Bermejo, Rom Cris

CBET-17-601E
RECRUITMENT AND SELECTION

Human Resources Grand Strategy specifies what kinds and how many people are needed
to realize organizational strategy. . Recruitment consists of activities intended to identify sources
of talent to meet organizational needs, and then to attract the right numbers and types of people
for the right jobs at the right time and in the right places. Selection is the process of searching for
and then identifying an appropriate match between the individual the job, the work group, and
organization. Recruitment and Selection are thus separate but related efforts.

Recruitment and Selection has Process which has ten objectives. This process sources
appropriate talent, continuous recruitment efforts and Specific requirement are established,
Individuals are recruited for vacancies as they occur, to initially screened individuals, using of
employment tests to asses relative strength, to interview promising candidates, background
checking of applicants, extensions of offer for competitive applicants and to orient and place
begins. The problem with the traditional approach to recruitment and selection is that they are
past- or present-oriented, like most HR practice areas. Recruiters identify sources of talent from
habit. If this habit persists long enough, you have an old boy network where only people with
common affiliations or degrees from certain schools are sought. Unfortunately, hiring people on
the basis of past or present needs is not likely to facilitate implementation of strategic business
plans. There is some evidence that organizational decision-makers do consider individual-
strategy matches when recruiting high-level executive talent. One place to start re-orienting to a
strategic emphasis is with the steps in the recruiting process itself. First, recruiters have to locate
new sources of talent to match strategy requirements. Second, it is more important than ever to
establish long-term ties with external sources of labor supply. Third, recruiters have to reconsider
the basis of selection efforts. Instead of focusing narrowly on present or past needs in one job,
recruiters have to broaden the focus to include consideration of future job changes and individual
potential. Fourth, recruiters have to be more innovative in the approaches they use to attract
applicants. Fifth, screening methods, employment tests, and interviews need to be reexamined
carefully to minimize or at least counterbalance their tendency to focus on past-oriented
information about job success. And finally, recruiters need to see to it that employee
performance appraisal system support behavior with future organizational needs.

With these knowledge acquired in this Chapter, I have academic personal takeaways, but
mainly, this chapter shows show complicated Recruitment and selection could be. How could
one process affect the whole system, in both favorable and critical outcome. Thus, Human
Resource Managers should also prioritize mastering Recruitment and Selection in order for the
company to be a step ahead closer to their goals and objective as well as their mission and
visions.