How Can the Objective of Equality at Work be Promoted through Recruitment and Selection?

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Introduction

There is a new breed of human resource management that is relatively a recent entrant in business expanse due to the globalization of business that allows multi-nationals and corporations to conduct business worldwide. This is advanced business management strategized in congruence with strategic human resource management policies (Gibbon 1992).

It is a harmonized blend between strategic management and international business and aims at developing worldwide strategies mindful of international laws and global market trends for global corporations.

This requirement for a global approach to business management is necessitated by groundbreaking shifts that continue to shape global business to which management strategies must resonate in tandem with to remain relevant and competitive in the market.

Such shifts that include information revolution and arrival of environmental ethic are revolutionary and cannot be ignored. This is a human Resource Management essay that seeks to address the question of how objective equality at workplace can be promoted through recruitment and selection process of personnel.

Goals and objectives

The following are the objectives and the goals that this paper seeks to address and meet as it discusses how objective of equity can be attained and aided by the process of recruitment and selection.

To investigate the effect of equality at workplace during selection of personnel.
To determine ways in which equality at workplace can be promoted through the exercise of recruitment and selection of personnel.
To investigate the relationship that such equality has with Human Resource Management practices
To given insights on the mechanisms through which the objective of equality at work could be promoted through recruitment and selection

The Concept of Recruitment and Selection

For there to be a specific study of how objective of equity can be improved by recruitment and selection, it is imperative for there to be a concise consideration and assessment of what constitutes recruitment and selection first.

Recruitment is a central concept in the act f Human Resource Management and one that stands alone in its pursuit of determining the best qualified and best-suited personnel to be employed for specific areas of a company’s operation.

The whole process of recruitment and selection if it were to be defined the definition would have to incorporate the process of making predictions concerning behaviours of prospective personnel on which the basis of their selection would be predicated (Newell 2005).

The kind of predictions that is involved in recruitment is a unique one; more like the one that is witnessed in actuaries when it comes to determining insurance premiums rather than the kind of prediction, that is observed in crystal ball gazers.

This is so because the kind of prediction that is employed during recruitment is one that is based on professional judgments which requires that there is a systematic assessment of what makes the individual under scrutiny outstanding in capacity, personality and overall contribution as well as assessment of the given requirements of the organizational post seeking to be filled by such a person (Newell 2005).

Newell (2005) in his article Recruitment and Selection gives further incredible insights as regards the central role that recruitment has in human resource management and how it directly may help in assisting attain and improve objective of equality.

One of the key insights that is brought out in this article is the fact that recruitment and selection have traditionally been viewed as a process that helps organizations to accurately match a given individual applicant to the jobs that are outlined needing filling.

This process is what the author calls a ‘Psychometric Model’ which focuses on the job as the intended end for which selection and recruitment is a process that helps meet this end by systematically coming up with the correct person with the required qualifications and capacities that is rightly qualified to meet that vacant place in an organization (Newell 2005).

Here the author further adds that the critical element to watch here is the employment of a specific selection method that is appropriately relevant and appropriate to predict ‘good’ employees for a given job correctly separated from ‘bad’ employees. This requires that these methods that are chosen have sound psychometric properties that depict them as both valid and reliable (Newell 2005).

The UK Chartered Institute of Personnel and Development shade further light to this concept of psychometric approach of recruitment and selection practice while talking about the importance of the approach recommends that “Care should be taken to use techniques which are relevant to the job and the business objectives of the organization.

All tools used should be validated and constantly reviewed to ensure their fairness and reliability” (Newell 2005, p. 116).

This is the approach that has been taken and adapted by the current employment structure whereas opposed to the importance that was given to the physical skills of the applicant in previous models, this approach places greater emphasis on social skills which is due to the fact that current market trends and requirements indicate that there is greater importance of one’s social competencies as regards interpersonal, communication, and social skills for the benefit of the employee and the customer (Watson 1994).

In fact to authenticate this surmise, a case study by Callaghan and Thompson (2002) as recorded by Newell, realized that in fact in the Call Centre Recruitment that was studied, the criteria that was used for selection and recruitment of personnel was based on the following factors in order of priority: personality trait, verbal communication skills, interpersonal skills and technical skills (Callaghan 2005, p. 117).

