The Concept of Recruitment Model

 

Strategies of organizations change periodically as they respond to changes in the economic and business environment (Delery, 1996). The ideal recruitment strategy for a company should take into account both internal and external elements, be based on these aspects, and include a work or job investigation that recognizes employee behavior and traits to aid in the selection of individuals who are qualified for the position. The application of this strategy in hiring highlights the significance of matching candidates to job requirements.

A company's effectiveness is correlated with its workforce. Any modern company is looking for knowledgeable, dependable employees. Recruitment is a collection of particular steps taken to draw individuals for prompt and effective staffing that satisfies business requirements. Almost all organizations struggle with personnel recruiting (Soek-Borowska and Wilczewska, 2018).

Despite being widely used in hiring, the "strategic recruitment and selection" model has the following drawbacks: it is expensive to administer, recruiters are under a lot of pressure due to a short-term focus, it is challenging to validate evaluation decisions, and there is a lack of a consistent corporate strategy. On the other hand, it takes into account the needs of the applicants, the employment requirements of businesses, and associated human resources processes (Armstrong, 2006).

To ensure that only the best candidates fill open positions, an organization devotes resources to conducting the recruitment process by either handing off responsibilities to the human resources department or contracting out the work to an outside company (French & Rumbles 2005).

In this procedure, management is crucial in making sure that the process is run properly and efficiently so that an organization gets the most out of the candidate chosen from a pool of candidates with a variety of backgrounds and levels of technical expertise. Additionally, the recruitment process is carried out in a way that guarantees strict adherence to the established recruitment policies.

"Affirmative action, equal opportunity employment, and non-discrimination" are a few of these policies (French & Rumbles 2005). For this reason, before the hiring process even begins, the particular criteria for the hiring team to consider are laid forth. The job description contains a list of these details.

The process of "ideal candidate" recruitment, which is used by many organizations, begins with a precise definition of the desired candidate's profile. Finding people with the necessary knowledge, abilities, experience, behavior, and attitude is its goal (Fernando 2008).

Comparatively, when a holistic approach or model is used in recruitment, the main concern is determining whether the chosen candidate closely aligns with the organization, the hiring manager, the work team, and the job requirements as well as the expectations of the position for which he or she is being recruited. Induction and training come next after the targeted applicant has been hired.

For optimal profitability of the organization, it is crucial that recruitment is done so that only candidates who are oriented to the specific missions, goals, and aims of an organization are hired.

Subsequently, conducting recruitment from the concept that an organization seeks people who would provide easy grounds for the management to conduct its functions of management, which are leading, developing, and managing the people. The idea of talent management and its connection to hiring are vital to achieving this goal.

References

Armstrong, M. (2006). A Handbook of Human Resource Management Practice, 10^th Edition, London: Kogan Page.

Armstrong, M., and Taylor, S., (2014) Armstrong’s handbook of human resource management practice. (13^th Ed) London: Kogan Page 

Delery, J. and Doty H. (1996). “Modes of theorizing in Strategic Human Resource Management:” Academy of Management Journal, 39(4), 802-825.

Fernando, K 2008, ‘Aligning Recruitment to Talent Management Efforts’, Asia Pacific Journal of Management, vol.3 no.1, pp. 1-7.

French, R & Rumbles, S 2005, Recruitment and Selection, Mc Graw- Hill, New York, NY.

Sołek-Borowska, C. and Wilczewska, M. (2018) ‘New technologies in the recruitment process’, Economics and Culture, 15(2), pp. 25-33.