Recruitment and Selection

Name : Radisty Sabila Noveira Student ID : 6020210129 Class : C Courses : Industrial Organizational Psychology Lecturer : Mr. Seta Wicaksana,M.Si,Psi 9th Meeting Assignment. Recruitment and Selection A). RECRUITMENT Definition of Recruitment According to Steve M. Jex & Thomas W. Britt ( 2014), “Recruitment or recruiting is attraction process from the perspective of both the organization and the applicant. As is shown, organizations use a variety of methods to recruit potential employees, and a number of factors can impact the success of recruiting efforts”. According to Gamage (2014), “Recruitment and selection are vital functions of human resource management for any type of business organization. These are terms that refer to the process of attracting and choosing candidates for employment. The quality of the human resource the firm has heavily depends on the effectiveness of these two functions candidates for employment”. According to Michael G. Aamodt (2016), “Recruitment is The process of attracting employees to an organization”. Base on that statement, I can conclude that, “Recruitment refers to the process where potential applicants are searched for, and then encouraged to apply for an actual or anticipated vacancy. Recruitment can also be said to be a process to get a number of qualified human resources (employees) to occupy a position or job in an organization”. Recruitment Purpose Recruitment is a series of activities that begin when a company or organization requires manpower and opens vacancies to get the desired/qualified employee candidates in accordance with existing positions or vacancies. Thus, the purpose of recruitment is to accept as many applicants as possible according to the qualifications of the company's needs from various sources, so that the highest quality of the best will be possible (Gamage, 2014). According to Michael G. Aamodt (2016), recruitment has several objectives : To be consistent with the company's strategy, insights and values To determine current and future corporate recruitment needs related to major changes in the company, HR planning, design work and job analysis To increase the number of qualified employees as efficiently as possible To support company initiatives in managing a diverse workforce To help reduce the likelihood of leaving employees who have worked recently To coordinate recruitment efforts with selection and training programs To evaluate the effectiveness of various recruitment techniques and locations with a selection and training program To evaluate the effectiveness of various recruitment techniques and locations for all types of job applicants Constraints that occur at the time of recruitment According to Steve M. Jex & Thomas W. Britt ( 2014), states that the obstacles encountered in recruitment : Organizational Characteristics. Organizational characteristics influence the design and implementation of the recruitment system. Organizational Image. Job applicants are usually not interested in finding employment in a particular organization. That is, the image of the organization should be considered in full as a potential obstacle. If the image of the organization is poor, it is less likely to attract large numbers of applicants. Organizational Policy. What is meant by policy here is a basic rule that is general in nature by providing a basic framework as a reference in making decisions for the organization. Job analysis and staffing planning information directs recruiters in making decisions about appropriate recruitment sources and channels, as well as evaluating the recruitment process. The organization's recruitment policies also direct the recruiter in making withdrawal decisions. Strategic Plan and HR Plan. The strategic plan (strategic plans) shows the direction of the organization and determines the types of tasks, as well as the work that needs to be carried out. The HR plan outlines which jobs to fill by recruiting externally and internally. Recruiters' Habits. A recruiter's past successes can turn into habits. That is, habits can eliminate time-consuming decisions with the same answer. However, habits can also pass on past mistakes or avoid more effective alternatives. External conditions. Employee market conditions are a major factor in the external environment affecting withdrawals. Government and union restrictions also affect recruitment. Job attractiveness. If the position to be filled was not an appealing one, recruiting a good number of applicants would be a difficult task. Any job that is deemed boring, dangerous, anxiety-provoking, underpaid, or lacks promotion potential rarely attracts a large number of applicants. Job Requirements. Organizations offer a job with certain rewards and conditions, and have certain expectations about the type of employee that is being sought. Applicants have the abilities and interests offered, and are looking for jobs that meet their expectations. Match occurs when there is an adequate relationship of these two expectations (organization and applicant). The recruitment process usually requires some modifications and compromises on both sides. Recruitment Sources According to Steve M. Jex & Thomas W. Britt ( 2014), recruitment divided into 2 parts: 1. External Educational institutions Friends / family members of the employee Previous applications that have been submitted Employment agency Employees of other companies Professional associations Outsourcing 2. Internal Promotion Transfer / rotation Re-employment of employees Group of temporary workers / contract employees (temporary) Recruitment