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Using Information in Human Resources

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Table of Contents
Introduction ................................................................................................................................................... 4

Discussion ..................................................................................................................................................... 5

Reasons behind Selected Employee Recruitment as an Important HR Practice ....................................... 5

Critical Review of Different Information Sources or Research Methods ................................................. 7

Reviewing Academic Literature ........................................................................................................... 7

Online Database .................................................................................................................................... 8

Text Books ............................................................................................................................................ 9

Conclusion and Recommendations ............................................................................................................. 10

References ................................................................................................................................................... 12
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Using Information in Human Resources

Introduction
Human resources (HR) practices, strategies and policies can and should provide strong support to
the realisation and achievement of organisational goals. A very common recognition is there
along with evidence throu0gh which the crucial strategic role of HR has been validated in
assisting organisations achieve their goals and targets. HR professionals are employed in a
business organisation to deal successfully with all the functional areas related to the business that
pertain to its workforce, describing the reason why it might frequently be recognised as the
Personnel department. A variety of expert roles and functions in HR have been found including
employment relations, employer branding, change management and so on, and majority of the
positions will require an HR professional to get involved in a variety of functional areas, like
employee recruitment and selection, employee training, education and development, employee
relations, employee complaints and grievances, employee rights, health and well-being,
performance appraisals, and much more.

For undertaking effective and efficient HR in an organisation, the most vital thing is that
information of good quality support decisions, practices and approaches to solving problematic
issues, but it would be inopportune if exploratory enquiries pertinent to HR were completely
limited to the area of management. In fact, in-depth research for HR practices can be carried out
with the aim of improving the decision, behaviours and actions of others involved in the
employment relationship, like workers’ trade unions, individual workers and professional
organisations (Chan and Kuok, 2011).

With these considerations in mind, this business report aims to critically review a specific
domain of HR as the business practice, which is employee recruitment and selection, and prepare
a thorough business report to key stakeholders along with professional recommendations to
enhance such an HR practice. In doing so, this report aims to conduct a critical review of a
variety of information sources pertinent to the recruitment and selection as an HR practice area.
For this, through a comprehensive literature review this report explains the reasons behind
selection of particular information sources as research approaches or methods and highlights
them by critical analysis.
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Discussion

Reasons behind Selected Employee Recruitment as an Important HR Practice

The employee recruitment and selection practice as a role of an HR manager in an organisation
involves arranging the right advertisement of new vacant positions at the right time, properly
analysing the candidates’ job applications and short-listing them, arranging and conducting
interviews for vacancies, and managing any methods for testing involved in the employee
recruitment and selection practice and process.

Recruitment is a series of actions aimed at attracting the right candidates with the qualities
needed to achieve the goals of the organisation. Gilbert, De Winne and Sels (2011) believe that
involvement in the organisation of potential candidates is one of the vital functions of HRM
system of the organisation, as it has a direct impact on its future, image, and so on. The purpose
of recruitment in any organisation is to create a talent pool of potential candidates for all posts,
taking into account the future changes in the organisation. Also, well-organised recruitment and
selection will increase the company’s overall competitiveness through new, highly qualified
specialists (Aurand, Gorchels and Bishop, 2005). Selection of the most relevant requirements of
the company’s new employees and ensuring consistent training reduce staff turnover and, as a
consequence, reduce certain costs (hiring, training, release, etc.).

HR professionals have the strong potential to benefit not only themselves but their organisations
as well by making their role of the business partner highly entrepreneurial. While there are a
variety of definitions of business partnering, the fundamental theoretical principle is that HR
professionals become embedded within the business, and hence, they play a pivotal role by
developing and maintaining the competencies with the aim of delivering value to the
stakeholders (Chen and Huang, 2009). Nevertheless, problematic concerns have emerged that
comparatively few professionals have been capable of fulfilling the role (Gilbert, De Winne and
Sels, 2011).

