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Use of Job Websites as the primary recruitment channel

Discuss about the Recruitment and Selection.

Employees constitute a basic component of an organization. An organizations success is to a large extent determined by the type of workforce that it has. With the increasing competition in the business world, it has become important that organizations employ employees with the most relevant qualifications and skills in order to maintain their competitive abilities. This aspect has made the process of recruitment and selection an area of focus for many organizations. The nature of employees working in an organization is determined by the efficiency and effectiveness of their recruitment and selection process. Recruitment is the process through which organization search and attracts a pool of potential candidates to feel vacant position. Selection, on the other hand, is the most qualified candidate is appointed to fill the vacant position (McGraw, 2011).  The aim of this essay is to explore the recruitment and selection issues in Australian Based Engineering Consultancy. It will be divided into several interdependent paragraphs.

The use of a job website as the primary recruitment channel for all positions. One of the main causes of the challenges that the organization is facing is its reliance on a single recruitment. The organization fills its vacancies mainly through the use of an advertisement website named seek.com .au. The recruitment strategy for the organization generally lacks the aggressiveness witnessed in the recruitment of best-performing organizations. (Guest, 2011) argues that Organizations that aim at attracting the best talent in the market must employ the use of multiple recruitments channels. He continues to state that best recruitment channels ensure that their advertisements reach a large number of applicants.

The main disadvantage of using a recruitment website as the primary method of recruitment for the organization is that it limits the number of applicants to only those who have accounts in the job posting site. Many potential applicants with desirable qualifications end up being left out of the recruitment drive. Additionally, different positions are best filled through a wide range of recruitment channels (Moss & Francis, 2007).  While job posting sites might be the best for filling junior positions, they may end up being the worst for senior positions. This method denies the organization an opportunity to have a large of applicants which would increase their choice options. The main benefit of this method for the organization, however, is that it is quite economical for the medium sized organization as it does not require huge sums of money.

Disregard of the aspects of the recruitment process

Disregard of the aspects of the recruitment process. The use of the engineering manager in the recruitment and selection process can also be viewed as part of the challenges facing the organization. Matters dealing with employees require some aspect of professionalism. This the main reason for the existence of a human resource department in many organizations. Getting the right people at the right place and time requires practice and skills. This is why the role is best played by the human resource department. A Human resource specialist better understands the aspect of the labor market and other factors likely to affect the recruitment process (Tarique & Schuler, 2010).

The recruitment process must, therefore, begin with the development of a recruitment strategy by the Human resources department or a recruitment agency in organizations that do not have a human resource department. A recruitment strategy must involve a review of the job analysis to ensure that the analysis for the vacant position is the correct one. A job specification and job description are then crafted to create a general understanding of what attributes and traits must be possessed by the best candidate for the position (Lievens & Chapman, 2009).  After a job analysis and the identification of the skills required by a successful candidate have been carried out, the best-recruiting strategy as per the position at hand is determined. The process ends with the implementation of the recruitment strategy.


The main benefit of a recruitment strategy is helping an organization to identify the missing skills and gaps among its workforce before the commencement of the recruitment process. Having an innovative recruitment strategy can help an organization to attract the best talents in the market. (Greiner, 2015) states that the recruitment strategy also identifies goals which must be achieved in the recruitment process ensuring that the process is not compromised. It also helps in the determination of a recruitment budget. Lack of recruitment strategy has denied the organization an opportunity to identify the most important attributes associated with specific positions. It has also denied them the opportunity to attract the best talents in the market Searle, R. (2009).

Employment value Proposition. Employment value proposition refers to the benefits that accrue to an employee for the experience, capabilities and skills that they bring to an organization. Employee value proposition is an important consideration for the recruitment and retention of the best talents in the market (Rees & Rumbles, 2010). This aspect is conspicuously lacking in the organization’s strategy. Lack of employment value proposition could have led to the current problems.      

