Academic journal article International Journal of Education and Management Studies

An Understanding to Recruitment and Selection in a HR Consultancy: A Case Study Approach Based in Goa

Academic journal article International Journal of Education and Management Studies

An Understanding to Recruitment and Selection in a HR Consultancy: A Case Study Approach Based in Goa

Article excerpt

Within the research literature, recruitment and selection activity is predominantly dealt with in two fields:- a generally prescriptive human resource management (HRM) or personnel management viewpoint (see, for example, Taylor & Collins, 2000); and a very technical psychology literature that focuses on the validity (absolute and relative) of different forms of recruitment techniques, such as competency modeling, interviews and various types of psychometric testing (see, for example, Hunter and Hunter, 1984; Barrick and Mount, 1991; Ryneset al., 2000; Shippmannet al., 2000; & Lievens et al., 2002). It is also worth pointing out that much of the research that is drawn upon in discussing Recruitment and Selection (henceforth referred to as R&S) does not have recruitment as its prime focus, but simply deals with some limited aspect of the topic. The R&S requirements vary considerably from job to job, reflecting different facets of what labor brings to the productive process:

* Quality/ambassadors (the best people for best firms);

* Reputation for success (doctors, lawyers, artists, accountants, seniormanagers);

* Effort/labor/willing to 'put in the hours';

* Technical skill and knowledge (of various types and levels);

* Cognitive and reasoning skills;

* Creativity;

* Physical strength and resilience;

* Manual dexterity, tool usage and hand to eye co-ordination;

* Soft skill/generic/inter-personal skill (various types and levels);

* Appearance, voice, and accent (aesthetic skill);

* Personal attributes, behaviors and characteristics (someone like us/someone who will fit in);

* Social capital/contacts/network access (see first and second bullets above);

* Motivation (hunger, desperation, drive to succeed) and in some cases a willingness to tolerate unappealing aspects of the job;

* Experience (proof of ability to perform proof of limited need for training); and

* Potential (ability to fill future jobs not just the current job opening).

It will be noted that, in many instances, the ability of formal qualifications to signal the presence of, and certify with any great reliability the quality, depth and level of these various characteristics and attributes is liable to be limited, and in some cases non-existent. These requirements and their relative importance, will also be influenced by a wide range of factors, including product market strategy, people management strategies and practices, the skill mix dictated by particular productive technologies and process choices (Ashton & Sung, 2006; Lloyd, 2007), work organization, job design and organizational culture and history. Moreover, Nickson et al. (2003) show there are signs of strategic intent where employers in some organizations have thought through a particular product specification or service offering and then designed a people specification to meet this. There may thus be a 'best person' for a particular job, but there is no one, single ideal type of universal job candidate. The seemingly growing importance of what are termed soft, generic or inter-personal skills and/or personality traits has crystallized debate about the relative importance of qualifications versus other skills/factors within R&S. With the shift from manufacturing employment into services, and particularly the rise of interactive personal services (e.g. call centers, retailing, personal care) there has been a growing interest in, and concern about, the degree to which R&S decisions increasingly revolve around the candidate's possession of these generic skills and attributes (see Grugulis et al., 2004; Payne, 1999; Warhurst & Nickson, 2001 ).

Thus, the recruitment and selection is the major function of the human resource department and recruitment process is the first step towards creating the competitive strength and the strategic advantage for the organizations. Recruitment process involves a systematic procedure from sourcing the candidates to arranging and conducting the interviews and requires many resources and time. …

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