The Recruitment Process of a leading commercial bank which I work for,

Candidates can apply from standard applications available in our website. After selecting qualified candidates, they will be called for an exam. Candidates who get through the exam successfully will be called for an interview as the final hurdle. Candidates who goes through will be selected and  enrolled for a training (induction) program. After completing the induction, they will be assigned for suitable workplaces.

The Bank  value diversity in age, gender and other representations as it enhances the quality of through providing flexible working conditions, and better work-life balance- a pertinent issue  team and effectiveness of decision making. The Bank  strive to nurture a diverse workforce for women. Policy frameworks which foster equal opportunities in recruitment, promotion and remuneration have also enabled them to build a diverse workforce. A process is in place to obtain regular feedback from our staff through the Nations Voice Forum in relation to work place logistical and safety issues.

A team of 2,943 dynamic and diverse individuals are the Bank’s primary value creators. With an average age of 28, our team is young and energetic, responding well to change and increasing digitization in the sector. Following the Bank’s aggressive branch expansion in recent years, regional employment has widened with nearly 19% of employees now operating outside the Western Province. Female representation is relatively high at 40% and the Bank also has the highest representation of females in management roles. The Bank typically engages employees on a full-time basis; outsourced employees are used for specific functions which are not critical.

The Bank  also hope to further refine the recruitment process to identify individuals with digital, analytical and leadership capabilities-skills bank believe are vital to the achievement of their strategic ambitions. Strengthen e-learning to become a key mode of training, develop succession plan for senior management positions and adopt a more dynamic recruitment strategy.

Recruitment can be defined in a very broad variable scope starting from placing a door sign which advertises that certain type of help is required to a fully organized process that uses latest technologies to screen them and select the skill set an organization need (Victoria, 2016). A wrong selection in recruitment can cost the organization a considerable amount of money, time and resources. Therefore making the right decision is very critical to the operation and the outcome of the organization.

List of  References

Victoria, A. (2016). Job Recruiting and Selection.

The Impact of Technology on Recruiting

With emerge of online recruitment and job agencies organizations have to adapt to these new methods of recruiting systems. Although this created both opportunities and problems for the organization, they are able to bring down the recruitment cost by reducing the cost of advertising by using these third-party recruitment agencies or even organizations own website. Instead of using the traditional paper-based advertising these web media can use rich resources such as graphics, photos, interactive text and videos (Allen et al., 2004) to attract and target the needs of relevant prospective candidates  (Dineen et al.,2007). Despite the advantages and effectiveness of online recruiting, a downside is that many employers complain about the chance of getting flooded by a number of unqualified candidates that can happen from online advertising (Chapman and Webster, 2003)

Recruitment and selection are concerned with any means available to meet the needs of the firm for certain skills and behaviors. A strategy to enlarge the skill base may start with recruitment and selection but would also extend into learning and development to enhance skills and modify behaviors (Armstrong , 2008) , and methods of rewarding people for the acquisition of additional skills. Performance management processes can be used to identify development needs (skill and behavioral) and motivate people to make the most effective use of their skills. Competence frameworks and profiles can be prepared to identify the skills and behaviors required and used in selection, employee development, and employee reward processes. The purpose should be to develop a reinforcing bunch of strategies along these lines. Talent management is a ‘bundling’ process, which is an aspect of resourcing (Armstrong,2008).

There are two methods of recruitment and selection. Armstrong (2000) suggested that first consideration should be given to internal candidates, though some organizations with powerful equal opportunity policies (often local authorities) insist that all internal candidates should apply for vacancies on the same footing as external candidates, and second being entered recruitment and selection.

List of  References

Armstrong M. (2008), Strategic Human Resources Management. 4th edition. pp.156.

Chapman, D. and Webster, J. (2003). The Use of Technologies in the Recruiting, Screening, and Selection Processes for Job Candidates. International Journal of Selection and Assessment, 11(2-3), pp.113-120.

Dineen, B., Ling, J., Ash, S. and DelVecchio, D. (2007). Aesthetic properties and message customization: Navigating the dark side of web recruitment. Journal of Applied Psychology, 92(2), pp.356-372.

Selection Technique - Psychometric tests

Psychometric testing in strategic human resource management refers to the assessment of abilities, attributes, personality traits and various other skills in potential employees (Jenkins, 2001). As a method of recruitment and selection, these tests are designed to measure aspects of a candidate’s behaviour in a job role, enabling employers to gain a multidimensional understanding of prospective hires beyond a standard interview process (Bratton & Gold, 2007).

The recruitment and selection procedure present the employers with an opportunity to identify the personality of the candidates even before they are joined to the Organization (Bartram, 2004).

Selection tests are used to provide valid and reliable indication of levels of skills, intelligence, personality characteristics, talents, and attainments. Psychometric tests are measuring instruments, which is why they are often referred to as psychometric tests: ‘psychometric’ means mental measurement.  Psychometric tests assess intelligence or personality (Armstrong,2014).

