Integrated strategic human resource management

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Table of Contents

Introduction
Importance of different approaches to recruitment and selection approaches
Conclusion
References List

Introduction

Recruitment and selection process enacted by an organization determines the profitability and sustainability of the firm. Mainly, recruitment and selection is done to replace an employee, to fill a new position, or to instill change in the corporate culture (Banfield & Kay, 2008, p.68). Indeed, recruitment approaches in a firm influence the kind of human resource in a firm. Selection entails matching the workforce and specific jobs; thus, fair and accurate assessment of applicant’s strengths and weaknesses is done in the selection process.

According to Roberts (1997, p.4), “effective selection processes entails clear and precise specification, effective use of multiple techniques, elimination of redundant processes, measurement and evaluation and continuous improvement.” Aquinas (2005, p. 361) on his part states that, “recruitment is a process of searching, stimulating and encouraging prospective employees to apply for a specific job in an organization.”

Human resource managers can use either external recruitment methods or internal recruitment or both to fill positions in their organizations. Generally, recruitment and selection process is expensive, thus HR managers should ensure they obtain the right candidates for a specific job in order to avoid high turnover. According to Lashley and Lincoln (2003), the recruitment and selection approach varies depending on the type of employee required, organizational strategies, and human resource policies.

An organization having a diverse workforce is able to benefit from skills from the diverse group. Additionally, the firms recognize the need of getting workers who can fit in the prevailing organizational culture.

Therefore, Human resource Management not only seeks professional competency, but also personality attributes. Notably, selection in Sofinsco is not only based on the applicants’ involvement, training, and skills, but also on their personality and their approval of the firm’s values. Further, HR teams integrate equity and diversity during all stages of recruitment and selection.

This paper will analyze the importance of different recruitment and selection approaches, equity, and diversity in relation to Sofinsco. Moreover, the significance of integrated approach to recruitment and selection in attainment of business goals is also discussed.

Importance of different approaches to recruitment and selection approaches

Internal recruitment method

Internal recruitment involves filling positions by recruiting employees within the organization. Moreover, this approach simplifies and hastens the recruitment process especially for high level jobs. This is primarily due to the fact that the HR team is aware of the strengths and weaknesses of the candidates.

Internal recruitment is carried out through direct appointment or promotion by management, a lateral transfer of an employee from one department to another or internal advertising (Nankervis, Compton & Morrissey, 2009, p.48). Generally, internal recruitment is cost effective as it eliminates the cost of external advertising and sourcing (Brewster, Mayrhofer & Morley, 2005, p.48).

Internal recruitment is important as it boosts morale of employees to improve their performance in order to get a promotion. Therefore, internal recruitment acts as a reward system. Moreover, the employees are motivated to enhance their skills and competencies, the result of which is the evolvement in the firm.

In this case, Sofinsco mainly focuses on internal labor market after realizing that, internal candidates are familiar with the firm’s corporate culture hence they do not require adaption or integration period. Thus, internal recruitment is necessary in replacing supervisor positions in order to minimize instability that can be caused by abrupt changes.

Importantly, HR teams that use internal recruitment method have an effective appraisal system to facilitate selection of eligible candidates. Whenever firms recruit internally, only entry-level vacancies are filled by external candidates, thus preventing experimenting high positions with new employees (Grobler & Warnich, 2005, p.171).

Through lateral transfers, employees are granted skill development opportunities and subsequent promotion. Importantly, internal recruitment helps in employees’ retention since the employee can see a future and advancement opportunity in the organization (Nankervis, Compton & Morrissey, 2009, p.48). Besides, it is easier to assess internal candidates compared with external candidates, hence reducing selection or placement errors. Additionally, internal recruitment is used in conjunction with firm’s succession plan.

However, internal recruitment does not meet the need of a firm’s human resource needs most of the times, hence there need to recruit from outside. Indeed, Sofinsco is compelled to employ two hundred new employees yearly in spite of its focus on internal market.

Similarly, internal recruitment can attract unqualified employees since the scope of candidates is limited (Aquinas, 2005, p.363). Additionally, unsuccessful applicants’ morale and work performance can be affected negatively, or discontent can be bred if fair selection is compromised. Further, internal recruitment can cause instability, and increase operational costs due to constant movement of staff, subsequently; it affects the overall firm’s performance (Banfield & Kay, 2008, p.73).

External recruitment method

External recruitment refers to recruiting employees from outside the organization. Methods used in external recruitment include direct application, employees’ referrals, campus recruiting, and through employment agencies (Grobler & Warnich, 2005, p. 175). External recruitment is very significant as it prevents disgruntlement and infighting caused by internal recruitment. Similarly, internal labor market may not provide all needs of human resource, thus necessitating external recruitment.

Moreover, this method averts promotion of employees whose level of competence inhibits them from performing effectively. Nevertheless, firms benefit from new perspectives and ideas from new employees, hence promoting the firm’s competitive edge (McNaughton, Carlson & Dietz, 1992, p.105).

In addition, firms’ productivity is improved due to internal competition created by external recruitment. Besides, external recruitment aids management to restructure their firm, as it is a fast method of changing corporate culture. Another benefit is that the quality of the workforce is improved through injection of new talent and skills from new employees (Aquinas, 2005, p.366).

Additionally, through external recruitment, firms are able to source highly qualified and experienced employees, therefore eliminating cost of training. Further, the experienced workforce facilitates in improving productivity and performance of an organization.

