The recruitment process pdf

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At the strategic level it may involve the development of an employer brand which includes an 'employee offering'. With substantial changes in the political, social, economical and technological changes throughout the world, recruitment as a standard process has also undergone numerous changes and modifications.

We have also presented the standard practices being followed in our previous organizations. It is apparent that the most significant changes to recruitment involve the development of professional employment organisations P. The recruitment industry is gearing up for these changes by developing strategic alliances and global partnering to ensure access to the best candidates world wide.

Professionalism, technical competence and the development of world best practice are the hallmarks of successful recruitment consultancies. Organisations hiring staff continue to undergo massive change in striving to be competitive and profitable. Many organisations have moved to outsourcing all of their non-core activities.

All employees from unskilled positions through to the CEO can, and are, outsourced. This concept is quite different to the typical approach used by most temp agencies. Organisations of any size can benefit from this approach and employees, particularly those working in smaller companies, have much to gain from the combined benefits that a P. Increasingly, recruitment agencies are moving towards sourcing candidates through internet job boards enabling recruitment activity to occur in real time.

The ability to recruit internationally has been a huge development and boon for organisations using these services. The growth in temporary and contract positions is a continuing trend and one that is already emerging as a significant growth area in Australia.

This shift will force recruiting to increase its capability to find and land a higher percentage of candidates from around the world. And once again recruiting at these events will become an essential and effective tool for recruiting top and diverse talent. In the U. In high tech inclusive of medical technologies, saw a significant escalation in the war for top talent. A whole new breed of tech startups are emerging, each vying for the best of the best.

Talent leaders are increasingly seeing the value of a combination of internal and external social media approaches for managing and developing talent. With proper coordination, employee relationships can easily be turned into employee referrals. This realization has leaded the shift towards relying on employees to build social media contacts and relationships. The strength of these relationships is leading to better assessment and the highest- quality hires from employee referrals.

True branding is rarely practiced especially in the cash-strapped function of today, but years of layoffs, cuts in compensation, and bad press for business in general has forced firms to invest in true branding. The increased use of social media and frequent visits to employee criticism sites like Glassdoor. Forward-looking metrics can not only improve decision-making but they can also help to prevent or mitigate future talent problems. Recruitment benchmarks in the selection process set out the acceptable standards that have been determined as being the minimum for an applicant to be a shortlisted for further consideration and b assessed as suitable for appointment through interview or other selection processes.

These are usually established by people who know the job well maybe a supervisor or manager, someone who has held the job, a client or key stakeholder or a combination of these. They relate directly to the key attributes required of a successful candidate and link directly to the role responsibilities. Why should we bother? Recruitment benchmarks help selection panels be more objective in their decision- making. This selection panel exchange about the level of knowledge, skills, experience, abilities and personal qualities required to do the job well, decided against the requirements set out in the role description, help the panel reach a shared understanding of the critical elements of the role and what they need to see in candidates to be confident that they are the best person for the job.

If asked to justify their decision, the panel can refer to the objective recruitment benchmarks and describe the extent to which candidates met or exceeded them. Having clear and agreed standards, the panel can refer to these when providing feedback to candidates and help candidates identify where their strengths and weaknesses lie, providing guidance for future learning and self-development.

This is especially the case where applicant pools are large. By being specific about the standards or performance expectations, targeted questions or processes can be developed to test these. Sometimes selection panels skip the process of agreeing on, and setting recruitment benchmarks.

However, unless recruitment benchmarks are established, the selection panel runs the risk of working from different perceptions and expectations of candidate suitability thereby putting good selection decision-making in jeopardy.

However, the traditional recruitment process is still costly and time-consuming for both employers and job seekers. For example, in public sector environment is major an issue and reference is a least affecting issue in recruitment. In private sector the major issue is prejudice and least affecting issue is selection standard.

In an already saturated job market, where the practiceslike poaching and raiding are gaining momentum, HR professionals are constantly facing new challenges in one of their most important function- recruitment.

They have to face and conquer various challenges to find the best candidates for their organisations. Even if the organisation is achieving results, HR department or professionals are not thanked for recruiting the right employees and performers. The process should be flexible, adaptive and responsive to the immediate requirements. The recruitment process should also be cost effective. Therefore, reviewing staffing needs and prioritizing the tasks to meet the changes in the market has become a challenge for the recruitment professionals.

Employers also reported a lack of applicants, candidates withdrawing their acceptance of job offers and people failing to appear for interviews as key problems. Rachel Suff, author of the XpertHR report, commented: "Just because unemployment is at its highest point for many years does not mean that employers can always recruit appropriately skilled individuals. The job selection interview is the most important stage for both types of employers.

The differences identified concern the number of interviews organized with each candidate. Whereas in public institutions there is usually only one interview with each of the candidates who meets the minimum job application requirements, in private companies the candidates usually participate in a series of job selection interviews. Within the private companies, the CVs screening is more frequently used.

On the other hand, the public institutions report to make use more frequently of the written knowledge tests. Even if there are not statistical significant differences, in public institutions, practical tests seem to be more frequently used. Usually they include computer skills tests, language tests, or other job-related tasks.

Also, standard employment forms and group interviews are more frequently used in public institutions. On the other hand, the trial period and the cover letter are more frequently used in private companies.

Compared to private companies, in the public sector the job application procedure is more complex. While in private companies the employment application usually includes the CV, the motivation letter and less often some pre-screening written questions the candidates have to answer when applying, in state institutions the application file is thicker. The job selection process in public institutions is regulated by the Government. A vacancy in public institutions can be occupied through a contest or an exam.

Some of the most common documents required upon application are: the contest application form, CV, legalized copies of identity card or other identity documents, education diplomas, work experience certificates, criminal record certificate, medical certificate, and any other job relevant documents. However, with increasing security concerns, private companies have started demanding all sorts of documents for verification.

Despite the number of applications, the challenges in employee selection for recruiters from public institutions may be higher compared to those faced by private companies. According to the ownership of the employing company, the strongest differences between private and state employers are related to the usage of written knowledge tests.

Whereas in public institutions the theoretical knowledge test is a more frequent stage used in the job selection process, it is less used in private companies. Since for many of the vacancies, organizing a written test may be more at ease than preparing a practical test, especially for graduated jobs, most of the employers rather choose the former.