Recruitment and Selection 1

Report on Recruitment and Selection and the Use of New Technology

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RECRUITMENT AND SELECTION AND THE USE OF NEW TECHNOLOGY

Introduction

Recruitment involves a process of identifying and obtaining potential candidates with the

required skill set, knowledge, and experience for employees to choose from to fill the existing

vacant companies' job positions aligned with their specifications and descriptions. On the other

hand, selection involves identifying the appropriate candidates from the recruitment list to

include the interview process, examinations, and tests. Recruitment is conducted to provide a

wide range of candidates to select from, increasing the chances of choosing the appropriate

applicants. Moreover, selecting the best can be very beneficial for the company as it enhances

the chances of meeting its objectives. Selection employs a fair, reliable, equitable, and practical

assessment to endures the best option is considered. Companies always aim at ensuing

recruitment, and the section is thriving by applying recruitment and selection strategies.

Recruitment and selection strategy is a vital determinant of the company’s success. The strategy

includes ensuring that the company possesses the essential skills and relevant knowledge to

achieve future strategic requirements, provides the supply meets demand requirements, raises

potential applicant numbers, enhances the selection process, and affects company effectiveness.

This report describes the recruitment and selection and the use of new technology.

Current facts and figures on recruitment and selection

Recruitment and selection in tourism, hospitality, and event management have increased

by approximately a quarter-million dollars over the past five years. A significant contributor to

that increase includes the main and second jobs in fast-moving food and beverages that have

increased by approximately by hundred and fifty thousand (Nieves and Quintana 2018).
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Moreover, up to half of the workers in the United Kingdom Tourism, hospitality, and Event

Management works in sport, recreation facilities. Furthermore, tourism is one of the essential

economic determinants in the United Kingdom, contributing mainly to the gross domestic

product. In 2012, approximately 1.7 million people were employed in the tourism industry,

accounting for 5.8 percent of the nation’s workforce at large (Ferraris, Erhardt, and Bresciani

2019). Subsequently, direct employment has increased to around 1.3 million FTs.

Recruitment and selection process model in tourism, hospitality, and event management

Small and big enterprises, specifically tourism, hospitality, and event management, need

to employ the right employees in their area of expertise. Consequently, achieving that without

the knowledge of any recruitment and selection model can sometimes be challenging.

Familiarizing with these research models would be necessary for their recruitment and selection

process (Kniffin, Narayanan, Anseel, Antonakis, Ashford, Bakker, Bamberger, Bapuji, Bhave,

Choi, and Creary 2021). Some of the comprehensive recruitment models applicable in tourism,

hospitality, and event management include on-demand recruitment, contingency hire, retained

search, the only requirement, recruitment process outsourcing, and outplacement executive

search.

On-demand recruitment model

The on-demand recruitment model is currently trending in the business industry. It

involves the recruiter operating on an hourly basis or either on a project. That gives the employer

the privilege to unassign a recruiter or reduce the hours assigned (Eva 2018). Moreover, its

implication involves renting a recruiter to achieve the company’s in-house talent acquisition

function. This recruitment and selection model is often used when the company wants to
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maintain flexibility. Subsequently, this model benefits the company by supplementing the in-

house recruiting.

Contingency hiring model

The contingency hiring model is one of the significant models in tourism, hospitality,

and event management, and it is used widely. Pre-agreed terms and conditions guide this model

by the clients and employees as per the company's policy on requirements. Also, it joins the

recruitment process and placement action. Job seekers who adhere to this model are not obliged

to pay any need to their recruiter (Carnevale and Hatak, 2020). However, the company that is

outsourcing for their hiring process will have to pay the fee for the supply of an appropriate

candidate. Besides referring to the company’s hiring need, the recruiter might issue some

different tests to find the proper candidate for the company. Moreover, Recruiters maintain some

prospective candidates who might be significant in future candidate selection. This recruitment

and selection model majors in information technology professional including an extensive

database to source the right candidate for hire.

Retained search

This recruitment model involves retained recruiter working, giving a contractual

relationship with a client or employer to conduct the assignment strategically. Also, there is a

requirement of an upfront fee in this model that the employer has to pay to the respective agent

to search for the right candidate. Recruiters ensure their objective is fulfilled by getting the right

candidate for the vacant position and ensures they are all filled (Brown, McManus, Davison, Gill

and Lilford 2019). Also, recruiting agencies operate actively with potential employers to identify

suitable candidates that match the required skill set for the vacancy. However, retained recruiters
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often connect the job seeker with the employer if the candidate satisfies the skillsets and

qualifications needed. A retained recruiter can sometimes examine the job seeker by interviews

and select the most appropriate candidate to fill the existing vacancy. Subsequently, this filtered

list is passed to the employer to choose from as per their hiring need.

