Recruitment and Selection

1. INTRODUCTION

Acording to Bach (2005: 37) there is an increase in acknowledgment by more and more employers that “purposeful consideration of HR issues is integral to organisational effectiveness “. Hence in a market replete with unemployment levels, and lots of “qualification holders it becomes critical to direct more attention to the recruitment and selection of the workforce. Newell (2005) emphasises that with increases in global competition and enhanced customer expectations success is longer based on selling a particular product or past reputation but attracting and retaining high quality individuals that can respond rapidly to the changing environment. Hiring competent people is of paramount importance and depends on effective recruitment and selection procedures, procedures which aim to select the “right” individuals and reject the “wrong” ones. Catano (2009) echoes these sentiments emphasising that recruitment and selection has advanced past the era when managers would look over a couple of resumés, mainly of friends of current employees and make a hiring decision. He concludes that “using best practice in recruitment and selection adds value to an organisation and contributes to the success - including positive financial outcome –of a company.(2009:3)

2. RECRUITMENT AND SELECTION

Recruitment and Selection Involves making predictions about future behaviour in order to decide which candidate will be most suitable for a job. A systematic assessment of individual differences and organisational requirements must be made. Newell (2005) highlights the costs associated with poor recruitment as low productivity, potential loss of clients training costs, advertising costs, recruitment fees and redundancy packages (Smith and Graves, 2002).

2.1 RECRUITMENT

Recruitment is the first stage in the process of filling a vacancy. Recruitment is the generation of an applicant pool for a position or job in order to provide the required number of candidates for...