They use systematic and standardized procedures to measure differences in individual characteristics, thus enabling selectors to gain a greater understanding of candidates to help in predicting the extent to which they will be successful in a job.  (Armstrong,2014).

Organisations around the world encountered a ‘war for talent’ for years. This war aimed on attracting and retaining employees with the ability to contribute towards achieving a sustainable competitive advantage in organisations (Thomas & Scroggins, 2006). 

List of References

Armstrong, M. and Taylor, S. (2014). Armstrong's handbook of human resource management practice, 13th edition. pp.226,236,238.

Bratton, J. and Gold, J. (2007) Human Resource Management: Theory and Practice. 4^th ed. Palgrave Macmillan: Hampshire.

Bartram, D. (2004). Assessment in Organizations. Applied Psychology: An International Review

Jenkins, A. (2001) Companies’ Use of Psychometric Testing and the Changing Demand for Skills: A Review of the Literature. London School of Economics and Political Science: London. Available at: http://eprints.lse.ac.uk/19541/1/Companies_use_of_psychometric_testing_and_the_changing_demand_for_skills_A_review_of_the_literature.pdf (Accessed: 18 November 2019).

Thomas, S. and Scroggins, W. (2006) ‘Psychological Testing in Personnel Selection: Contemporary Issues in Cognitive Ability and Personality Testing’, Journal of Business Inquiry, pp. 28-30. Available at: https://www.researchgate.net/profile/Wesley_Scroggins/publication/267237792_Psychological_Testing_in_Personnel_Selection_Contemporary_Issues_in_Cognitive_Ability_and_Personality_Testing/links/54b5340f0cf26833efd078c8/Psychological-Testing-in-Personnel-Selection-Contemporary-Issues-in-Cognitive-Ability-and-Personality-Testing.pdf (Accessed: 18 November 2019).

Recruitment & Selection

Recruitment is the process of finding and engaging the people the organization requirements. Selection is that part of the recruitment process concerned with deciding which applicants should be appointed to jobs. (Armstrong,2014). The preliminary objective of the recruitment and selection process is to fetch the perfect fit for the right position, the one who is willing to do the job in a very effective manner (Billsberry, 2008). Retention of employees will reduce the cost of repetitive recruitment for the same position and the training cost of the selected vacancy (Shar, 2011)

One of the most important resources of any organization is employees and if there are no employees, there are no organizations; they are the key assets of the company (Compton, Morrissey and Nankervis, 2010). Effective recruitment and selection provide benefits for an organization to perform the duties effectively. Recruitment and selection is an important aspect for every organization in getting the right employee for the right job (Noe, 2012).

Employee selection is a process evaluating candidates once interviewed for a particular vacancy and selecting the person for the job based on particular criteria. Selection is a process where an organization picks a candidate who has a suitable qualification and highly capable to do the job (Naveen and Raju, 2014).

It is hard to overemphasize the importance of effective recruiting. If only two candidates apply for two availabilities, the organization may have no alternative but to hire them. But if a pool of candidates appears, the company can use techniques like interviews and tests to screen out all but the best. Even high unemployment doesn't t necessarily mean that it is easy to find good candidates. For example, a survey by slowdown (2003 2004) found that [about half of respondents said they had difficulty finding qualified applicants. About 40% said it was hard to find good candidates (Dessler,2008). Recruitment and selection is the very critical and essential process by any organization to acquire one of the most important assets, its people. If these processes were carried out in an inappropriate way, it may mess up the organization's growth, but when it is carried out with vigilance, it can be one of the best investments that an organization ever make (Garner, 2012).

List of References

Armstrong, M. and Taylor, S. (2014). Armstrong's handbook of human resource management practice, 13th edition. pp.226,236,238.

Billsberry, J. (2008). Experiencing Recruitment and Selection. New York, NY: John Wiley & Sons.

Compton, R., Morrissey, B. and Nankervis, A. (2010). Effective recruitment and selection practices. 5th ed.

Dessler, G. (2008). Human resource management. Upper Saddle River (N.J.): Prentice Hall,13, pp.146.

Garner, E. (2012). Recruitment and Selection: Hiring the people you want. Eric Garner& Ventus publishing ApS [online]. Available at <https://myotc.net/pluginfile.php/16426/mod_resource/content/1/Recruitment%20and%20Selection%20Hiring%20the%20People%20you%20Want.pdf>. [Accessed on 15^th  January 2019].

Naveen, S. (2013). A Study On Recruitment & Selection Process With Reference To Three Industries, Cement Industry, Electronics Industry, Sugar Industry In Krishna Dt Ap,India. IOSR Journal of Business and Management, 15(5), pp.60-67.

Noe, R. (2012). Human resource management : Gaining a competitive advantage. 7th edition. New York, NY: McGraw-Hill Irwin.

Shar R, Shifting HR From A Reactive Process to a Proactive Business Service, <https://www.forbes.com/sites/rawnshah/2011/10/31/shifting-hr-from-a-reactive-process-to-a-proactive-business-service/#7aaaf32a1040>(Accessed on 15^th January 2019).