With the foregoing assessment and discussion, it is clear that the objective of equity can be to a large extend be promoted through the practice of recruitment and selection.

Torrington, Hall and Taylor (2005) claim that organizations can achieve objective of promoting equality at work through development of recruitment and selection processes that satisfy and conform to regulations and legislation on equality and inclusion strategies on human capital management (Torrington, Hall and Taylor 2005).

For an organization to demonstrate compliance with equality legislation, the organization has to demonstrate availability of ongoing reviewed working practice documentation on organizational commitment and values of diversity.

The capacity of organization to demonstrate commitment should be based on capability to demonstrate capacity to improve organizational processes and performances subject to human capital participation and involvement in diversity and inclusion strategy development with regard to equality in human capital selection and recruitment (Torrington, Hall and Taylor 2005).

Employee participation in development of strategy for equality recruitment and selection results into employee increased awareness on the organizational business model and business case that makes it possible for employees to understand and take active role in implementation and promotion of the equality in selection and recruitment.

This provides environment for employees to demonstrate organizational citizenship behavior and develop organizational identity hence increased organizational employee ownership.

In addition to this, for there to be appropriate reinforcing of objective of equity Watson (1994) suggests that recruitment and selection procedures should be structured towards capacity for demonstration of organizational values on equality as a function of recruitment and selection strategy through development of a work environment that is meaningful and relevant to diverse workforce (Watson 1994).

The work environment should promote capability of employees to exploit their full potential without regard on social identity as a function of employee gender (Walby 1988); employee race and ethnicity; employee nationality, disability and age (Thornley 2003); employee sexuality, beliefs, traditions and marital status (Kirton and Greene 2000) and employee political affiliation (Adnett 1996, p. 61).

The capability of an organization to develop a structured equality and diversity objectives via recruitment and selection should satisfy different legislations and regulations.

The organization ought to ensure ongoing evaluation and assessment of the equality in selection and recruitment by contracting an agency to be conducting equality analysis of the organizational selection and recruitment processes to identify position of the organizational equal opportunities policies and diversity and inclusion strategies towards promoting different facets of equality.

The organization could develop internal equality monitoring programs that should be structured towards fostering fair employment and treatment order 1998 and race relations (amendment) act 2000. The organization should invest in internal analysis of organizational capacity to ensure equality programs satisfy Disability Equality Duty 2006 and Gender Equality Duty 2007.

The organization could achieve objective of equality by conducting equality monitoring data on age, religion, beliefs and sexual orientation towards management of homophobia and employee harassment on basis of gender, marital status, race, traditions and color (Walby 1988).

The organization should monitor efficiencies of its equality monitoring programs through ongoing reporting on equality monitoring. Monitoring ensures organizational practices conform to regulations and legislations with regard to employment equality (age) regulation 2006, Employment Equality (Sexual orientation) regulation 2003 and Employment equality (religion and beliefs) regulation 2003) and equality acts.

Another approach to the topic question is to view equality objectives as an avenue to demonstrate procedures that are followed during recruitment and selection (Campbell et al. 1996). Organization ought to document procedures for selection and recruitment, develop framework for policy adjustment and capability for addressing employee concerns through development of equality policy on employee management and conduct.

The equality policy should demonstrate capacity for equal opportunities for employees and future employees, through a documented framework for training, recruitment and promotion. As a result, the organization should demonstrate compliance with codes of practice with regard to equality legislation and capacity to satisfy statutory provisions on equality objectives on recruitment and selection (Gibbon 1992).

This means equality regulations should be complied with to ensure minority groups are represented. The equality objectives should clarify and illustrate rationale for managing discriminatory behavior and incidents through increased awareness on standards of equality policies and non-tolerance to sexist and racist behavior (Aube and Rousseau 2005, p.193).

Equality Objectives Foundation for Recruitment and Selection

Newell (2005) advanced an argument that equality objectives towards recruitment and selection should demonstrate conformity to theoretical framework on recruitment and selection best practices.

