiring needs is to be considered to identify and implement the strategies for hiring. There are laws which inhibit change, but the contributing factor is the management (Richardson, 2005).
This paper will focus on the strategies by which organizations employ while ensuring that there is an existence of the best and possible groups of applicants that are qualified. This enhances the filling of various positions that are vacant when a need arises. The paper will highlight the strategies applied and the drawbacks in ensuring that the process of hiring attains the success (UNDP, 2009).
For an organization to be successful there is a need for hiring the high quality talents. This is due to the increasing competitiveness in the job market and the availability of the skills that are required, and which are becoming more diverse. Therefore, the recruiters must be more selective in the choices of their recruiting process, as poor recruitment will ultimately result into negative effects to the performance of the organization which could be long term process.
The costs of development in the organization can increase, due to the poor recruitment in trying to minimize the poor performance of the organization. In addition to costs, there will be the high turn-over which will be able have adverse effects on the morale of the staffs and the impact on the production of high quality products and the organization retention. This will in turn fail the achievement of the competitive advantage, thus, leading to the loss of the competitive edge of the organization coupled with the market share (Caligiuri, 1999).
There was a little need in the market share traditionally and the ever increasing competition, as the environment was monopolistic, but recently there have been concerns to the management of organizations which have forced then to focus closely on the attention of the services they deliver to the target markets. (EEO, 2009) Poorly produced products are no longer attracting consumers, and thus, the organizations will opt for hiring the qualified professionals who are able to enhance the quality of products of the organization. The litigiousness and criticism of the market have resorted to organizations to seek ways of improving products which satisfy the needs of consumers, thus, the genesis of recruiting processes by the concerned organization (PRlog, 2009).
Recruitment can be described as a process by which organizations employ to seek the sufficient number of qualified personnel which is placed at the right place and time, as the organization and these professionals select each other for the best long term interest of the organization. The process of recruitment provides the best qualified personnel which will fill the existing vacant positions. The process must start with the planning and forecasting, as the organization formulates the plans that have the capability of avoiding the future opening of vacancies based on the future needs of the organization (HumanResourceandOrganization, 2004). This provides the talents that are required to fill the position in the inside or outside the organization, in addition to the resources that are anticipated in expanding and retaining such talents.
The strategies the organization will employ are crucial, as they aid in the preparation for the identification and the selection of the best candidate to fill the position, thus, ensuring the development of the human resource. The recruitment for the base level requires the candidates to have the minimum qualifications and experience in the field of the vacant position (Morrison & Inkpen, 1991). The middle level and the top management require the candidates to be mostly from the inside of the organization. There are sometimes pressures to source candidates for high positions from the outside, as the organization tends to utilize both mechanisms to come up with the best skills possible.
The recruitment process of development of the policies which aids in the recruitment and retention with the system provides life to the policies.
The organization needs to determine the requirements of its future and current situations of the human resource of the organization (Boudreau, 2003). The human resources need to be effective, as the requirements for each job position and its functions need to be assessed with the priority being assigned.
The identification within the organization and the outside of the potential human resource are the likely competition to the knowledge and the skills required to the position.
The organization needs to do job analysis and evaluation in identification of the individual aspects for the position in calculating the relative worth (Strandberg, 2009).
The profiles of qualification must be assessed to draw its description of their identities and the responsibilities required by the existing position coupled with skills and abilities, knowledge and experience.
The organization needs to identify its abilities to compensation and benefits within the defined period of time.
The company needs to identify and document the actual process of hiring and selection to ensure the equity and adherence to the equal opportunities, as provided by the law.
The documentation of the process of the policies in the organization, and the criteria to be followed and the steps of the process are crucial to the setting of the internal selection, as this is what influences the sourcing of the external environment (McNamara, 1997).
The process of documentation enhances the satisfaction of the procedures required for the transparency, as it leaves the trails which can be followed in the process of auditing other purposes. The most importance of the documentation is the conformity with the information legislation freedom. The freedom of information legislation includes criteria of the procedure which were employed in the selection of applicants, gathering the selection of interview panels the comments and scores of the panelists, the interview questions and the results of the tests and the reference checks (Thornton, 2008).