Process According to Derek S. Chapman (2019), In recruiting or selecting companies, it will not be careless or carelessly carried out, there are processes or stages that must be followed. Because if it does not carry out the recruitment and selection stages, the company will not get the human resources it wants and needs. The recruitment process includes several important points, namely as follows : Formulation of a strategy for recruiting In developing this strategy, the role of the human resources department is responsible for determining job qualifications, how employees are recruited, where they are, and when they are implemented. Search for job applicants Many or at least applicants are influenced by the recruiter's efforts to inform vacancies, one way is by building good relationships with schools or universities. Screening or eliminating unsuitable job applicants. This process requires great attention in particular to stem disqualification for improper reasons. Making a collection of applicants The applicant group that has been screened is a collection of individuals who have met the criteria set by the recruiter and are suitable candidates for the required positions. Recruitment Technique According to Ronald E. Roggio (2017), recruitment technique divided into centralized and decentralized recruitment : a. Centralized Recruitment Technique Centralization techniques are usually carried out centrally at the head office of the organization if the number of employees to be recruited is very large with varying job qualifications The HR manager is obliged to request information from each work unit about the various characteristics and number of employees required by the unit for the next period. b. Decentralized Recruitment Techniques Decentralized recruitment occurs in relatively small organizations, has limited recruitment needs, and in organizations employing various types of workers. Recruitment in this way is used for professional, scientific, or administrative positions for an organization. Organizations on their own usually prefer decentralized recruitment because they will directly control the recruitment process. However, the weakness is in the central level leaders who will lose control over whether the recruitment process is carried out in accordance with statutory regulations or not? Recruitment Sources Ronald E. Roggio (2017), said that because it hopes to get qualified and qualified prospective workers, the company will try to find human resources from various sources, including: Direct Applicants Direct applicants are often known as applications at the gate. This means that job seekers come personally to an organization to apply, sometimes without knowing whether or not there are any vacancies in the organization concerned with the knowledge, skills or experience of the applicants concerned. Written applications Applicants who submit a written application complete their application letter with various written materials regarding themselves, such as a health certificate from a doctor, a letter of good behavior from an authorized government agency, a copy or photocopy of their diploma and charter, reference letters and other documents deemed necessary. known to the new labor recruiter who will receive and examine the application letter. Applications Based on Insider Information Members of multi-stakeholder organizations he knew were looking for work and encouraged them to apply. The various parties include relatives, neighbors, school friends, who come from an area and so on. This recruitment source is worthy of consideration for several reasons : 1. New job seekers get help from parties within the organization to find new workers so that the costs to be borne by the organization are lighter. 2. Employees who inform the vacancies to friends or acquaintances so that only those who meet the requirements apply. 3. Applicants already have information about the organization they will enter so that it is easier to make the necessary adjustments if their applications are accepted. 4. The experience of many organizations shows that workers accepted through this route make good workers because they usually try not to disappoint the people who bring them into the organization. B). SELECTION I. Definition of Selection The selection process begins after a pool of eligible applicants has been passed through recruitment, which involves a series of stages that add complexity and time before an HR recruitment decision is made. According to Michael G. Aamodt (2016), “The selection process is a series of activity steps used to decide whether an applicant is accepted or rejected. Selection in HR management is a selection of people. A process for assessing the likelihood of success or failure of a person to carry out work”. According to Steve M. Jex & Thomas W. Britt (2014), “Selection is a process of selecting candidates for workers who are most qualified to fill a job vacancy”. According to Gamage (2014), “Argues that selection is a recommendation or a decision to accept or reject a candidate for a particular job based on a certain assumption about the possibilities of the candidate to become a successful workforce at his job”. According to Eugene Mckenna (2020), “Selection is the final stage of the overall recruitment process and is concerned with choosing from a sample of job applicants the individuals best suited to the jobs available”. Based on that statement, I can conclude that, “Selection is a process of selecting prospective workers who best meet the requirements set by management to fill job vacancies. Selection in this case