It is the ground reality that change is constant in the modern-day era which involves a global
knowledge economy and where talent becomes ever-more pivotal as a competitive advantage
source. Within business organisations, HR managers specialising in the practice of employee
recruiting and maximising the talent’s effectiveness will thus become an integral part of the
business and thus lead to remarkable success (Calo, 2008).
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Therefore, modern-day HR professionals obviously need to carry out in-depth research work
through a variety of relevant information sources to successfully play some form of business
partner role. This is the basic reason employee recruitment as an HR practice has been chosen for
this business report.

Now explore the pertinent skills, knowledge and understanding needed by the modern-day HR
practitioners.

There are two reasons why research methods, discussed and critiqued later, are necessary for HR
professionals to get knowledge about recruitment process:

I. An HR manager needs to be sensitive to the business needs and his internal clients. It
indicates being fully capable of linking their activities to the strategy set by the
organisation and success, while also being capable of effectively communicating this to
top management.
II. An HR manager needs to become a hands-on and trustworthy expert in the area of talent
management. A manager also needs to develop ability to partner successfully with line
managers and make such managerial personnel want to partner with him.

This role involves technical expert whose confidence level is high in dealing with and managing
the organisation’s challenging stakeholders. A manager should have an explicit and up-to-date
understanding about the environment of talent management and the industry’s context.

In fact, needs of new development will emerge for people who seek to establish the role of HR
professional, and thus, employee recruitment manager (s) needs (Chen and Huang, 2009):

 A comprehensive awareness and understanding about how the company or business

operates, so they can express the same language in speech as their internal clients and
better understand the business requirements.
 An HR manager needs to have comprehensive and wide-range knowledge of the modern-
day recruitment practices and processes. In doing so, a manager needs to have a detailed
overview about best approaches to recruitment practice to high stakes recruitment, as
adopted by many business industries across the world. A manager also needs to have
awareness about how to get the most out of external recruitment experts (outsourcing)
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and be up-to-speed with a variety of reward strategies and packages. Besides these, a
manger must have the knowledge about new and innovative sourcing tactics and
procedures, which can be recruitment through social media, and how to make sure the
delivery of a positive candidate experience.
 Having influencing and negotiation skills are also necessary. An HR managers leading to
a recruitment team will strongly need to assign requests priority and work effectively
with other line managers and senior stakeholders. This approach helps in achieving a
win-win outcome. In doing so, increasing the confidence level is important in how the
stakeholders are managed by them, regardless of internal pressure to hire speedily.
 A manager needs to adopt a hand-on ‘gold standard’ approach to deeply evaluating the
candidates in a fair and objective manner and in a regulated environment.
 To be aware of the new and latest developments in the area of employment law, such as
the laws associated with flexible working and every single facet of discrimination,
whether it is direct or indirect.

Critical Review of Different Information Sources or Research Methods

This section of report highlights and critically reviews three different information sources as
research methods that can be used by HR practitioners to get relevant information about and to
expand their knowledge base into the dynamic area of employee recruitment and selection as an
HR practice.

Reviewing Academic Literature

There are some experts supporting the importance of basal-based (textbooks) methods to obtain
real-world information, which integrate reading and reviewing stories, and responding to
questions about each story. Nevertheless, it is frequently argued by others that a literature-based
information gathering approach, wherein learners (HR professionals in this case) can expand
their real and authentic knowledge base in a natural setting, is a quite effective approach (Birley
and Moreland, 2014).

Proponents supporting literature-based approach to obtain information typically pay attention to

the importance of identifying reliable literature, instead of the "canned" variety that can be found
through basal-based (textbooks) approach and other programmes (Onwuegbuzie and Frels,
2016). The textbooks teaching people how to read incline to be tedious, artificial and less
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effective compared to reliable literature-based approach. Authentic and reliable literature has the
strong potential to open doors for HR managers by exposing them to a variety of established
knowledge and information. Through this approach, HR professionals can identify the experts on
their recruitment process. This approach quickly reveals which research experts have discussed
the most on their relevant practice area and are, thus, almost certainly the experts on the practice
area. According to Sauer, Willcocks and Lacity (2016), HR managers can identify, by using
literature, the key questions related to recruitment process that need further research. In most of
the situations an HR manager as a researcher may find new perspectives and aspects that need
more exploration by critically reviewing that has already been discussed and established on their
required practice area. As an instance, it may be suggested by research that paying attention to all
aspects while recruiting the right candidates might result in better retention of innovative ideas,
but the research might not have evaluated whether a certain recruitment technique is highly
beneficial than others (Sauer, Willcocks and Lacity, 2016).

