Recruitment processes

The paper “Best Practices and Emerging Trends in Recruitment and Selection” by Chungyalpa and Karishma (2016) defines the recruitment processes and its common phases and functions, moving on to discussing the best practices in recruitment and selection. The recruitment or selection process involves job analysis, manpower planning, and recruitment and selection. The basic and common recruitment and selection process is pictured in the figure below. (Chungyalpa & Karishma, 2016, p.1-5)

Chungyalpa and Karishma define that job analysis is used to determine and identify in detail the open vacancy, its requirements, tasks related and the procedures surrounding the vacancy and the need for it and reasons behind it. Manpower planning aims to forecast the manpower, or workers and resources, that a job or task requires, ensuring there are no shortages or surplus in them.

(Chungyalpa & Karishma, 2016, p.1-5)

In the paper “Best Practices and Emerging Trends in Recruitment and Selection” recruitment and selection is the phase with the functions that select and employ the applicants. The phase includes application form, preliminary interview, employment tests, employment interview, physical examination and final selection. Each of these may or may not be included in a recruitment process, depending on the vacancy, its needs and company policies. (Chungyalpa & Karishma, 2016, p.1-5)

Application form is used to get details, which are often transformed or categorized to data, from applicants. Preliminary interview is used to filter suitable applicants with a brief interview saving resources and time. Employment tests are varying sets of tests that map the qualities and characteristics of applicants, to understand the individuals fit for the job better. Employment interviews are the most common and are used to find the suitable candidates by getting to know the applicants better. Physical examination is mandatory for some jobs that require a certain amount of physical abilities. Final selection of the candidate is based on the previous functions and the selected receive job offers. (Chungyalpa & Karishma, 2016, p.1-5)

The study “Challenges in Recruitment and Selection Process: An Empirical Study” by Rozario et al.

(2019) discusses the critical aspects of the selection process in recruitment. Both the applicant’s perspective and the hiring member’s perspective are considered in finding the critical aspects of the

Figure 1 Common recruitment process (Chungyalpa & Karishma, 2016)

employee selection process. The empirical study was conducted on Australian education sector.

(Rozario, et al. 2019A, p.1-21)

From the applicants’ perspective, the study found seven critical aspects in the selection process that were found to have statistically significant values. There were five when it comes to the hiring member’s perspective. These findings hold significant importance in the improvement of a process and they help to understand the key points, from both perspectives, so that informed decisions for improvement can be made. (Rozario, et al. 2019A, p.1-21)

The findings of the study, the critical aspects, are listed according to the study paper in the figure below. (Rozario, et al. 2019A, p.1-21)

Article “Dominant Factors for an Effective Selection System: An Australian Education Sector Perspective” by Rozario et al. (2019) discusses and seeks the most critical factors that improve and help create an effective selection system. The empirical study conducted utilizes both qualitative and quantitative methods. Both a qualitative survey of 74 samples as well as a quantitative survey of 204 participants were used. The study found five dominant factors that should be considered in order to enhance the interview process. (Rozario, et al. 2019B. p.1-20)

Figure 2 Critical aspects of the employee selection process (Rozario, et al. 2019A, p.19)

To summarize Rozario et al’s findings, attention should be paid to training the recruiters for the interview process as well as planning and preparing for the process. The recruiters’ biases should be avoided and removed. Applicants should be provided feedback to make sure the process is transparent. It should be made sure that the selection decisions are process driven and not affected by the recruiter’s personality. This study supports the other study, discussed earlier, conducted by Rozario. (Rozario, et al. 2019B. p.1-20)

Standardization of processes and its benefits can be applied to recruitment, in particular, by standardizing the recruitment processes. Münstermann (et al, 2010) have studied the effects of process standardization on performance in the paper “The performance impact of business process standardization: An empirical evaluation of the recruitment process”. The paper has an empirical analysis of recruitment processes based on 156 firms in order to find out if enabling process standardization can give benefits in process times, costs and quality. (Münstermann et al, 2010, p.

29-44)

(Münstermann et al, 2010, p. 29-44) The results of the study show that process performance is significantly positively affected by the standardization of processes. In other words, process time, costs and quality were impacted in such a way, that these results should be taken into consideration in managerial implications, for example. This suggests that the standardization of recruitment processes has such benefits, that it should be considered in the planning, structuring and implementation of recruitment.

The study “The impact of technology on recruitment process” by Abdul et al. (2020) discusses and measures the impact using technology as a tool can have on the recruitment process. The research surveyed human resources professionals on several industries to find out their insights and opinions on how technology has affected their recruitment processes. The current practices are also compared to practices that have applied technology. The researchers assumed that using technology as a tool in recruiting could simplify and make different parts of the recruitment process such as the screening of applicants, for example, more efficient. (Abdul et al. 2020. p.9-11)

The research questions of the study “The impact of technology on recruitment process” resolve around these themes: what tools have been used, what has been the impact and benefits, easiness of use and what is the point where artificial intelligence impacts recruiting. The research uses both quantitative and qualitative methods as it analyses data from the study’s own survey and a Harvey Nash survey (2018), but as well uses information collected through interviews. (Abdul et al. 2020.

p.9-11)

The research conducted by Abdul et al. found that human resources professionals use various technologies for recruiting across industries. Out of all participants, nobody thought that using technology has a negative impact on recruitment processes, and only 6% thought there is no impact.

94% thought that there has been an improving and positive impact from the use of technology.

Therefore overall, human resources professionals perceive using technology to have a positive impact in recruiting. Most positive impact was perceived to happen in the sourcing of the candidates (28% of responders) and the screening of candidates (38%). Other processes being interview scheduling (10%), interviewing applicants (6%), engaging with applicants (6%) and on boarding (12%) of applicants. (Abdul et al. 2020. p.9-11)

“The impact of technology on recruitment process” found the ease of use of the technology tools to be quite easy, as only 6% of responders found it to be hard and 2% very hard. 30% of responders chose normal, 36% easy and 26% very easy. When it comes to the expectation when artificial intelligence will impact recruiting, most (46%) responded that it will happen in the next 2-5 years, and 26% perceive it to be already happening. This research can be applied to different industries due to the variation of the responders, but the timeliness of the research should be considered as they limit the implementation in the future. (Abdul et al. 2020. p.9-16)