Recruitment and Selection

In today’s rapidly changing business environment, organizations have to respond quickly to requirements for people. The Financial market has been witnessing growth which is manifold for last few years. Many private players have entered the economy thereby increasing the level of competition. In the competitive scenario it has become a challenge for each company to adopt practices that would help the organization stand out in the market. The competitiveness of a company of an organization is measured through the quality of products and services offered to customers that are unique from others. Thus the best services offered to the consumers are result of the genius brains working behind them.

Human Resource in this regard has become an important function in any organization. All practices of marketing and finances can be easily emulated but the capability, the skills and talent of a person cannot be emulated. Hence, it is important to have a well-defined recruitment policy in place, which can be executed effectively to get the best fits for the vacant positions. Selecting the wrong candidate or rejecting the right candidate could turn out to be costly mistakes for the organization. Therefore a recruitment practice in an organization must be effective and efficient in attracting the best manpower.
HDFC Standard Life insurance is India's premier insurance enabling company. HDFC Standard Life insurance is the one-stop-shop for requirements of services in the areas of insurance, optimum investment, financial coverage and losses, mortality benefit, and health option etc.

HRM in a professional business context entails the effective and efficient management of an organization's employees toward the achievement of desirable objectives. The search for the best people is a constant battle between companies wherein HR personnel are trying to develop relevant strategies in order to find best employees. Recruitment aims to attract applicants and fill vacancies to maintain proper staff levels to correspond with an organization's strategy to achieve the desired objectives. Since 2000, research on Recruitment covered wider perspectives (i.e., Recruitment process, methods, message, media etc.); we have studied the methods being used by companies to recruit employees. Social Media, Online Recruitment, Employee Referrals, Job Advertisements etc. are various methods covered by researchers in the field of Recruitment. Employers determine to apply particular method to recruit people mainly based on certain outcomes (Quality and diversity of applicant pool; no. of individuals apply for a position etc.). As being change in technology along with the time, recruiters also move ahead by applying new technologies & methods to attract potential talent. The proposed paper aims at comparing the modern methods with traditional proven methods of recruitment. Available literature has also been studied to forecast the likelihood of concerned methods.

Labor-intensive industries are the industries that needs large amount of manpower needs to produce products and services. Meaning, the higher the labor cost they provide, the more products they can produce. Here in the Philippines, the 3 major labor-intensive industries are: Business Process Outsourcing (BPO) Industry, Hospitality Industry, and Manufacturing Industry.

With all of the cases presented, the researchers were highly motivated to conduct a study in order to find out the prevalent problems in the labor-intensive industries in terms of recruitment and selection system.

Human resource management is an asset and
most precious resource of any company. It is
only one living resources out of all existing
resources. As per the changing environment
study an external environment become more
competitive and interdependent. Resources
crisis, crunching, increasing demand,
globalization and most recent de-globalization is
a situation where need to do brainstorm on
finding an updated and innovative practices of
HRM. One invented practice of involving green
effects with HRM is Green Human Resource
Management (G-HRM), it could be the
integrated practice with existing practices which
will provide modest solution and upgrade the
HRM practices. The study of this paper is based
on HRM practices and specifically of one
practice as Recruitment and selection with the
impact of Green Human Resource practices
including 5Rs (Reduce, Reuse, Recycle,
Replenish, Restore). Objective of this paper is to
finding out the various greening activities
towards sustainability. This would initiate with
the spreading awareness about Green HR and its
effect on environment sustainability, resources
availability and utilization. This paper is more
focused on policies of recruitment and selection
could be integrated with Green factors where it
can enhance employee outcome. Facilitate to
various organization & association for
motivating them to enhance activities of Green.
Further objective of study is giving scope to
work on analyzing benefits and cost analysis of
green practices implementation. A questionnaire
survey done with 20 students of Post graduation
where we can try to find out the perception of
candidates towards Green Recruitment and
Selection innovative and updated practices

The paper examines the state of job recruitment, as well as the socio-political contexts leading to the realities of human resources recruitment in the public and private sectors of the Nigerian economy today. The paper presents a comparative analysis of job recruitment practices in these two sectors through a critical review of available literature. The data collected were analyzed thematically, as contained in the discussion section, showing the areas of difference and similarities between the two sectors. The themes explored are the statutory obligations, modes and sources of recruitment, maintenance of equity and diversity, workforce planning and audit, entry requirements, and area of placements.
It was found that while the sectors have different approaches to setting of entry requirements, sources of recruitment, and statutory obligations, both face similar challenges in the areas of the struggle to manage and maintain diversity and equality in the workplace as well as with the ills associated with delegation of recruitment activities to specialized agencies or ministerial and extra-ministerial departments.
The paper recommends that employers of labour in Nigeria, especially the central government, should ensure principles of equity and fairness is strictly adhered to in recruitment processes especially by reviewing the Federal Character principle if it is to perform its initial focus, to carry out recruitment exercises only based on human resources needs, and to propagate employment regulations that will guarantee job security in the private sector to reduce the pressures for employment in the public sector among other recommendations.