As a result, recruitment and selection standards should conform to essentialism theory and system theory through demonstration of equal opportunities through development of objectives towards elimination, prevention and control of employee harassment and victimization.

The foundation of equality objectives are provided for by different equality regulations and legislations that seek to protect employment on basis of the following factors:

Age	Disability	Gender Reassignment
Race	Pregnancy and Maternity	Partnership
Sexual Orientation	Sex	Religion or Belief
Marriage and Civil

Equality Objective Alignment to Organizational Culture

Cockburn (1992) indicates that equality objectives on selection and recruitment practices should demonstrate organizational culture and mechanism culture is aligned to values that govern processes and operations. As a result, equality objectives should be structured towards promoting values of equality objectives and rationale for development of procedures for achieving values of equality objectives.

This means equality objectives should clearly define rationale of implementing equality rights and capacity for aligning organizational systems on equality objectives to essentialism and system theory.

Principles for Recruitment and Selection

Gibbon (1992) claims equality objectives should be structured towards utility of principles of recruitment and selection. Adoption of equality objectives should not translate into failure of recruitment and selection processes to contribute into acquisition of organizational positions without consideration for employee competencies with respect to experience, qualification, attitudes on teamwork and innovation.

As a result, equality objectives should be structured towards compliance with employee recruitment and selection legislation and regulations on service equality and diversity and inclusion policies. This means eligible candidates for a given organizational position should have access to vital information on the position in order to enhance cross-gender participation.

Gibbon (1992) argues that equality objectives should demonstrate “enforcement of policies and procedures that are fit for selection and recruitment goals” with increased emphasis on “clarity and transparency of communicated information on the organizational vacant position” (Newell 2005, p. 126).

In addition, Kirton and Greene (2000) indicate that recruitment and selection should satisfy organizational identified requirements for equality and diversity without merely fulfilling equality objectives at the expense of organizational performance.

Torrington, Hall and Taylor (2005) advanced argument that equality objectives should demonstrate capability for the organization to achieve culturally diverse workforce; adopt strategies that could contribute into delivery of psychological contract, enhance employee involvement and engagement hence capability for increased employee retention.

Competencies of an Equality Objective on Workforce Diversity

Gibbon (1992) argues that equality objectives should be structured towards realization of a committed diverse workforce and should enhance capacities for employee citizenship behavior.

The organizational equality objectives should provide a reflection of diverse integrated workforce that should identify requirements for diversity and profile of employees towards achievement of a diversity and inclusion strategy (Damanpour 1991).

Equality objectives on recruitment and selection should demonstrate organizational technical competency development through use of social networks to communicate on organizational equality objective statement. Employees have increased awareness on rationale for equal opportunities as work environment that doesn’t compromise on discrimination subject to need for fair and equal treatment.

Contrary, organizations ought to identify limitations to attainment of equality objective through compliance with regulations on equality with regard to race, sex, and disability acts which have created environment where positive approaches to diversity and inclusion management could not be accounted for (Watson 1994).

The rationale for implementation of equality objectives on recruitment and selection ought to be a continuous process subject to ongoing measurements and results assessment.

Aube and Rousseau (2005, pp.192-196) claims that equality objectives should be structured towards achievement of organizational learning culture, development of workplace equality roles and responsibilities and alignment of equality objectives to organizational or business strategy (Newell 2005).

In addition, Gibbon (1992) claims that success of equality objectives towards sustainable recruitment and selection policies depend on management support for equality culture. As a result, management ought to demonstrate commitment to equality objectives through increased input towards increased equality accountability, ownership of equality schemes and governance.

The equality objectives sustainability is dependent on organizational investment and documented performance metric measures for recruitment and selection.

The equality objectives with regard to selection should provide foundation for employee participation, rationale for employee professional and personal development, management of cultural barriers to equality objectives and development of supportive diversity and inclusion strategy (Baron et al. 2006).

Newell (2005) argues that equality objectives towards sustainable recruitment and selection should be supported by a functional business case and model that supports equality objectives. Business case that supports equality should form benchmark for achievements of equality objectives with regard to recruitment and selection strategy.

