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Recruitment and Selection Strategies in HRM

Select a job for which as a HR practitioner, you may be required to hire an employee. You must be able to obtain at least the position description and person specification for this job. It could be a job, one you have found on an internet site; or one you have discussed with someone working in a particular organization. It is important you can access sufficient detail about the job to be able to prepare this assignment properly. The advertisement for the position should not be any more than six month old. (Job position must be in Australia)

Hint: if you choose a job from a newspaper or recruitment website, you can usually obtain job descriptions and person specifications from the organization or the recruitment firm. Government and semi-government organizations usually supply this information as part of the recruitment package.

Based on the information you have about the job, address the following issues:
Part A-Recruitment strategy
 Identify and list the key selection criteria you would consider for the position; either from the person specification, or from your interpretation of the documentation you have been provided (i.e. some will detail specifically the key selection criteria for the position; others will simply provide a list of required knowledge, skills and abilities).
 Describe and justify the methods you would use to recruit an appropriate pool of applicants.
Part B-Selection strategy
 Assuming you have a pool of potentially suitable short-listed applicants, describe and justify the selection methods you would use to identify the most suitable applicant.
Appendix: you must attach the job advertisement (including date of advertising), the job description and the person specification (sometimes referred to as job specification) for the position.

Report format (excluding report front matter, reference list and appendices). Harvard reference style, at least 15 references; all references must be academic journals. The report should include an effective introduction and conclusion; an executive summary of no more than one page to preface the report; and a table of contents to give guidance to the reader.

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Below and ATTACHED are the comprehensive answers (same answers in 2 different formats) to your questions on Recruitment and Selection Strategies in HRM.

Recruitment and Selection Strategies in HRM

Executive Summary

This paper recommends an optimal recruitment and selection process for HCM Australia to hire a highly qualified senior software developer / technical lead in Sydney. The paper progressively traces the recruitment process from building an applicant pool including job description, person specification and short listing candidates and follows through with the selection process including evaluation through resumes, applications, oral and practical tests, interviews and references. Finally the paper recommends a final evaluation method and presents options should the recruitment and selection process prove less than completely successful.

Introduction

Research indicates that organizations that deal with viability options such as attraction, retention and development are in a position to sustain superior performance. Increasingly skilled employees desire to work for companies that offer not only employment but employment that will enhance their overall employability (Holland, Sheehan & De Cieri, 2007). Effective recruitment and selection policies are thus very important to the success of an organization's employee recruitment and retention efforts. When a company fails to recruit and retain the strategic talent it needs, it can find itself mired in high turnover rates that drain both its morale and resources (Allan & Ball 2008). HRM recruiting specialists must be very well acquainted with the organizational culture and work requirements of their organizations. Organizational cultures, for example, that support questionable business practices, do serious damage to the environment, and create negative social consequences through their business operations will not attract talented employees (Holland, Sheehan & De Cieri, 2007). The goal is to find a match between the work outcomes that candidates want and value and the work outcomes that an employer is able to associate with superior job performance (Dreher 2001). This paper outlines the recruitment and selection strategies for HCM Australia successfully recruiting a highly qualified senior software developer / technical lead in Sydney.

Recruitment

To remain competitive it is important to recruit the best possible candidates for the job at hand. To find the right candidate for the software developer / technical lead job it is important for HCM Australia to fist build a strong applicant pool (Cheng & Brown 1998). Targeted efforts that are focused on the correct job seekers will obviously be much more effective in building a viable applicant pool than a scattered approach. Knowing the kind of individual who would best fill the position is important in order to focus recruitment efforts.

Building an applicant pool

Finding and attracting qualified and interested applicants is important to building a strong applicant pool. The breadth of the skill required for this highly technical position as well as the increasing demand for speed in today's workplace indicates the desirability of recruiting an individual who will be immediately productive. Meta-analytic findings have established that work experience is positively associated with job performance, particularly when the experience is specifically related to the job in question. Both theory and research suggest that workers with at least some initial experience are better able to absorb information from on-the-job training (Rynes, Orlitzky & Bretz 1997).

According to one study, the most successful methods for recruiting skilled employees are job posting and bidding, promotions from within the organization and, employee referred candidates (Deshpande & Golhar 1994). A method which is particularly effective for recruiting Information Technology (IT) workers is to develop a network of other people in the IT business and let them know about the available position. A more recent study indicates recruitment practices based on interpersonal relationships and those based on monetary incentives are associated with both a reduction in the average time needed to staff IT positions and a higher success ratio in staffing vacant IT positions than other recruitment methods. Additionally it is important to note that these approaches have positive incremental organizational impact beyond that of advertised positions, the most commonly used recruitment technique (Schulz, Camp & Wahman 2008).

If the position must be advertised HCM Australia must know the kinds of media a successful senior software developer / technical lead might subscribe to and the organizations to which he or she might belong. Advertising the position through those channels would then be far more likely to yield a pool of better qualified candidates than if HCM Australia advertises the position in the local newspaper.

Job Description

The job description details what the job involves (duties, ...

Solution Summary

This solution recommends an optimal recruitment and selection process for HCM Australia to hire a highly qualified senior software developer / technical lead in Sydney. The solution progressively traces the recruitment process from building an applicant pool including job description, person specification and short listing candidates and follows through with the selection process including evaluation through resumes, applications, oral and practical tests, interviews and references. Finally the solution recommends a final evaluation method and presents options should the recruitment and selection process prove less than completely successful.

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