Recruiting and selecting the right people is of paramount importance to the continued success of a company. This Recruitment and Selection Policy sets out how to ensure, as far as possible, that the best people are recruited on merit and that the recruitment process is free from bias and discrimination.

Purpose
This paper aims to study the opportunities that have been created through technological advancement in the talent acquisition industry and how this links to strategic HR management (SHRM) and business strategy. It focuses on how an organisation can embrace the world’s leading technology and compose a unique technology stack to overcome its challenges in talent acquisition.

Design/methodology/approach
This paper opted for a blend of qualitative and quantitative data gathered through interviews, online questionnaires and the literature review of relevant secondary data. The justification of the primary research methodology was to gather valid and reliable data to inform decisions and address the research question.

Findings
The analysis of the data shows a significant improvement in all the key metrics related to the talent acquisition process after the implementation of “Talent Rising” model. The role of a recruiter and the talent acquisition team has radically changed and has now become an internal strategic partner with aligned interest, an advisor to the organisation. There is an increase in the use of new media/technology to attract candidates and with the increase in millennial candidates entering the workforce, social media will be increasingly important in talent branding and attraction; the digital by default generation is already here.

Research limitations/implications
The “Talent Rising” model has been specifically created and designed to be used by others: organisations, academics and policy makers. It is a “plug and play” tech stack model which can be used like an a la carte menu dependent on the actual requirements (and investment appetite) for each organisation.

Practical implications
This paper includes implications for the creation of a people analytics and talent technology framework to reduce cost per hire, reduce time to hire and increase quality of hire.

Originality/value
This paper fulfils an identified need to study how people analytics and technology can drive talent acquisition strategy.

Keywords:
Human Resource Management, Technology, Recruitment, Analytics, Human Capital, Talent

Type:
Research Paper

Publisher:
Emerald Publishing Limited

Copyright:
© Emerald Publishing Limited 2018
Published by Emerald Publishing Limited
Licensed re-use rights only

Citation:
Gavin Walford-Wright, William Scott-Jackson, (2018) "Talent Rising; people analytics and technology driving talent acquisition strategy", Strategic HR Review, https://doi.org/10.1108/SHR-08-2018-0071

For decades Human Resource Management has been
considered to be a cost centre, an overhead that does not contribute to the revenue growth or the overall strategy of the organization. However, there have been drastic changes in perception in the recent past with the management realizing the importance of Human Resource Management and the role it plays in contributing to the overall strategy of the organization. Today, the senior
management of many organizations consider HRM to be a profit centre. The Human Resource department is expected to perform more than just the traditional HR activities and be more strategic in their approach. [1]Kaplan and Hurd (2002) define that strategic human resource management is a collection of tasks and processes shared jointly by line managers and human resources to solve business issues based on people. Michie and Sheehan (2005) define that strategic human resource management is the pattern of
scheduled HR tasks and deployment intended to enhance an organization to gain its aims. HR Policies form the fundamental base of strategic Human resource management in any organization irrespective of its size.
They define the guidelines for employee behavioural conduct and the organization’s approach towards handling legal situations. This research paper provides a brief of the important HR Policies that every organization must have to ensure a harmonious work culture, Hypothetical Case Studies with critical questions that every organization has to address in their policies and Actual Case Studies that give a glimpse of real-world Employment Law Cases and their respective Worst-Case Analysis. This research paper is based out of secondary data with data for the research collated from previous research papers, journals and various other secondary sources.

Game-thinking is beginning to appear in a wide variety of non-game contexts, including organizational support settings like human resource management (HRM). The purpose of this chapter is two-fold: 1) to explore the opportunities for game-thinking via gamification and serious games in HRM based on current and previous HRM literature and 2) to identify future research areas at the intersection of game-thinking and HRM. Prevailing HRM theories will be applied to the use of game-thinking in different sub-fields of HRM, including recruitment, selection, training, and performance management.n

The Companies have always considered campus recruitment as one of the most important ways to select the best talent for suitable positions. The companies have off late increased their frequency of visit to many of the Engineering and Management campuses as this is the best way to generate a large amount of leads with utmost talent. In this study, some of the IT Companies such as Infosys, TCS & Wipro have been studied for their methods and strategies adopted by them for effective campus placements. In addition to this, it was also found that some of the college attributes played a role in having placed their students in most of the companies via campus recruitment. A Hypothesis was also framed to check how the Cross-cultural factors, college attributes, recruitment strategies, recruiter attributes could be related to attrition rate in companies. A Factor Analysis was done to identify the major factors affecting campus placement and further a correlation test was done to measure the degree of relation between the factor identified with the Attrition rate in IT Companies.

