Importance of selecting the correct person

 

 

Recruitment and selection are vital functions of human resource management for any type of business organization. The quality of the human resource the firm has heavily depends on the effectiveness of these two functions (Ekwoaba, et al., 2015). The performance of the employee and the procedures of selection and recruitment plays a significant role in business growth. With the help of the appropriate recruitment structures, the human resource department will be capable of choosing the right employee for the right position (Abbasi, et al., 2020 ).

 In the modern business scenario, the success of organizations depends on the quality of the workforce that runs the daily affairs of the organizations (Yusoff, et al., 2013). Both at strategic and even organizational levels, managing people is a great challenge. Thus, human resources are well managed and developed in alignment with the organizational goals (Yusoff, et al., 2013).

 

(Farndale, et al., 2018) who acknowledged that the procedures of the selection and recruitment have greater importance because they ensure that the right employee joins the organization for those areas, where they can help the organization to achieve both short-term and long-term goals.

 

Also, it is important that the authorities who are involved in the recruiting and selection process understand the objectives, policies, and practices used for selection. More importantly, those responsible for making selection decisions should have adequate information upon which to base their decisions (Ekwoaba, et al., 2015).

As (Robbins, 2013) observed, Organization’s human resource policies and practices represent important forces for shaping employee behavior and attitudes. And it is unlikely that any organization will continue to recruit employees, as they did several years ago (Wattoo, et al., 2019).

There are instances that some HR managers still do not consider selection and recruitment to be an essential function in the HR department. Perhaps this becomes the reason for organizations making complaints that it is hard to find a reasonable job candidate. Furthermore, it is important that the organization plays an essential role in the training process. Also, it is imperative that they recruit the right candidate, and retain them in the organization. By applying, the accurate process of selection and recruitment may affect the efficiency of the organization to provide incredible opportunities. (Abbasi, et al., 2020 )

Farndale et al., (2018) state that those who acknowledged that the procedures of selection and recruitment have greater importance because they ensure that the right employee joins the organization for those areas, where they can help the organization to achieve its goals both short-term and long-term. At the same time, the procedures of selection and recruitment are very relevant to each other.

According to (Mamoon, 2013) “Organizations may have had the experience of hiring a person who seemed just right during the interview process and then wondered why problems arose or the person just “didn’t work out.”

Selecting the wrong candidates who are not capable comes with a huge negative cost that the organization cannot afford. Consequently, organizations experience high staff turnover, absenteeism, job updates, high training costs, job shocks, and low efficiency (Abbasi, et al., 2020 ). “Thus, the overall aim of recruitment and selection within the organization is to obtain the number and quality of employees that are required to satisfy the strategic objectives of the organization, at minimal cost” (Ekwoaba, et al., 2015).

Further, only the selection and recruitment of the right employee is not enough for the growth of the business,  it is more critical for the organization to keep motivated for decreasing the job turnover by increasing the employee retention ratio (Abbasi, et al., 2020 ).

Example:

 

The Company which I work for once selected the wrong ‘Recruitment Source’ to fill a Middle-level Management Position. The HR department of the company decided to recruit externally without advertising the vacant position internally even though well experienced, educated, and high competency people who are already aware of the culture of the Organization are available within the Company.

Also, the HR department fails to provide necessary training to the new recruit within the given shorter period. The newly recruited person struggles to continue work without the Job knowledge and experience to handle the existing projects. Also had to depend on the senior staff who already had experience.

 

In this situation, the person fails to meet the company’s expectations as a Manager and becomes demotivated within three months of employment, and finally decides to resign from the Organization. This creates a huge cost to the Organization.

These costs include lower productivity, potential loss of clients, training costs, advertising costs, recruitment fees, and redundancy packages (Smith & Graves, 2002).

Hiring criteria and job requirements should be closely aligned. At the same time being consistent with long-term organizational goals and strategies of the Organization to ensure person and organization fit (Werbel & DeMarie, 2005). 

Reference

Abbasi, S. G., Tahir, M. S., Abbas, M. & Shabbir, M. S., 2020 . Examining the relationship between recruitment & selection practices and business growth: An exploratory study. J Public Affairs, p. 2438.

Anosh, M., Hamad, N. & Batool, A., 2014. Impact of Recruitment and selection of HR Department Practices. European Journal of Business and Management, 6(31), pp. 2222-2839.

Ekwoaba, J. O., Ikeije, U. .. & Ufoma, N., 2015. THE IMPACT OF RECRUITMENT AND SELECTION CRITERIA ON ORGANIZATIONAL PERFORMANCE. Global Journal of Human Resource Management, 3(2), pp. 22-33.

Farndale, E., Nikandrou, I. & Panayotopoulou, L., 2018. Handbook of Research on Comparative Human Resource Management. Cheltenham: Edward Elgar Publishing.

Mamoon, D. Z., 2013. Hiring the Right People for your Organization. Global Journal of Management and Business Research, 13(8), pp. 2249-4588.

Robbins, S. P., 2013. Organizational behaviour. 15 ed. Essex: Pearson.

Smith, M. & Graves, C., 2002. Re‐engineering recruitment to the accounting profession. Managerial Auditing Journal.

Wattoo, M. A., Zhao, S. & Xi , M., 2019. High-performance work systems and work–family interface: job autonomy and selfefficacy as mediators. Asia Pacific Journal of Human Resources.

Werbel, J. & DeMarie, S., 2005. Aligning strategic human resource management and person–environment fit. Human resource management review, 15(4), pp. 247-262.

Yusoff, R. M., Shah, F. A., Ali, A. M. & Bakar, T. B. A., 2013. The Importance of Right Person in the Right Place at the Right Time in Private Healthcare Sector in Pakistan: A Case Study of RMI. Research Journal of Applied Sciences, Engineering and Technology, 6(14), pp. 634-2643.