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INTRODUCTION
EMPLOYEE RESOURCING PROCESS
Employee resourcing process is a part of human resourcing management which addresses one of the
core areas of human resource practices: recruitment and selection. The greatest and most precious
Assets of any organization is its employees and the most successful organizations comprise of a well
formulated strategy and better management of human resources. The major role of human resource
management is acquiring the employee services, developing their skills motivating them to high levels
of performance And ensure that they continue to maintain their commitment to organizational
objectives that leads to the implementation of organizational Strategy.
Now considering the broad of context of global recession with increasing competition and scarcity, for
Modern corporation for operating in its core firms the large scale employment is both a constraint and
opportunity, where we can see the birth of strategic human resource management. In order to say
employee resourcing process supports strategic human resource management, by considering the
facts we can see that the strategic management of human resources is spread in successive layers of
organization, which is addressing some fundamental environmental demands starting from hiring the
right people for participation, motivating them to achieve organizational objectives.
Recruitment:
Recruitment is the process by which an applicant is attracted towards the company and where the
organization sells itself as an attractive workplace.
Selection:
Selection is the process in which a candidate is given a job from the pool of applicants, even assessing
the applicants performance in accordance with the legislation and companies requirements.
Selection is different from requirement, where recruitment technically precedes selection. Recruitment
involves identifying the sources of manpower and stimulating them to apply for jobs in the
organizations. On the other hand selection is the process choosing best out of recruited. Recruitment
aims at increasing the number of applications for increasing the selection ratios.
SELECTION PROCESS
According to Gupta (2006), selection is a process of choosing the most suitable persons out of all the
participants. In this process, relevant information about applicant is collected through series of steps so
as to evaluate their competence for the job to be filled. Selection is the process of assessing the
candidates by various means and making a choice followed by an offer of employment (Graham, 1998,
p.206).
The selection process includes all activities related to internal movement of people across positions in
departments and as well as hiring. The process should match the available human resources to jobs or
positions in the organization.
The main strategic concern is Design, Careful attention should be given to Design a selection system
that supports the organizational strategy. For example if a company plans to diversify or is going to
change its strategy a careful analysis should be made of the types of people who will be needed to staff
the new business or businesses and also parallel analysis should be made of general availability Of
such person. Even though some Companies say that this type of planning will not yield a sufficient
return on their investment of Time and energy, they say that they will go out and hire the appropriate
people from the competition, if necessary, when they are needed.
Strategic fit is the key to the success of any recruitment and selection activity. Gathering of evidence
and information does selection process from a variety of sources, most commonly by interviews,
assessment centres, psychometric tests and references. Any selection method must be job related.
Generally there are four stages of selection where these stages are again divided.
1. Short-list from evidence supplied
2. Selection process
3. Assessment of evidence from all sources
4. Validating selection
1. Short-listing
Short-listing can be a difficult process if supply far exceeds demand or if the criteria specified for the job
are so general that they fail to act as self-selecting filter. In some organizations, short-listing can be
fairly arbitrary but in others an objective assessment against the job description and person
specification or competency requirements will take place.
2. Selection
It is unusual for one selection method to be used alone. A combination of two or more methods is
generally used.
A. Application forms
Forms were considered to act as a useful preliminary to employment interviews and decisions. This
made sorting of applications and short listing easier and enabled interviewers to use the form as the
basis for the interview. Generally these are used as a straight forward way of giving a standard
synopsis of applicants history.
B. Telephone interviewing
These can be used if speed is particularly important, and if geographical distance is an issue, as
interviews with appropriate candidates can be arranged immediately. CIPD (2006) report that 56% of
organizations use this method of selection. Positive aspect is content will be concentrated rather than
person.
Interviews
Various interviews include one-to-one, one-to-two, panel, sequential and behavioral interviews.( these
interviews are not discussed in brief as they are discussed in detail in the below 2nd section)
C. Tests
The use of tests in employment procedures is surrounded by for and against feelings. Tests can be
seen as giving credibility to selection decisions in strategic aspects.
Different types of tests include 1.Psychological tests, 2. General intelligence tests, 3. Special attitude
tests, 4. Trainability tests, 5. Attainment tests. 6. Aptitude tests,
3. Assessments centres
Assessment centres is a multi method strategy for selection and may include interviews and
psychometric tests. Assessment centers are developed from the recruitment criteria. For each
dimension identified for a particular job role a variety of exercises or tasks are developed to test that
dimension. Design of an assessment centre is crucial and needs to be specific to the vacancy being
filled and to the organization.
Objectives of Selection
The basic idea in a selection process is to solicit maximum possible information about the candidates
to ascertain their suitability for employment. Various steps involved in a selection process.
Firstly, the selection process depends upon the type of personnel to be selected. For example, more
info is required for the selection of managerial person when compared with subordinate workers.
Secondly, it depends on the sources of recruitment and the method that is adopted for making contact
with prospective candidates. For example in case of advertisement, selection process is more
comprehensive and time-consuming, where as in the case of campus recruitment the process is
shortened
Thirdly, it also depends upon on the number of candidates that are available for selection. If the number
is large enough, there is a need for creating various filtering points and reducing the number of
applicants at each successive point.
There is no standard selection procedure to be used in all organizations or for all jobs. The complexity
of selection procedures increases with the level and responsibility of the position to be filled.
Therefore, the strategy and the method used for selecting employees varies from firm to firm and form
one job to another.
Selection Interviews
Legislation underpinning the selection process in strategically aspects
Law is not an abstract thing, its a living organism
Since its applied on living human beings
Under this terms of Sex discrimination act(SDA) and the Race relations act 1976 (RRA), it is unlawful to
discriminate in employment-including recruitment, training and promotion-on the grounds of a persons
sex or martial status (SDA) or their race, colour ,nationality, ethinic and national orgin (RRA)
Three different types of discrimination is defined under this act
Direct discrimination
Indirect discrimination
Victimisation
Gender Reassignment
Sexual orientation
Genuine occupational orientation
Race relations amendment act 2000
Ageism
Employment Equality(age) regulations 2006 came into force on 1 october 2006, They prohibit
unjustified direct and indirect age discrimination, and all harassment and victimization on grounds of
age.
tape, etc). To comply with Act, information must be collected and used fairly ,stored safely and not
disclosed to anyone unlawfully. There are eight data protection principles set out in the act.
Processed fairly and lawfully;
Obtained and processed for specified purposes
Adequate, relevant and not excessive
Accurate and update
Held for no longer than necessary
Processed in accordance with subject rights
Kept secure;
Not transferable outside the European economic area unless equivalent levels of protection for
personal data exist.