The aim of this article is to compare the extent to which nonprofits have planned for
executive director succession in six different countries. The article compares the data
from the survey findings of six recently published articles that used the same questionnaire in Australia, Brazil, Israel, Italy, Russia, and the United States. The article
focuses on succession planning and executive selection issues (formal versus informal
planning and insider-outsider selection) and provides demographic comparisons
of the respondents. Implications for managing sustainable organizations
include the need to be attentive to strategic priorities so as to anticipate and deal
with the expected and unexpected departures of incumbents. Limitations such as
convenience samples are noted as are recommendations for future research.

This article examines music auditions in jazz education and the artistic valuation of music performances by gatekeepers working in two prestigious schools. Using the inherent insecurities of the entry-test situation as a site of ethnographic fieldwork, the article explores the whole chain of valuation needed in order to produce a hierarchical ordinal ranking of the candidates. By drawing attention to the distinction between what is being said and what is being done by the gatekeepers, a structural ambiguity is identified in the selection game: on the one hand, it is dependent on romantic notions of artistic uniqueness (originality, personality, authenticity) and on the other, it relies on the requirements of jurisdiction and equal assessment (numerical grading, standardized repertoire). The artistic doxa of jazz is constituted in opposition to two negative characters, either by framing the candidates as epigones – echoing the standard repertoire too closely – or framing them as heretics, considered as traitors to the local interpretation of the standard.

Most of the research concerning the validity of the selection & assessment interviews has a low degree of validity, relevance, ecological validity and impact. We all have read in the course of the years the classical papers developed from 1940s on the validity of the method of selection & assessment interview. The results show regularly little validity of these selection methods – and seldom a more reliability – and the great prominence of the psychological test: in particular, aptitude and intelligence test (psychometric test), and more structured, or behavioral, interviews and behavioral Assessment Center). To be more specific, the psychometric approach and techniques result as more valid (and reliable) than the “clinical”, psychosocial and psychodynamic approach, in which the human being is viewed as a whole.
In my opinion the great part of this kind of research has little or no real and technical relevance, and no practical evidence, because of the confusion made on a central matter: the professional identity of the interviewer, or assessor.

The UAE is one of the most developed economies in the Middle East region and is classified as a high-income developing economy by the IMF (2011). With a per capital GDP ranked 15th in the world ($36,500) by 2011 IMF estimates, the leadership of the UAE aims to create a sophisticated knowledge-based economy. The oil and gas resources of the new nation, primarily located in Abu Dhabi, fueled rapid expansion of public infrastructure and services throughout the country (Suliman, 2006). To the North, Dubai was able to build on its traditional role as a trading hub by investing heavily in world-class ports and airports, but it went on to leverage these assets to become a tourist destination and emerging center of financial services as well. A decision to create free zones allowing 100 percent foreign ownership has boosted the re-export of products from the UAE and has helped the county to become a business hub for the region. Dubai has also positioned itself as a pioneer of e-government services in the Arab World (Zhao, Scavarda, Waxin, 2012). Neighboring Sharjah focused on cultural and educational initiatives, providing a more traditional counterpoint to Dubai’s constantly changing skyline.

Human resources are the “organizationally relevant capabilities of groups and individuals” (Scott-Jackson et al., 2014a), and strategic HRM is “a pattern of planned deployments and activities intended to enable an organization to achieve its goals” (Wright and McMahan, 1992). Article 20 of the UAE Constitution specifically commits the national government to “endeavor to ensure that employment is available for citizens and to train them so that they are prepared for it.” Indeed, UAE Vision: 2021 lists “skilled human capital” as the first of seven strategic enablers, consistent with the role of HR in ‘building strategic capabilities’ to achieve strategic goals (Wright and McMahan, 1992; Scott-Jackson et al., 2011). HRM clearly has a key role to play in the economic and social achievement of national and organizational goals in the UAE, and indeed in the wider Gulf Cooperation Council (GCC) (Scott-Jackson et al., 2014a).

However, there is a lack of academic research on HRM in the Arab world in general (Rees, Mamman and Bin Braik, 2007; Forstenlechner, 2010), and in the Gulf countries in particular. The difficulty of finding reliable data and conducting research in the region may be contributing factors to this deficit (Forstenlechner and Rutledge, 2010; Harry, 2007).

