Human Resource Management for Attracting -myassignmenthelp.com

Question: Discuss about theHuman Resource Management for Attracting and Recruiting. Answer: Introduction Any practice or action taken by a corporation with the main objective of recognising and attracting prospective candidates for a particular job is known as recruitment. Recruitment is one of the central roles of the human resource department in an organisation; it is divided into various steps including attracting, choosing and employing the appropriate candidates. Selection is one of the critical parts of recruitment in which the human resource department decide which candidate will or will not be employed in the company. The effectiveness of a recruitment procedure is based on the turnover of employees in a corporation. The human resource department can implement various strategies which influence the function and system which affects employees behaviour, attitude, and performance. This essay will focus on the recruitment and selection procedure of corporations and their role in attracting and retention of employees. Further, the essay will evaluate different human resource managem ent theories from the perspective of various companies to understand their effectiveness. Role of Recruitment and Selection in Attracting and Retaining of Employees The human resource department is responsible for attracting and recruiting the potential candidates who are appropriate according to the corporations requirements. According to Rehman (2012), the recruitment procedure is directly related to the growth of an enterprise because employees play a significant role in corporations development. The employees turnover ratio of a business determines the success or failure of their recruitment procedure. The recruitment procedure is influenced by several factors including, vacancy characteristics, candidate characteristics, sources of recruitment, recruiter trait behaviour and job choice. The human resource department has to implement a positive and cooperative working environment for the attraction and retention of employees. As per Wallace et al. (2014), effective recruitment and selection process is necessary for an enterprise for filling up the position with the appropriate candidate. There are specific skills which are required to perfor m particular tasks, and human resource department must select a right candidate with proper skills in the right post. According to Ahmad Schroeder (2002), the human resource department is required to analyse the characteristics of a vacancy for effective recruitment and selection procedure. Vacancy characterise include the qualification, skills, physical requirements, salary, incentives and working condition of a specific job. The HRM can adopt compensation strategy to attract talented candidates; the company can lead the market by paying relatively higher salary packages to their employees. This approach assists HRM into attracting talented employees because candidates prefer better salary packages, this strategy also aids in retention of employees as well. The image of an organisation plays a vital role in the attraction of employees. For example, Google provides various employment benefits and a positive working environment for their employees. Therefore, they receive more than three million job applications yearly (DOnfro 2015). The vacancy characteristics provide whether the recruitment need t o be internal or external. In internal recruitment, the candidates are selected from already employed workers, and in external recruitment, outside candidates apply for a job. Recruitment sources primarily divided into two types, internal and external source and the HRM select a suitable option based on the requirement of the particular job. Compton (2009) provided in his book that the internal recruitment is conducted among present employees of the organisation; HRM evaluates the knowledge and skills of current employees to transfer or promote them. The external source includes various types, such as an advertisement, worker exchange, placement companies, labour unions and much more. While selecting between direct applicants or referrals, HRM has to conduct various interviews and tests to analyse their knowledge and skill for the specific job. As per the study of Kontoghiorghes Frangou (2009), superior organisational image and higher compensation packages attract a large number of candidates in the recruitment procedure of company. Corporations can use advertisement to reach a wider audience, which assists in the selection of talented candidates. Public and private employment agencies help businesses to hire experts of various fields. Other sources of hiring include campus recruitment and E-cruitment, which attract a large number of applicants. As per Hansen et al. (2011), the essential elements which attract qualified candidates in recruitment procedure are salary, benefits, and job. The remuneration package of the organisation must be attractive to lure qualified candidate for recruitment, paying higher salary than competitors can assist corporations in recruiting superior employees. The benefits are the incentives or opportunities provided by an organisation to their employees. Google is a great example; they have won the title of the best place to work several times because of their benefits packages. Google provide benefits such as unlimited sick leaves, time for personal projects, free snakes, family vacations, and much more (Choi Varian 2009). The job is also a critical part of attracting eligible employees; most people prefer to work at a job which satisfies their demands. Qualified employer prefers a challenging position which tests their cognitive capabilities, by providing such environment; a corporation can att ract competent employees. Reynolds Weiner (2009) provided that selection is the procedure of selecting the eligible candidate for the appropriate job, in this process, the human resource department decides which person will be in the organisation. The HRM is required to maintain various standards while establishing their selection procedure; these rules benefit the company by improving retention of workers. The