Strategies and Processes
The strategies and the processes of the recruitment may be conducted internally which is through the promotion and the transfer of the existing personnel either by the referral by the members of the staff or family members. The method of internal recruitment is the most preferred for the position filling, there can be job opening through the strategy of placing notices and company newsletter through the office memorandum. The word of mouth is a referral that is a low cost hire way of recruiting (VARETA).
The process of internal recruiting does sometimes produce a number of personnel and quality requirements that are low forcing the organization to source from the outside. This involves the engagement of walk-in applicants, advertisement in the newspapers and journals and the employment agencies.
The public service advertisement, thus, gets more exposure to the scrutiny of the applicant unlike the private organization, and therefore, there is openness and transparency in the selection process.
This is the procedure by which there is publicizing of an opening in the jobs to the employees with the listing of its attributes that include the knowledge criteria and qualifications, and the skills and experience. The objective of posting this vacancy is to bring to the attention of the employees who are interested in filling the position (Chadha, 2010).
The management needs to decide before the posting of the vacancy on the intended retention of the job in its current form with its title and remuneration. The selection attributes concerning the job that includes skills, experience and the will to change. The organization needs to look whether there are sufficient qualified and potential applicants who are serving in their position in the organization to be the potential candidates for the job.
The organizational policy that exists in the selection must be applicable, as the referral by members can be sometimes a way of filling the position. Therefore, the organization needs to benefit in the long term, due to the recruiting from the internal sources.
There is also the necessity of the availability of the human resources which is functional to the information systems which support the process of recruitment. For the system to be effective it must;
- Bring to the attention all eminent vacancies in the association, so as to make sure that the progression of recruiting is timely.
- Ensure that there is no loss to candidates, as it moves throughout the recruitment process to the end and keep them informed about their status.
- Ensure that those candidates, whose applications are pending, are kept in touch to ensure that they are interested in the organization
- The analysis of hiring transfers must be assisted by the system in the provision of data which might be helpful in planning and evaluation of the process.
- Any inherent adverse effect must be identified in the recruitment process for the groups which are vulnerable (Boudreau, 2003).
The system must be used in internal recruiting in the generation of notices and matching of the internal applicant’s qualification in relation to the job specifications. If the posting of the jobs is not performed, it is, thus, possible to generate qualified internal applicants.
The benefits and the disadvantages of the internal recruitment must be analyzed by the personnel to enable them to determine whether to use informal or formal systems.
There are numerous reasons for the recruiting from the internal sourcing of the organization which includes:
- The abilities of potential recruits are well-known and this makes it easy for the candidate to assess to the next level.
- The assessments of the external recruits are always based on resources which are unreliable and are brief encounters relatively of the interview.
- The benefit of internal sourcing is that the insiders are well-versed with the environment of the organization of strength and weaknesses and culture of the people.
Promotion from within the organization has the advantage of building motivation, as there is a sense of commitment to the organization. The skilled and qualified people enhance the development of the organizational activities, as there is a belief that commitment to these activities renders to a chance of promotion (Richardson, 2005).
Internal recruitment is always cheaper and relatively quick, and thus, the time spent in the training process and socialization is reduced.
There are disadvantages which are usually associated with the internal recruitment in an organization.
There is a difficulty in finding the right personnel for the position advertised, as the organization can settle to candidates who are less than the ideal competence mix. This causes of vacancies by the rapid expansion of the organization.
The supply of qualified applicants form within the organization will be restricted. This is due to the fact that there is a tendency of promoting people when they are not ready or are not able to stay at various positions to learn on necessary things and effectively carry out the job.
There is the tendency of infighting and inbreeding which reduces perspective variances and this affects the flexibility of the organization and growth, as there are chances of resistance to change by the incumbent of the organization whose interest is the maintenance of the status quo which is a long term problem (Human Resourceand Organization, 2004).
Rapid growth and transition of the organization have the capability of promoting into the top management positions which are, regardless of the individual’s skills and qualifications of incumbents. This is where the organization marks the managerial deficiencies, as the growth rate of the organization will start to slow down, making the deficiencies apparent, which makes the organization find difficulties in trying to undo the damage. The cost remedy for the training will, thus, be prohibitive.