Employment Value Proposition

Use of outdated job description in the recruitment process. A job description describes the general responsibilities, tasks, and duties associated with a position. Specifications of a job description included the skills and qualifications of the desirable candidate for a position as well as the salary range (Rees & Rumbles, 2010).  Changes being experienced in organizations often require an update of the job description for all positions on a regular basis to accommodate changes in technology or working conditions in the workplace. The dynamism associated with jobs requires a review of job descriptions to facilitate elimination of duties that are not still applicable. It is recommended that job descriptions are reviewed every time an organization seeks to recruit a candidate for a vacant position (Kehoe, 2009).

The issue facing the organization is partly because of its reliance on outdated job descriptions to fill vacant positions. By relying on outdated job descriptions the organization has missed critical aspects of the labor market such as changes in salaries and remuneration for various positions. According to (Jiang, Lepak, Hu  & Baer,2012) The use of updated job descriptions has benefits such as ensuring that unnecessary responsibilities are eliminated. It also ensures that salaries indicated in the job description are in line with changes in the labor market. This strategy can also help an organization to attract the best candidates. The disadvantage of outdated job descriptions is that they do not capture in the labor market or changes in critical aspects of certain roles which can keep off potential applicants.

The use of inefficient method of selection.  The organization has also been affected by the use of only a single method for selection. The use of only interviews as the primary method of selection might have led to the elimination of some of the most qualified candidates for various positions. Some candidates might be qualified for positions but perform poorly in interviews because of their personalities.( Kluemper & Rosen, 2009) argue that the use of structured interviews should be accompanied by other aspects such as educational qualification and past job experience including major accomplishments.

The organization should ensure job descriptions used in the recruitment process are updated to meet the current needs of the organization and the labor market. It must also ensure that it uses an attractive recruitment strategy in order to catch the attention of the best talents in the market. The use of multiple tools of selection and recruitment can also help the organization to get out of the current mess (Costen, 2012).

Conclusion

In conclusion, the current recruitment and selection challenges that the organization is facing can be attributed to a number of failures by the organization regarding the recruitment and selection process. The most visible is the reliance on a single channel of recruitment to recruit candidates for all vacant positions. Reliance on unstructured interviews as the main selection method has also denied an opportunity to get the best talents. By using outdated job descriptions the organization has failed to capture current salaries and responsibilities for various positions which have kept off some potential applicants.

References

Costen, W. M. (2012). Recruitment and selection. The Encyclopedia of Human Resource Management: Short Entries, 379-387.

Guest, D. E. (2011). Human resource management and performance: still searching for some answers. Human resource management journal, 21(1), 3-13.

Greiner, B. (2015). Subject pool recruitment procedures: organizing experiments with ORSEE. Journal of the Economic Science Association, 1(1), 114-125.

Jiang, K., Lepak, D. P., Hu, J., & Baer, J. C. (2012). How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of Management Journal, 55(6), 1264-1294.

Kehoe, R. R. (2009). Recruitment and selection. The Routledge Companion to Strategic Human Resource Management, 209.

Kluemper, D. H., & Rosen, P. A. (2009). Future employment selection methods: evaluating social networking websites. Journal of Managerial Psychology, 24(6), 567-580.

Lievens, F., & Chapman, D. (2009). Recruitment and selection. In The SAGE handbook of human resources management (pp. 133-154). Sage.

McGraw, P. (2011). Recruitment and Selection'. Australian Master Human Resource Guide, 217-234.

Moss, S., & Francis, R. (2007). Recruitment and selection. Science Of Management: Fighting Fads And Fallacies With Evidence-Based Practices, The, 127.

Rees, G., & Rumbles, S. (2010). Recruitment and selection. Rees, G. and French, R. Leading, Managing and Developing People, 169-190.

Searle, R. (2009). Recruitment and selection. Human Resource Management, A Critical Approach, 151-168

Tarique, I., & Schuler, R. S. (2010). Global talent management: Literature review, integrative framework, and suggestions for further research. Journal of world business, 45(2), 122-133.

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[Accessed 22 July 2024].

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