This book chapter reviews the current state of the research literature on HRM in the UAE, in part because more work has been published on “HRM in the UAE” than on any other country in the GCC country or even the Middle East generally (Afiouni, Karam, El-Hajj, 2013). We searched the ABI/INFORM and EMERALD databases for published peer-reviewed academic articles using the following keywords: human resource management, personnel, HR practices, HR policies, HR strategies, human resources roles, HR planning, job analysis, recruitment, selection, training, development, performance management, rewards, compensation, talent management, in combination with United Arab Emirates or UAE, without limiting the time frame. We excluded from this review any studies dealing primarily with HRM practices related to Emiratisation, as this literature is reviewed in the later chapter on labor localisation and HRM practices in the Gulf countries.
The chapter is organized as follows. First, we examine the core issues and factors influencing HRM in the country, such as the cultural and labor market characteristics of the UAE, the evolving UAE education system and the Emiratisation process. We then review the literature on HRM in the UAE, and on the key HRM challenges in the UAE. Finally, we conclude with some recommendations for practitioners and researchers.

Introdução Nenhuma técnica é criada fora de um contexto geopolítico, econômico, histórico e sócio-cultural, o que equivale a dizer que não pode haver senão um entendimento parcial de um conhecimento técnico sem que se compreenda quem o criou, em que contexto e com que finalidade, bem como qual tem sido a sua trajetória pelas sociedades e, se possível, organizações pelas quais tem sido empregada. Um sistema de gestão salarial, programa de certa adoção pelas organizações brasileiras, por exemplo, desenvolvido em diferentes empresas e órgãos públicos com uma mesma base teórico-técnica, um mesmo conjunto de recomendações de " como fazer " , não passa de um " tipo ideal " weberiano, aguardando uma análise do seu entorno para que possa ser " decifrado " e " compreendido " dentro de um cenário complexo. Ilustrando a afirmação acima, um " plano de cargos e salários " tradicional, pode ser: a) um dos passos de um plano para a profissionalização de uma empresa familiar, até então gerida à deriva dos interesses e preferências de seus sócios; b) uma resposta formalista a uma demanda sindical, que não visa realmente a superar uma prática de salários contraditória e voluntarista; c) uma mera observação a uma exigência de legislação pública, sem efeito significativo senão para o enquadramento e remuneração de servidores; d) um instrumento de gestão, desenvolvido visando a deixar transparentes as " regras do jogo " da colocação, seleção e progressão dos empregados, com capacidade de incentivo à política de qualificação e requalificação de empregados ou servidores públicos, fruto de um pacto entre diferentes atores organizacionais; e) um dos resultados de um processo genérico de mudança organizacional, desencadeado por mudanças no mercado ou tecnológicas; f) um " desfecho honroso " para uma negociação sindical frustrada por um contexto de recessão econômica, competitividade predatória e prejuízos empresariais constatados. Cada um destes cenários possibilita um entendimento particular de uma mesma técnica de gestão e de seu papel nas relações e organização do trabalho. Por esta razão, o objetivo deste trabalho é apresentar e contextualizar diferentes técnicas de construção de perfis profissiográficos e contextualizá-las em duas realidades sociais distintas: a norte-americana e a brasileira. Job Analysis nos Estados Unidos: Origens e Contexto

The startup environment along with the boom of ecommerce,
has given rise to a rush for hiring highly skilled technical talent in the market. The market is now filled with a certain pool of candidates who want to cash in on the buzz, a decade ago falsifying information either in their resumes, pays lips or work experiences was common grounds for organisations to reject them, but now the parameters for back ground verification have got a complete make over which includes drug tests, police verification etc.

Companies are compelled to comply with various norms and bodies to receive projects from overseas clients and not to mention that they need to adhere to client set requirements of the hiring process which gets signed in their
master services agreements, non-adherence to the set SLA’s would mean losing millions of dollars of revenue. While this is one end of the story, the other end is that companies want to hire the best talent but will not compromise or under play the importance they are currently providing to Back ground
verification checks. Instead they are working on making the selection process more agile and re-working the steps if required.

Practitioners, students wanting to learn & understand the New Trends in the Recruitment and Selection process in Human Resources with specific interests to understand the Back-ground verification process will benefit
from this case study along with how recruitment managers are dealing with this risk and re-working their entire standard operation procedure.

This is my own creation for Bangladeshi student that who doesn't know how to create the Proposal Letter for BBA Thesis or Report.

I Assure This will be Accept by the Supervisor without any Hesitation.No Fault can be found in this.

Help Yourself