is part of the recruitment process”. Selection can also be interpreted as an activity in HR management which is carried out after the recruitment process has been completed, which means that a number of qualified applicants have been collected and then selected which can be designated as employees in a company. This process begins when an applicant applies for a job and ends with an admission decision. II. Selection Approach Approaches that can be taken in employee selection, namely the Successive hurdless selection approach and Compensantory selection approach (Sinambela, 2016) : Successive hurdles selection approach In this approach, every prospective worker who participates in the selection is required to follow a selection procedure in stages, in which testing / evaluation is carried out at each stage of the selection. So, only candidates who have passed are entitled to participate in the next selection stage. In this case, each stage to be followed has obstacles that can filter out and must be passed, before being able to follow the next stage. This approach is very efficient as discussed in the previous section in terms of both the cost and time required, especially if there are very many participants. Compensantory selection approach This approach requires all selection participants to have the same opportunity to participate in all predetermined stages of selection. This means that the weaknesses of a selection participant in one stage will be able to cover their strengths in another stage so that they still have the possibility of winning the selection that is followed. The assessment of whether a candidate is accepted or not is based on the final score obtained by the candidate. This approach guarantees that the best candidate will be elected, considering that if a candidate is qualified, but in the first stage of selection is not excellent, he is likely to be immediately eliminated. Meanwhile, with this method, the candidate can still improve the selection results in the following stages. However, the drawback of this approach is, of course, that it is less efficient in terms of cost, time and energy if the number of participants in the selection is very large. III. Important Factors in Selection According to Steve M. Jex & Thomas W. Britt ( 2014), there are several important factors in the selection process : Job Relatedness Job linkage refers to the consideration of whether the selection tool or procedure is related to the work demands that will be carried out if the employee is accepted? Do the selection procedures and tools have validity, that is, they can measure or predict the knowledge, skills, abilities, etc. according to the people needed. Reliability or reliability, namely whether the results obtained by a test are consistent when used repeatedly on the same person. Two important approaches to determining the validity of a selection tool are concerned with : 1. Empirical Approach. This approach connects the test score with the criteria associated with the job (usually job performance). If there is a strong correlation, it means that the selection procedure or tool is valid. 2. Rational Approach. Done if an empirical approach is not possible because the number of samples (subjects) is not sufficient For example, there are only two or three employees who do not allow it to be statistically tested. Use (Utility) Usability refers to weighing the benefits obtained with important costs considering that organizational efficiency is very important. The intended use is divided into two : 1. Legality. Legality is considering several tests that can be performed or which are prohibited by law from being carried out. 2. Practicality (Practicality). This means that the selection tools and stages used need to pay attention to practicality by not taking up time and using high costs. IV. Selection Implementation Barriers The planning of the selection has been carefully planned, but in its implementation there are still various obstacles. This is according to Osemeke (2012), because those selected are humans who have thoughts, dynamics, and self-esteem. The following are the various obstacles in question : Benchmark. What is meant by benchmarks is the difficulty faced in determining the appropriate standard to be used in measuring the various specified qualifications. For example, when measuring honesty, loyalty, commitment, it is very difficult to get a valid and reliable measuring tool, considering that measuring this requires a long observation. Selectors. Selection barriers are difficulties in finding professional, honest, and objective selectors to carry out their duties. This is needed to carry out their duties in accordance with the demands of the organization. Therefore, it takes a professional selector who is impartial in carrying out his duties and avoids judgments that match reality, and avoids the halo effect. Perceptions about selection. The essence of selection does not all perceive the same. In this case, there is a perception gap between management and the selected selectors so that the application of the selection principles cannot be carried out properly. Selection versus financing results. Management expects an objective selection result, but does not facilitate the proposed financing. The more objective the results of the assessment carried out, the more it requires more cost, effort and time. Honesty of applicants. In this case, applicants run into obstacles by giving honest answers. In general, applicants will provide answers about what is fine about themselves, while those who are not good will generally