An equality strategy has capability to decrease employee victimization, productivity and performance index that contribute into gradual decrease of legal cases arising from employee suits on discrimination and harassment (ILO 2009). Equality objectives ought o outline rationale for employee dispute management; contribute into development of employee relations programs, employee referral programs and employee rewards programs.

Using Equality policy to Develop Roadmap for Recruitment

Newell (2005) claims that organizations should structure equality objectives for recruitment through use of pro-Mosaic II assessment tool towards capacity for realizing equality in the workplace. Pro Mosaic II assessment tool provides an organization with opportunity for creating a roadmap that could be used to develop framework for base-lining equality, diversity and inclusion strategy.

This means an organization equality policy should provide rationale for determination of status of equality objectives, communication of measurements of individual employee performance and productivity as well as teamwork performance. Thus, equality policy should provide objectives for recruitment that should be used towards internalization of organizational diversity and inclusion strategy (Damanpour 1991).

Equality policy should inform on rationale for organizational self assessment and objectives deliverable towards implementation of diversity and inclusion strategy, improvement of recruitment and selection strategic planning, and implement initiatives that enhance and create value to diversity and inclusion strategy and identify what could create value to the equality policies and plan based on the organizational cultural mix.

Outcomes of Pro Mosaic II surveys should help organizational equality policy and objectives towards realization of continuous improvement in terms of benchmarking capacity to deliver sustainable framework for equality, diversity and inclusion strategy which positions the organization to achieve employee ownership and gain from employee retention rate and value.

Organization could utilize collaboration model in order to exploit values of equality strategy. Incorporation of collaborative model enhances capacity to gain from organizational networks and transfer of knowledge.

The Element of Leadership in Recruitment and Selection

Goffman (2006, pp.131-3) claims equality objective should be structured towards achievement of objective of equality in employee skills and competencies. Thus, equality objective should demonstrate a working framework where recruitment and selection contribute into attraction of competent leaders to tasks.

The equality objective based on leadership capabilities should contribute into provision of equal opportunities of employees for training and development that should result into capacity for internal promotion of employees.

Thornley (2003) advanced argument that equality objectives should be structured towards development of employee development support programs that should prepare employees for future organizational opportunities hence equality objective should demonstrate capacity for alignment to motivational theories (Thornley 2003).

The equality objective should highlight leadership programs, mentorship programs and coaching strategies towards improvement of employee competencies. The equality objectives with regard to recruitment and selection should provide multi-entry paths or qualification to a given employment position (Walby 1988).

According to Torrington, Hall and Taylor (2005), the organization should implement work placement programs that should help the organization to identify the best candidates for different emerging positions in the firm. Work placement provides a knowledge pool that the organization could use to develop its human resource competencies (Adnett 1996).

Conclusion

From the preceding discussion, it is clear that the goals of the research were achieved and its objectives justifiably met. This has been shown through a detailed determination of the various mechanism through which objective of equality could be promoted through recruitment and selection.

To summarize the above discussion, there are two models that clearly indicate the areas through which recruitment can promote equality of equity. The paper has also appropriately met the four objectives and goals that it set out to achieve.

Firstly, in the course of the discussion, it has been overtly shown that the objective of equality at workplace takes the center stage in the current recruitment procedures as they play an essential role in this process.

Also, there have been different ways, no less than seven, ways in which objects of equality can be enhanced and promoted by the process of selection and recruitment of personnel into organizations to fill specific vacant posts (Damanpour 1991).

It has also been shown in the preceding discussion that there is a clear relationship between equality and Human Resource Management since among the central aims of HRM strategies and policies, equality, fair representation, defense for employees’ rights and privileges are the issues that are central to it, therefore, tying object of equality closely to Human Resource Management practice.

Finally, the paper has also adequately given much insight to mechanisms through which objective of equality at work can be promoted through recruitment and selection. This in finality, therefore, indicates that indeed object of equality can be promoted in a number of ways through the process of selection and recruitment of personnel into different job positions in various organizations.

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