Recruitment Personnel Management
In personnel management, recruitment is the overall process via which organizations identify, attract, screen, shortlist, and even interview suitable candidates for temporary or permanent jobs. It may also involve the process of selecting individuals form roles that are unpaid but may have other benefits to the holder’s career, for example, in gaining experience. A various individual within the organizations, for example, recruitment specialists, executives, human resource generalists and modern technology, artificial intelligence are involved in this process (Ahmed, 2020).
This process begins with job analysis whereby the organization identifies the specifications of the ideal candidate for the job, for example, based on their academic qualification, skills, and other determinants of success in that position. The organization through its various activities and outreach programs, and even direct attract the people who meet the general criteria, who undergo a screening process and selected based on their unique characteristics fit with the achievement of the organizations’ goal (Kumuthavalli, 2020).
This Personnel Management Essay will look into the various concepts involved in the recruitment process for organizations that include but not limited to the recruitment process, human resources departments, and equality within organizations.
Personnel Management & Size of the Organization
The nature of the recruitment process in organizations depends on the size of the organization and the nature of its business. The larger organization invests more resources in their recruitment process, for example, by having multiple recruitment officers. They often employ these resources efficiently and effectively to ger the best candidates for their positions, thus ensuring that the company ha a more valuable and productive human capital (Ahmed, 2020).
The various types of recruiting involved include internal recruiting whereby the organization uses an already existing employee for a different position, whereby they could leave their current position or take on the duties for the new position along with those of the position he already holds. Retained recruiting, on the other hand, occurs when the organization uses a recruiting firm and pay them upfront to get the best candidate for the job. Contingent recruiting too involves the use of an outside firm but does not pay them upfront.
Outplacement recruiting, on the other hand, involves employer-sponsored affairs whereby it helps the former employee to get into new job positions. Reverse recruitment, on the other hand, involves the employer organization encouraging its current employee to apply for positions in different organizations, something that is often used to gauge the employees’ value in the market (Nankervis et al., 2019).
Personnel Management Selection Process
The selection process, on the other hand, involves choosing and picking the best candidate for a given position, with the main activities being the interview and evaluation processes. It can also be referred to as the process through which the organization gets the person whose qualities best suit the specifications made for a given position. There are therefore key differences between recruitment and the personnel selection process that include: Recruitment involves getting to all the potential candidates for a position, while selection involves getting the best candidate to fill up a position within the organization.
Recruitment can also be regarded as a positive process whereby the organization attracts as many people as it can raise their interest in a specified position. In contrast, the selection process can be viewed as a negative position whereby the organization eliminates the potential candidates until it gets the most suitable individual for the position. The selection process can, therefore, be termed as part of the recruitment process but is important to the organization in that the organization can obtain an effective and efficient human capital. The process is also cost-effective; it also makes the recruitment process unbiased and objective and helps improve the organization’s capabilities, thus can thrive.
The steps involved in the selection process include employment interview, which is a one-on-one discussion between the potential employer and employee to determine whether the candidate qualifies for the position. The employer of the recruiting firm reviews the applicant’s references to confirm various aspects that relate to the position they are holding. The employer then checks the medical wellbeing of the employee to determine whether they fit for the specific job, and finally, the selection of the most suitable person for the position (Ahmed, 2020).
To rip the most benefit from the recruitment process, the organization’s management and the human resources department has to consider several factors surrounding what the organization wants, the role they are offering, the kind of candidates they are looking for and the number of resources allocated to the process. The organization should consider why it needs to hire new employees justifying that that is the only way it can improve the human capital on given regard. Organizations looking to expand into different regions, and industries can consider getting more human capital.
The human resources department can consider the role to be played by the holder of the position in the organization, and the amount and nature of remuneration would be suitable for the person, for example, a salary or equity in the organization (Kumuthavalli, 2020). They can also consider the specifications of the potential holders of the position, to narrow down the best person for the position. This can be informed of the academic qualifications and achievements of the person, whereby the organization specifies the best person to hold the position.