Exclusive requirements

This recruiting model is based on exclusive requirements between the recruited and the

client. The recruiter promises the client the certainty of achieving their objectives between their

agreed period (Pan, Froese, Liu, Hu and Ye 2021). If the recruiter fails on their exclusive

agreement, the client has the right to withdraw and offer the work to other recruiting agencies or

issue some penalties to the recruiter.

Recruitment process outsourcing

In this model, the company invites an outsider to provide the hiring service on behalf of

the company. This outsourced service provider may use its own or depend on the guideway’s

available resources, including staff, technologies, and databases (Ferraris, Erhardt and Bresciani

2019). Moreover, the third party is responsible for everything, including interviewing the

candidates, sourcing the candidates, scheduling, and even any other requirements.

Tourism, Hospitality, and Event Management practice that links to models

In the United Kingdom, Tourism, Hospitality, and Event Management employ several

practices in recruitment and selection that include using modern recruitment tips and strategies

(Pan, Froese, Liu, Hu and Ye 2021). Rules that guide the selection and recruitment process

involve creating a comprehensive job description, designing the employer brand, highlighting

employee value proposition, creating a job advertisement, use employee referral, social media
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intervention, testing and interviewing the candidates, and inviting candidates with high career

ratings. Comprehensive job descriptions directly link to the recruitment and selection model of

on-demand that issue a detailed job description and highlight employee value proportion.

Benefits of selection and recruitment and use of new technology

Recruitment selection and the use of technology in human resources management of

tourism hospitality and event management industries comprise many benefits. Accordingly,

trends current trends in the THEM industries have brought along many benefits to the sector. For

instance, outsourcing of labor has enhanced service quality which is always crucial in the service

objectives in tourism, hotel, and event management industries. The human resources

management contracts outsourcing firms with a good reputation to meet the customer

expectations. Moreover, the industry can major in the core business with outsourced labor,

yielding positive results (Baum 2018). Additionally, THEM industries acquire flexibility in

coping up with demand growth in the market. Operation cost is also shared between the involved

companies, which has significantly lowered the service delivery cost, providing a competitive

market advantage. Consequently, the use of the internet in labor recruitment, such as emails and

websites, has been a new human resource transaction (Baum 2018). Notably, internet

recruitments have been beneficial to the hospitality industry in several ways. First, e-recruitment

serves time and capital that would otherwise be used to do the job advertisements manually.

Moreover, internet recruitment attracts top talents, thus creating dynamic content through the

broader scope of interviewees. The hiring process is made simple, and the hiring cost is

minimized. Furthermore, technology has made worry rosier in operations and service delivery of

the tourism industry. For example, intelligent energy management is vital in minimizing the

expenditure of hotels on energy. Brilliant guest experience and competent, reserved parking are
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just some of the benefits of technology to the hospitality industry. Generally, recruitment and

selection involve using employment testing to predetermine a candidate's future suitability for a

particular role. Employment testing is critical for evaluating the candidate who possesses the

necessary skills to perform a given activity (Pan, Froese, Liu, Hu and Ye 2021). Moreover,

employment testing has been significant in predicting job performance by testing hard and soft

skills ranging from mathematical proficiency, software skills, problem-solving ability, and

mastery of new concepts. Professional knowledge is tested orally by human resource managers

or departmental managers with whom the candidate would work.

Challenges of recruitment and selection and the use of new technology

However, recruitment selection and use of new technology entail a significant range of

challenges to the Tourism Hotel and Event Management industry. Notably, the wider business

arena indicates corns arising from various aspects of modern recruitment and selection

procedures. For instance, outsourcing labor prevalent in the hospitality industry may not be

practical due to language barriers and communication objections (Baum and Ndiuini, 2020).

Accordingly, lack of good communication may compromise understanding between the

customers and the employee in the service industry. Besides, the cultural and organizational

difference has been a limiting factor in outsourcing labor, especially for global companies. Also,

outsourcing company employees may presume full authority over the business, which

contributes to reduced control.

In some cases, outsourcing firms are not able to give a better output due to multiple

customers. Furthermore, the use of the internet in recruitment leaves out qualified candidates

since that is difficult to determine virtually. Also, e-recruitment may miss valuable talents and
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skills because some cannot be defined with words appropriately. In some cases, the vetting

process cannot be done well, feeding the company with low-quality applicants. Some hospitality

industries lack an excellent employment brand that would attract highly qualified applicants,

leaving the company with underqualified applicants (Pan, Froese, Liu, Hu and Ye 2021).

Remarkably, technology has limited human employment in the tourism hotel and event

management industries. The hospitality field embraces technology to carry out innovative guest

experiences, online marketing services, and intelligent room services, which otherwise require

human resources to replace human resources. Hiring faces advanced challenges that require

intelligent interceptions to uphold the profitability of THEM.