On the other hand, literature-based research method is very difficult than other information
sources. First-time HR managers may find this method more challenging, as literature-based
information gathering approach intrinsically have less structure compared to other methods
(Bruza and Weeber, 2008). Besides this, identifying reliable literature that properly addresses the
knowledge and skills that HR managers need can be daunting. It implies that conducting research
through literature-based method may prevent managers from developing their expertise and
expanding their knowledge base systematically (Kong and Thomson, 2009). Therefore,
managers feel a lack of continuity and thus are prevented from growing as strategic recruiters.

Online Database
In a business scenario, online or web-based database is typically related to a set of leads or client
information, but HR managers can access them as well to expand their knowledge base in the
area of employee recruitment and selection. Online research as information gathering approach
appeals to HR managers as because it seems very convenient and simple approach. Online
database lets HT professionals to access knowledge and information in a variety of formats,
including audio and video clips that may not be found in a physical library (Bell, 2015).
Moreover, HR managers can also find the relevant academic journals through online library
databases. These research-based journals are a favoured source of information collection.
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Typically, academic journals on HRM practices offer a more up-to-date view compared to text
books, and have a strong potential and credibility because of the peer review process, under
which these research-based works submitted by researchers are professionally reviewed and
appraised critically by academic expert and scholars prior to their publication (Chapman and
Webster, 2003). The journal articles also approach the topic very particularly and thus are
considered as being either theoretical or empirical.

Besides this advantage, the Internet has not been established as a foolproof information source.
The reason is that anybody can create Web pages, meaning that it cannot be easy to ascertain the
reliability of the source (Ashbaugh and Miranda, 2002). Academic and scholarly resources can
be accused online by HR managers, but they usually are paid websites. Online database as
information sources can be changed or removed very easily. According to Ashbaugh and
Miranda (2002), if HR managers rely solely on online database to obtain knowledge about
recruitment process, techniques and new developments, it means that a substantial number of
good information sources will be overlooked.

Text Books
Text books have the strong potential to present a detailed view of HR practices, such as
employee recruitment and selection practice. When an author or writer produces a text book by
including a specific theme, he or she has basically drawn on a variety of knowledge and
information sources by synthesising these sources into a coherent set of authentic statements and
arguments (Gill and Johnson,, 2010). More frequently the HR text books discuss the main
features of lengthier pieces of work, while providing HR managers with the absolute
bibliographic references about the primary data sources (Mackenzie and Knipe, 2006).
Moreover, text books based on multi-themes of HR recruitment practice and process, as an
instance include the comprehensive overview of domains including latest recruitment methods,
candidate behaviour, etc, are all helpful in introducing a all-embracing perspective of an HR
practice, along with how different HR related theoretical perspectives are related with each other,
the viewpoints given by different HR experts and researchers, and the analytical tools or models
that they produce. Further, this is also the case with text books that pay strong attention to a
certain outcome, such as the books for understating research methods, in which the writers guide
readers or managers through the comprehensive process, based on the relevant issues, main
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researchers and scholars and key perspectives on employee recruitment practice to assist
managers.

Besides advantages, there are some drawbacks as well. Text books on HRM as information
sources focusing on a certain HR issue or practice, such as recruitment practices, may present a
very specific perspective. Every single academic author and scholar has their own individual
views and ideas reflected in their writings. There are some writers who recognise alternative
viewpoints, while using logic-based debate updated by the wide-range information based
literature through which they support their perspectives. Moreover, text books covering an
extensive array of HR practices may be affected by the decisions taken in choosing what to
integrate, and so reflect an unfair instead of a complete real-world scenario. Further, another
issue with this information source as research method is in the information or knowledge age
they contain. Publication of a textbook can consume lengthy time, such as two or more years,
and thus it is possible that the information may be out of date in such a book.