The potential employee’s work experience is an essential factor in that longer experience in the industry is considered as exposure and enhances a better understanding of how to fulfil the duties allocated to that position. When considering the skills of the potential employee that recruiters can consider both hard and soft skills in that hard skills which determine whether the potential employee’s ability to fulfil their mandate while the soft skills are more oriented at their personality traits and how they interact with the work environment in general (Nankervis et al., 2019).
These soft skills include their self-confidence personality capability and their warmth while interacting with other people. The cultural fit between the potential employee and the organization is an essential aspect to consider the employee’s personality concerning the company’s culture. Their career history, career ambitions, and goals can also be considered. All these factors cannot be considered through a one interview seating but through a lengthy recruitment and selection process.
To achieve this, organizations tend to look internally for people who can fill up the position before looking externally as its employee are already conversant with its culture, history and objective. Firms can also hire from outside if they are looking for the holders of the position to provide an outsider’s perspective. Organizations can also pursue passive candidates, people who already hold positions in different organizations and suitable to fill the position in the organization under consideration. Organizations also hire the most suitable person for the position rather than looking to train someone over an extended period (John & Taylor, 2016).
Human Resources Management
Human resources management is one of the most significant contributors to inequality in the organization. This is because of the human capital indirectly involved in the implementation of the decisions made by the organization’s ownership, in addition to the fact that the employee makes most decisions. Genders are one of the aspects that the organization’s workforce is with systemic gender discrimination and the gender pay gap is one of the most popular concepts illustrating inequality in organizations.
Other forms on inequality exist in the human resources management process that includes racial discriminations and discrimination based on the position one holds in the organization, for example, senior organization executive have more benefit unfairly for example in terms of health benefits than the junior staff. These forms of discrimination contribute significantly to the overall inefficiency of the organization.
Imbalances in terms of gender at differences levels of the organization is a major challenge to considers in an attempt to solve. On can improve the quality of the workforce by ensuring that there is equality. During the hiring process, people do not ger an equal opportunity to contest for a given opportunity as the various group get more access than others.
This is also a disadvantage on the part of the organization, in that the recruitment process does not consider all the talent available to fill a given position, thus making the recruitment process inefficient. Inequalities lead to inefficiencies, for example, by restricting the employee access to educational, remuneration, and ownership opportunities (Vraňaková et al., 2019).
Personnel Management Gender Discrimination
Gender discrimination exists in organizations due to the workforce’s concentration ion the hierarchy instead of focusing on the most effective way to deliver their mandate. The various service providers for the organization tend to discriminate against women in general without the organizations attempt to olive this. Women also tend to occupy most of the positions in the organization’s primary level, for example, in cleaning and other essential services in the organization which are very impactful but lack equal privileges attached to them.
Gender discrimination in human resources management is also illustrated pregnancy and childcare benefits whereby by women’s career progression is affected by the pregnancy something that they are not compensated for, for example by being prioritized during promotions and in the allocation of opportunities. The gender pay gap is another instance of gender-based discrimination at work as men tend to earn more than women for the same job.
In addition to this, men have more job mobility as compared o their female counterparts as they can move vertically or horizontally through the various position with much ease can help women. This is factors that the human resources management should consider during the processes of recruitment, selection and management of human resources (Vraňaková et al., 2019).
Personnel Management Essay Conclusion
Organizations have become an intricate part of our civilizations as most formal human activities are carried out under on organizations, but these organizations are a creator of inequality in the society in general. This inequality exists based on gender, race, sexual orientations, and classes. This inequality is depicted by the high number of sexual harassment cases, wage inequality, and gender discrimination in sharing everyday tasks and benefits (Vraňaková et al., 2019).
In terms of the gender pay gap, women tend to earn less than 80 cents on the dollar earned by their male counterpart for a given job, even after incurring more challenges during the execution of the task. The most segregated demographic is women of colour who often perform the essential jobs in the organization, with little remuneration (John & Taylor, 2016).