Implications of Covid 19

Covid 19 pandemic has had a devastating effect on the world’s economy, and the

industry of hospitality is not excepted. Consequently, the human resources selection and the

recruitment process have been transformed significantly. First, there are no more face-to-face

interviews to limit physical contact (Carnevale and Hatak 2020). Accordingly, many hostels,

tourism industries, and event management companies have improvised that virtual interviews

recruit labor remotely. Besides, the pandemic has lowered the rate of available open positions,

and some are laying off employees (Kniffin, Narayanan, Anseel, Antonakis, Ashford, Bakker,

Bamberger, Bapuji, Bhave, Choi, and Creary 2021). Onboarding programs happen remotely

from induction to them intoxication with human resources management software that is now a

requirement for the companies. Notably, hotels and tourism have been on hold, and these many

employees are rendered jobless. There is uncertainty on the future of the hospitality industry,

which has made many employers reluctant to source employees for open positions. The whole
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recruitment process has been redefined by the pandemic, making the companies concentrate

more on taking their services virtual.

Recommendations

The use of technology is now paramount for recruitment and working as well. Therefore,

the tourism, hotel, and event management industries should invest more in software to enable the

company to operate remotely (Abbasi, Tahir, Abbas, and Shabbir 2020). However, it is

challenging for an employee to work from home since services in the hospitality industry are

manual. Therefore, it is recommended that the hospitality sector adopt strict adherence to high

hygiene standards and maintain physical distancing. Mitigation of the virus is primary for the

resuscitation of the hospitality industry.

Conclusion

In conclusion, human resource is acquisition is a crucial process for tourism, hospitality, and

event management since the three rely basically on service provision. Therefore, the employer

should understand the procedure of recruitment and selection and apply the principles of human

resource management in the acquisition of labor. Moreover, the significance of technology and

its effects on labor recruitment is basic to attain high human resources standards in the industry.

For example, the internet has a wide range of effects on labor selection and recruitment in the

UK and the world. Besides, new trends such as outsourcing labor have displayed great

importance alongside special challenges that the industry is battling. Key players in human

resource trends should be analyzed cryptically against corns and pros to determine a good

recruitment principle. However, with the emergence of the covid 19 pandemic, recruitment and

selection procedures changed significantly and relied on technology, enabling people to work
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remotely and attend interviews. Although technology provides for recruitment platforms, the

pandemic has reduced the availability of job opportunities. Tourism Hotel and event

management have also been mainly affected, and in some instances of lockdown in the UK,

employees were released. Notably, mitigation of co I’d 19 vital to restoring the recruitment and

selection in the tourism and hospitality industry.

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References

Abbasi, S.G., Tahir, M.S., Abbas, M. and Shabbir, M.S., 2020. Examining the relationship

between recruitment & selection practices and business growth: An exploratory study.

Journal of Public Affairs, p.e2438.

Baum, T. and Ndiuini, A., 2020. Sustainable human resource management in tourism:

Introducing African perspectives. In Sustainable Human Resource Management in

Tourism (pp. 1-7). Springer, Cham.

Baum, T., 2018. Sustainable human resource management as a driver in tourism policy and

planning: a serious sin of omission? Journal of Sustainable Tourism, 26(6), pp.873-889.

Brown, C., McManus, C., Davison, I., Gill, P., and Lilford, R., 2019. Using recruitment and

selection to build a primary care workforce for the future. Education for Primary Care,

30(3), pp.128-132.

Carnevale, J.B. and Hatak, I., 2020. Employee adjustment and well-being in the era of COVID-

19: Implications for human resource management. Journal of Business Research, 116,

pp.183-187.

Eva, T.P., 2018. Recruitment and selection strategies and practices in the private sector

commercial banks of Bangladesh: Evidence from human resource practitioners.

European Business & Management, 4(1), pp.28-38.

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Ferraris, A., Erhardt, N. and Bresciani, S., 2019. Ambidextrous work in smart city project

alliances: unpacking the role of human resource management systems. The International

Journal of Human Resource Management, 30(4), pp.680-701.

Kniffin, K.M., Narayanan, J., Anseel, F., Antonakis, J., Ashford, S.P., Bakker, A.B., Bamberger,

P., Bapuji, H., Bhave, D.P., Choi, V.K. and Creary, S.J., 2021. COVID-19 and the

workplace: Implications, issues, and insights for future research and action. American

Psychologist, 76(1), p.63.

Nieves, J. and Quintana, A., 2018. Human resource practices and innovation in the hotel

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pp.72-83.

Pan, Y., Froese, F., Liu, N., Hu, Y. and Ye, M., 2021. The adoption of artificial intelligence in

employee recruitment: The influence of contextual factors. The International Journal of

Human Resource Management, pp.1-23.