primary requirement of selection includes reliability; the method should be consistent while measuring the performance of candidates. The performance measured by the selection procedure must be free from random errors, for example, Microsoft takes various logistical and technical tests of their employees to determine their knowledge. Only such candidates are selected for interviews who received a certain number of grades in the tests. The validity of standards is the second requirement; the test for the selection must be valid and according to the condition of the job (Wolfswinkel, Furtmueller Wilder om 2010). The extent to which a candidates performance is measured must be relevant to the aspects of a job performance. Another standard is generalizability, which measures the degree up to which the validity of a selection method is based. As per Hausknecht, Day Thomas (2004), the tests conducted while selection procedure must be utilised according to the job requirements, for example, Google stops asking their candidate's brainteaser questions because their data shows that they do not predict knowledge of a candidate since they are unrelated to their job profile. The human resource department should also ensure the legality of the selection procedure, whether the test and interviews are according to the legal requirement of candidates and no personal data are being shared outside the organisation. These standards assist human resource department in selecting a right candidate who is more accessible to retain in the corporation (Farndale, Scullion Sparrow 2010). Human resource department can implement a different method of selection, as per the requirement of the job. As per the Book of Arthur (2012), interviews are the basis selection strategy, in which the human resource management personally interviews the candidate to learn their knowledge and ability to work in an organisation. By personally interviewing an applicant, the member of human resource management can negotiate with the candidate which assists in the retention of employees. In case specific physical strength is required for a particular job, the human resource department should examine the health of their candidates. In modern times, most of the positions require the high cognitive ability of employees such as programming or data analysis. A corporation can provide better salary or benefit packages to candidates with higher cognitive skills, which they can ascertain during the selection procedure (Huffcutt, Van Iddekinge Roth 2011). An organisation can improve Employee's retention by understanding the requirement of their employees, the HRM can learn regarding the necessity of the candidate in their job interview. The human resource management can implement a recruitment structure which can determine the demand for potential candidates. The candidates provide their personal information at the time of their job interview which can be evaluated by the human resource management. Such information can be utilised by the company to fulfill the needs of the workers which assist in retaining them in the organisation. Conclusion From the above essay, it can be concluded that recruitment and selection procedure is the core part of human resource department. These processes assist corporations in attracting and retaining their employees. For drawing qualified employees, a company can use various strategies while recruiting such as better salary packages, incentive schemes and opportunities in job development. The organisations can use their reputable image for advertising to qualities employees. The retention procedure can be improved by selecting the right person for the right job; a company can collect information in recruitment process which assists them fulfilling the requirement of their employees which retain them in the organisation. These human resource management strategies help corporations in attracting and retaining qualified candidates which augment the growth of such company. References Ahmad, S., Schroeder, R. G. (2002). The importance of recruitment and selection process for sustainability of total quality management.International Journal of Quality Reliability Management,19(5), 540-550. Arthur, D. (2012).Recruiting, interviewing, selecting orienting new employees. AMACOM Div American Mgmt Assn. Choi, H., Varian, H. (2009). Predicting initial claims for unemployment benefits.Google Inc, 1-5. Compton, R. L. (2009).Effective recruitment and selection practices. CCH Australia Limited. DOnfro, J., 2015. A Inside Look at Googles Best Employee Perks. Inc. Retrieved from https://www.inc.com/business-insider/best-google-benefits.html Farndale, E., Scullion, H., Sparrow, P. (2010). The role of the corporate HR function in global talent management.Journal of world business,45(2), 161-168. Hansen, S. D., Dunford, B. B., Boss, A. D., Boss, R. W., Angermeier, I. (2011). Corporate social responsibility and the benefits of employee trust: A cross-disciplinary perspective.Journal of Business Ethics,102(1), 29-45. Hausknecht, J. P., Day, D. V., Thomas, S. C. (2004). Applicant reactions to selection procedures: An updated model and meta?analysis.Personnel psychology,57(3), 639-683. Huffcutt, A. I., Van Iddekinge, C. H., Roth, P. L. (2011). Understanding applicant behavior in employment interviews: A theoretical model of interviewee performance.Human Resource Management Review,21(4), 353-367. Kontoghiorghes, C., Frangou, K. (2009). The association between talent retention, antecedent factors, and consequent organizational performance.SAM Advanced Management Journal,74(1), 29. Rehman, S. (2012). A study of public sector organizations with respect to recruitment, job satisfaction and retention.Global Business and Management Research,4(1), 76. Reynolds, D. H., Weiner, J. A. (2009).Online recruiting and selection: Innovations in talent acquisition. John Wiley Sons. Wallace, A. P. M., Lings, I., Cameron, R., Sheldon, N. (2014). Attracting and retaining staff: the role of branding and industry image. InWorkforce development(pp. 19-36). Springer Singapore. Wolfswinkel, J., Furtmueller, E., Wilderom, C. (2010). Reflecting on e-recruiting research using grounded theory.