Maintenance of Fairness and Competence of the Process
Difficulties arise in ensuring the maintenance of fairness and equity in the process of recruiting, even though there is the protection of individuals and groups which are vulnerable from the negative impact of the practices. There is a necessity to have the details of procedures and processes that exist, which must be established in reducing the discrimination. There is a need to identify the groups for the special notice to minority to be targets. Thus, it is the responsibility of the managers to employ equity in the process of recruiting. This ensures that the overall performance of individuals in the organization enhances through the progress which emanates from the employment of all groups within the operations.
The employment of equity ensures the achievement, fostering and the maintenance of a workforce which is responsive to the objectives of the organization; hence, the workforce becomes more representative.
The employment of equity leadership and the demonstration of commitment to the organization insure that there is no discrimination and the stereotyping within the organization.
The employees need to be informed and educated about the importance of employment equity and diversity, as this will ensure there are no infringements against the rights of individuals and the issuance of the general guidelines that regard the diversity of the workplace related to the recruitment. The workplace must be integrated into the principle of diversity to human resources, practices and policies. This includes the implementation of the workplace diversity goals to the plans of the organization and the business plan of the customer’s service charters (McNamara, 1997).
The information which informs the availability of opportunities needs to be in an accessible format and available. The process of recruitment needs to be viewed, as this ensures that the current and potential employees are not discriminated.
The instances of discrimination need to be eliminated against the individuals, as this enhances the achievement of the organizational goals through cooperation towards the same direction. The choking of relevance is essential, as it is based on the ability of the applicant to carry out the duties of the point effectively and efficiently, and must be in accordance with the rules which are provided to the criteria of selection process. The references process is usually carried out to candidate who scored the highest mark in the interview session together with other two candidates who were closer to the first candidate. This reference checking is done through the referees provided, but a member in the committee of panelists cannot be considered as an application, as this has been biased (PRlog, 2009).
After the final selection has been made, the selecting committee compiles a report which includes the recommendation of the commencing salary and the condition of review; if a need arises, the report is forwarded to the manager for the approval to the appointment. The members of the panels need to be conversant with the procedures of selection and policies.
They have to ensure that the job advertisement and specification do conform to the criteria of selection based on the document.
The matters which are associated with the selection committee must remain confidential and examine the requirement and qualification carefully without personal bias.
The recommendation must be made with regards to the basis of application, as it relates to the position requirement.
Applicants who feel that they were qualified for application, but were never selected, have the right of appealing to the selection committee. The appeal needs to be laid on the ground that the process was not following the guidelines and procedures which were provided.
The internal applicant will be given the reasons in explaining the reasons of the not being selected (Caligiuri, 1999).
If the unsuccessful candidate is not satisfied with the advice served to him by the selection committee, he has the right of lodging complain to the general manage. The lodging of an appeal gives time to communicate with the selected candidate and advise him accordingly. The appeals are heard by the general manager and the interview, whoever he feels qualified on any information considered to be appropriate, and the decision will be final, and the appointments never proceed until the process of appealing is finalized.
The rapid increase in globalization, the addressing of the human capital has become a critical factor for the success of the organizations. The competitiveness of human resource and the management of the expertise, and the diversity in the organizations need to be examined. The human resource management is a discipline which is important to its field contribution to the successes of the organization; the field of human resources has emanated to the academic field of management. The human resource management is a combination of two fields which include; the high ranking of management reviews and the business studies and the high ranking of the human resource. Human resource is a field by its nature that is recognized in the operations of an organization.
The study is in regards to the reorganization of human resource and the understanding of what it entails. The internal recruitment gives the employees an opportunity to participate, as there is a provision of a fair basis for selection of the most suitable candidate. This is usually an opportunity of furthering careers and the achievement of work potentials. The organization attracts the candidates from within the organization who are suitably qualified. Vacancies are usually advertised externally, when there is a perception of not having qualified candidates in the organization. All the candidates are required to complete the selection procedure which assesses the all range of criteria specified. The selection process is usually based on the factor by which the job performers and the evaluation of the management have the capability of assuming more responsibilities. Experience, knowledge, skills and other related skills are the interests of the career which are considered, in case there is an availability of an opening of a job position.