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

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

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

hand, selection involves identification of the appropriate candidates from recruitment list with

inclusion of interview process, examinations, and tests. Recruitment is conducted to provide a

wide range of candidates to select from increasing the chances of selecting the appropriate

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

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

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

recruitment, and selection is successful by applying recruitment and selection strategies.

Recruitment and selection strategy are a key 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 ensures the supply meets demand requirements raise the

potential applicant numbers, enhances the selection process, and 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 has increased

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

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

increased jobs 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 important

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

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

industry accounting 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 difficult. Familiarizing

with these research models would be important for their recruitment, and selection process

(Kniffin, Narayanan, Anseel, Antonakis, Ashford, Bakker, Bamberger, Bapuji, Bhave, Choi and

Creary 2021). Some of the wide recruitment models applicable in tourism, hospitality, and event

management include on-demand recruitment, contingency hire, retained search, exclusive

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 are 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. This model is guided by pre-agreed terms and

conditions 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

who 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 appropriate 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 reference contractual

relationship with a client or employer for conducting the assignment strategically. Also, in this

model, there is a requirement of an upfront fee 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 the suitable candidate that matches the required skillset for the vacancy.
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However, retained recruiters often connect the job seeker with the employer if the candidate

satisfies the skillsets and qualifications required. A retained recruiter can sometimes examine the

job seeker by interviews as well as selecting 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 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 includes 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). Practices that guide the selection and recruitment process

include creating a comprehensive job description, designing the employer brand, highlighting
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employee value proposition, creating a job advertisement, use employee referral, social media

intervention, testing, and interviewing the candidates, and inviting candidates with high career

ratings.

Practices such as comprehensive job descriptions directly link to the recruitment and

selection model of on-demand that issues an elaborate job description as well highlights

employee value proportion.

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

THEM industries comprise of a many benefit. Accordingly, trends current trends in the THEM

industries have brought along a lot of benefits to the sector. For instance, outsourcing of labor

has enhanced service quality which is always key in the service objectives in tourism, hotel and

event management industries. Human resources management contracts outsourcing firms with

good reputation which perform excellently to meet the customer expectations. Moreover, with

outsourced labor the industry is able to major in core business which has always yield 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 hence provides market competition

advantage. Consequently, use of internet in labor recruitment such as emails and websites has

been a new way of Human resource transaction (Baum 2018). Notably, the internet recruitments

have been beneficial to the hospitality industry in a number of ways, first e -recruitment serves

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

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

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

Furthermore, technology has made worry rosier in operations and service delivery of tourism
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industry. For example, smart energy management is vital in minimizing expenditure of hotels in

energy. Smart guest experience and smart reserved parking are just some of the benefits of

technology to hospitality industry. Generally, recruitment and selection involve use employment

testing in order to predetermine future suitability of a candidate for a particular role.

Employment testing is key for providing objective measure to evaluate the candidate that possess

the necessary skills in performing a given activity (Pan, Froese, Liu, Hu and Ye 2021).

Moreover, employment testing has been significant in prediction of job performance through

testing both 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 manager or departmental managers whom the candidate would work with.

However, recruitment selection and use of new technology entails 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 of labor which is popular in the hospitality industry may

not be effective due to language barrier 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, cultural and organizational

difference has been a limiting factor to outsourcing of labor especially for the global companies.

Also, Employees of outsourcing company 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, use of internet in recruitment leaves out qualified

candidates since that is difficult to determine virtually. Also, the e-recruitment may miss out

valuable talents and skills because some cannot be defined with words appropriately. In some
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cases, vetting process cannot be done well feeding the company with low quality applicants.

Some hospitality industries lack good employment brand that would attract highly qualified

applicants which leaves 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. Use of technology to carry out activities like smart guest

experience, online marketing services smart room services which otherwise require human

resource. Hiring faces advanced challenges that require smart 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, human resources selection and recruitment process

has been transformed significantly. First, there are no more face to face interviews in an a to

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

industries, and event management companies have improvised apps for 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 happens 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 a hold this 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. Basically, the whole

recruitment process has been redefined by the pandemic which makes the companies to

concentrate more on taking their services virtual.

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Recommendations

Use of technology is now paramount in for recruitment and working as well. Therefore

Tourism, Hotel and event management industries should invest more on software that can enable

company to operate remotely (Abbasi, Tahir, Abbas and Shabbir 2020). However, for the

hospitality industry, it is a challenge to work from home since the services provided demands the

physical presence of the employees. It is therefore recommended that the hospitality sector

should 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, Tourism, Hospitality and Events Management

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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-

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

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