Conclusion and Recommendations

This business report has critically reviewed and analysed three key information sources that are
used by people as research methods to gather relevant information. It has been found that
employee recruitment and selection as an HR practice is a key area in a business because the
right selection of right talent plays a pivotal role in making sure the business success. Thus, HR
managers have the responsibility to perform their job roles very prudently and sensibly. In the
HR practice are of recruitment, HR managers need to have wide-ranging knowledge how to
discover the right candidate, recruit the right talent and how to appeal the candidates through
innovative recruitment techniques. The current era is the era of modern recruitment methods
because of technology advancements; hence, managers need to have immense knowledge about
the latest changes and developments in this practice area.

This report highlighted all the advantages and disadvantages the key research methods contain.
However, all the information sources are commonly used in the HR world across the world.
However, it is recommended to HR professionals to carry research by using HR related academic
journals, as they have up-to-date information about the HR practices and have a strong reliability
aspect because it involves a process of peer review, meaning that all the journal articles are first
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critically and professionally evaluated by HR experts. HR theory-based research articles involve

logical debate and information which present all the new and alternative thinking approaches,
while offering a critique of established thinking manners. Empirical articles, by using reliable
online database related to HR, use new areas of research with the aim of illuminating an HR
practice area in different means, to expand the HR professionals’ knowledge base. Both
theoretical and empirical journal articles as information sources are strongly based on the
rationale of drawing on well-structured, coherent argument and critique up-dated by the past
studies.
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References
Ashbaugh, S. and Miranda, R., 2002. Technology for human resources management: Seven
questions and answers. Public Personnel Management, 31(1), pp.7-20.

Aurand, T.W., Gorchels, L. and Bishop, T.R., 2005. Human resource management's role in
internal branding: an opportunity for cross-functional brand message synergy. Journal of
Product & Brand Management, 14(3), pp.163-169.

Bell, S.S., 2015. Librarian's Guide to Online Searching: Cultivating Database Skills for
Research and Instruction: Cultivating Database Skills for Research and Instruction.
ABC-CLIO.

Birley, G. and Moreland, N., 2014. A practical guide to academic research. Routledge.

Bruza, P. and Weeber, M. eds., 2008. Literature-based discovery. Springer Science & Business
Media.

Calo, T.J., 2008. Talent management in the era of the aging workforce: The critical role of
knowledge transfer. Public Personnel Management, 37(4), pp.403-416.

Chan, S.H. and Kuok, O.M., 2011. A study of human resources recruitment, selection, and
retention issues in the hospitality and tourism industry in Macau. Journal of Human
Resources in Hospitality & Tourism, 10(4), pp.421-441.

Chapman, D.S. and Webster, J., 2003. The use of technologies in the recruiting, screening, and
selection processes for job candidates. International journal of selection and
assessment, 11(2‐3), pp.113-120.

Chen, C.J. and Huang, J.W., 2009. Strategic human resource practices and innovation
performance—The mediating role of knowledge management capacity. Journal of
business research, 62(1), pp.104-114.

Gilbert, C., De Winne, S. and Sels, L., 2011. The influence of line managers and HR department
on employees' affective commitment. The International Journal of Human Resource
Management, 22(8), pp.1618-1637.

Gill, J. and Johnson, P., 2010. Research methods for managers. Sage.
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Kong, E. and Thomson, S.B., 2009. An intellectual capital perspective of human resource
strategies and practices. Knowledge Management Research & Practice, 7(4), pp.356-364.

Mackenzie, N. and Knipe, S., 2006. Research dilemmas: Paradigms, methods and
methodology. Issues in educational research, 16(2), pp.193-205.

Onwuegbuzie, A.J. and Frels, R., 2016. Seven steps to a comprehensive literature review: A
multimodal and cultural approach. Sage.

Sauer, C., Willcocks, L.P. and Lacity, M.C. eds., 2016. Formulating Research Methods for
Information Systems (Vol. 2). Springer.