Despite the positive aspects, external recruitment has its own demerits. First, it denies employees career development and advancement hence reduce employees morale and productivity (Aquinas, 2005, p.367).

Moreover, selection and recruitment errors occur more frequently since the HR teams do not have adequate time to assess external candidates. Further, there is uncertainty whether new employees will fit in the prevailing corporate culture. Additionally, there is increased transition and adjustment period (Grobler & Warnich, 2005, p. 170).

Equality and diversity in recruitment and selection process

It is essential for recruiting teams to maintain equality and diversity principles at all stages of recruitment and selection (Wilson, 2005, p.258). Thus, the guiding factors during selections should be job specifications, suitability, and ability of a candidate to perform the outlined duties.

Through upholding equity and diversity in the recruitment and selection process, a firm is able to benefit from increased global competitiveness and productivity. Equality and diversity plays a vital role in driving a firm towards attainment of competitive advantage in spite of tightly contested international market. Moreover, the firm will be able to attract and retain the most qualified employees in the labor market.

Equality and diversity are also significant in a company that looks forward to maintain its good record, and in the process attract and retain customers for company’s sustainability. Further, a firm can enhances its corporate reputation and hence profitability. In some instances, an organization can be sued if an applicant has solid grounds of discriminations during selection, in addition to an organization’s reputation being tarnished and loss of money in the lawsuits (Williams, 2005, p.7).

Further, by having a diversified workforce, the firm is in a position to identify the diverse needs of its customers. Finally, continued development of staff will be vital for improved and efficient performance.

Integrated approach of recruitment and selection

Primarily, organizational development and growth commences with an integrated approach to recruitment and selection. Basically, integrated approach to recruitment and selection produces substantially valuable HR decisions.

The integrated approach implies a continuous supply chain, i.e. development and training of potential candidates, deployment of employees to specific jobs. Moreover, integrated approach is appropriate in the rapidly changing economic market. By implementing an integrated approach to recruitment and selection, Sofinsco will become the employer of choice.

Similarly, procedures for recruitment and selection are more accurate and less susceptible to bias and distortion in integrated approach technique (Jirasinghe & Lyons, p.10). Further, the organizations need to incorporate training or mentorship programs where new employees are trained by experienced workforce.

Additionally, the firm’s recruitment policy should reflect all diverse needs of the organization. Since recruitment is a continuous process in any organization, solid plans should be enacted to facilitate selection and recruitment (Pynes, 2008, p.118).

Conclusion

The purpose of selection is to match employees to specific jobs which they can do effectively. Banfield and Kay (2008) note that, it is important to make correct recruitment and selection decisions as employment decisions affect quality of the workforce. In addition, the process of correcting hiring mistakes is difficult due to employment rights.

It is paramount to get recruitment and selection decision right since wrong decisions can affect a firm’s productivity, and wrong decisions are costly to correct. HR can recruit internally (from within the organization) or externally (from people outside the organization).

HR derives benefit from internal recruitment due to motivated personnel who perceive opportunity of career development in the firm. Additionally, internal recruitment reduces the costs of external advertisement and duration of recruitment process. Importantly, there are few chances of recruitment errors since management is familiar with the capabilities of candidates.

Further, internal recruitment ensures stability and avoids difficulties associated with transition. On the other hand, external recruitment provides a wide scope of candidates where a qualified and experienced employee can be sourced. Moreover, the method improves productivity of an organization due to improved quality in the workforce. Similarly, external recruitment promotes internal competition among the employees hence the improved bottom line.

Equality and diversity is essential in recruitment and selection process since it promotes the firm’s reputation. Thus, a firm is able to attract and retain the top quality of personnel who would greatly enhance the firm’s competitiveness. Finally, organizational development and growth commences with an integrated approach to recruitment and selection since this approach facilitates production of valuable HR decisions.

References List

Aquinas, P. G., 2005. Principles of Management. New Delhi: Anmol Publications PVT. LTD.

Banfield, P. & Kay, R., 2008. Introduction to Human Resource Management. Oxford: Oxford University Press.

Brewster, C., Mayrhofer, W. & Morley, M., 2005. Human resource management in Europe: evidence of convergence? Oxford: Butterworth-Heinemann.

Grobler, P. A. & Warnich, S., 2005. Human Resource Management in South Africa. SA: Cengage Learning EMEA.

Jirasinghe, D. & Lyons, G., 1996. The competent head: a job analysis of heads’ tasks and personality factors. Bristol: Routledge.

Lashley, C. & Lincoln, G., 2003. Business development in licensed retailing. Oxford: Butterworth-Heinemann.

McNaughton, D., Carlson, D. & Dietz, C., 1992. Building strong management and responding to change. Washington: World Bank Publications.

Nankervis, A., Compton, R. & Morrissey, B., 2009. Effective Recruitment and Selection Practices. Sydney: CCH Australia Limited.

Pynes, J., 2008. Human Resources Management for Public and Nonprofit Organizations: A Strategic Approach. San Francisco: John Wiley and Sons.

Roberts, G., 1997. Recruitment and Selection Process: A Competency Approach. London: CIPD Publishing.

William, K., 2005. Positive Recruitment and Retention CMIOLP. Oxford: Elsevier

Wilson, J. P., 2005. Human Resource Development: Learning & Training for Individuals and Organizations. London: Kogan Page Publishers.

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