be hidden tightly. In these conditions, of course, a selection that requires in-depth interviews and psychological tests is needed which is a bit difficult for applicants to manipulate. V. Selection Methods According to Business Psychology and Organizational Behaviour by Eugene McKenna (2016), Those concerned with selecting applicants for jobs have at their disposal a number of selection methods, such as the following : Selection Innterview Psychometric Tests Work Sample Tests Assessment Centres Biographical Information Other Methods Not all the selection methods listed are equally useful. By far the most widely used method is the selection interview. However, on the basis of a comprehensive review of evidence about selection interviews it was concluded that the following features were present: The selection interview, interview ofers some insight into a person’s sociability and verbal fuency from a sample of his or her total behaviour. Although the selection interview may not be a valid process, it is easy to arrange and interviewers have faith and confdence in their judgement in interview situations. Although the selection interview may not be a valid process, it presents an opportunity to sell the job to the candidates being interviewed. It is difcult to identify an equally efcient alternative. VI. Selection Process According to Gamage (2014), The selection process is the steps that applicants must go through until they finally get the decision that they are accepted or rejected as a new employee. This process varies from company to company. The process generally includes requirements evaluation, testing, interviews, physical exams. In the selection process, various types are used in evaluating requirements and especially for testing. There are two important concepts that must be considered for this selection tool, namely reliability and validity. Several instruments that can be used in selection that is : Letters of recommendation. In general, letters of recommendation are not related to job performance because they all contain positive praise. Format (form) application. At this stage, a standard application form is needed to make it easier for selectors to get complete information / data from prospective employees. Ability Tests. Ability tests are tools that assess the suitability of applicants with job conditions. At this stage, an assessment of the applicants is carried out with predetermined conditions. Academic Potential Test (ability test). Various kinds of tests measure the extent to which the applicant's ability starts from verbal skills and qualitative skills to the speed of perception. Personality Tests. Personality tests assess the traits, characteristics of workers who tend to be consistent and last a long time. Psychological Tests. Psychological test, corporate entrepreneurs, retailers, retailers, banking and other service companies have been using psychological tests for a long time. This test is carried out on paper and pencil to make applicants useless and are often seen as stealing at work. However, at present many psychological tests are designed to analyze whether applicants have a good work ethic, are motivated, or are otherwise beaten by job challenges. Interview VII. The Impact of Recruitment and Selection Criteria on Organizational Performance M, Osemeke (2012), wrote that sophisticated recruitment and selection procedures are positively related to performance in organizations. The use of the proper selection criteria will increase the probability that the right person will be chosen. When the best people are selected for the job, productivity increases. C). CONCLUSION Recruitment (Recruitment) is the process of attracting a group of candidates to fill vacant positions. Selection is the process of selecting people who have the qualifications needed to fill job vacancies in an organization. The selection process can be carried out after the recruitment process has been completed. Recruitment aims to receive as many applicants as possible in accordance with the qualifications of the company's needs from various sources, so that it is possible to attract candidates of the highest quality of the best. Recruitment sources are direct applicants, written applications, informed applications, other people, advertising channels, employment placement companies, professional recruitment companies, educational institutions, professional organizations, trade unions, and through government job training centers. The recruitment process is the stages made by the company to get the desired and needed HR or new employees. These stages generally include developing a strategy for recruiting, finding job applicants, screening or eliminating unsuitable job applicants and creating a pool of applicants. Meanwhile, the selection process is the steps that applicants must go through until they finally get the decision that they are accepted or rejected as a new employee. The process generally includes requirements evaluation, testing, interviews, physical exams. In the selection process, various types are used in evaluating requirements and especially for testing Recruitment and selection include HRM functions that have a strategic role in preparing and providing human resources in accordance with the needs of the job as defined in the job analysis, especially descriptions and specifications. D). SOURCE Onez S. Deniz., Anderson, Neil., Viswesvaran, Chockalingam., &, Sinagil, Kepir Handan. 2018. Industrial, Work and Organization Psychology. Sage. Ebook. Roggio, Ronald E. 2017. 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