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Basics of recruitment, selection, induction, training & development
Recruitment (hiring) refers to the overall process of attracting, shortlisting, selecting and appointing suitable candidates for jobs (either permanent or temporary) within an organization. Recruitment can also refer to processes involved in choosing individuals for unpaid roles. Managers, human resource generalists and recruitment specialists may be tasked with carrying out recruitment, but in some cases public-sector EMPLOYMENT agencies, commercial recruitment agencies, or specialist search consultancies are used to undertake parts of the process. Internet-based technologies to support all aspects of recruitment have become widespread.
Internal recruitment (not to be confused with internal recruiters) refers to the process of a candidate being selected from the existing workforce to take up a new job in the same organization, perhaps as a promotion, or to provide career development opportunity, or to meet a specific or urgent organizational need. Advantages include the organization’s familiarity with the employee and their competencies insofar as they are revealed in their current job, and their willingness to trust said employee. It can be quicker and have a lower cost to hire someone internally.
An employee referral program is a system where existing employees recommend prospective candidates for the job offered, and in some organizations if the suggested candidate is hired, the employee receives a cash bonus.
Niche firms tend to focus on building ongoing relationships with their candidates, as the same candidates may be placed many times throughout their careers. Online Resources have developed to help find niche recruiters. Niche firms also develop knowledge on specific employment trends within their Industry of focus (e.g., the energy industry) and are able to identify demographic shifts such as aging and its impact on the industry.
Social recruiting is the use of Social Media for recruiting including sites like Facebook and Twitter or career-oriented social networking sites such as LinkedIn and XING. It is a rapidly growing sourcing technique, especially with middle-aged people. On Google+, the fastest-growing age group is 45–54. On Twitter, the expanding generation is people from ages 55–64.
Selection
Selection is the process of picking or choosing the right candidate, who is most suitable for a vacant job position in an organization. In others words, selection can also be explained as the process of interviewing the candidates and evaluating their qualities, which are required for a specific job and then choosing the suitable candidate for the position.
The selection of a right applicant for a vacant position will be an asset to the organization, which will be helping the organization in reaching its objectives.
Induction
Orientation is the final step in the recruitment process. New members are welcomed to the organisation and given details about their position. Introduce daily operations and key people in the workplace.
Having a well planned induction and orientation process can help make new volunteers feel more welcome and less stressed when they start their role.
Include time where you can go through the details of their role and provide a copy of their job description – including responsibilities, hours and expectations.
Other things to include are:
- Familiarise volunteers with facilities, equipment and resources.
- Go through open and close times.
- Explain emergency and evacuation procedures.
- Provide copies of current newsletters, annual reports or Marketing material.
- Provide a copy of your Volunteer rights and responsibilities.
- Give an introduction to the organization.
Training and development is vital part of the Human resource development. It is assuming ever important role in wake of the advancement of technology which has resulted in ever increasing competition, rise in customer’s expectation of quality and service and a subsequent need to lower costs. It is also become more important globally in order to prepare workers for new jobs. In the current write up, we will focus more on the emerging need of training and development, its implications upon individuals and the employers.
Noted management author Peter Drucker said that the fastest growing industry would be training and development as a result of replacement of industrial workers with knowledge workers. In United States, for example, according to one estimate technology is de-skilling 75 % of the Population. This is true for the developing nations and for those who are on the threshold of development. In Japan for example, with increasing number of Women joining traditionally male jobs, training is required not only to impart necessary job skills but also for preparing them for the physically demanding jobs. They are trained in everything from sexual harassment policies to the necessary job skills.
Before we say that technology is responsible for increased need of training inputs to employees, it is important to understand that there are other factors too that contribute to the latter. Training is also necessary for the individual development and progress of the employee, which motivates him to work for a certain organisation apart from just Money. We also require training update employees of the market trends, the change in the employment policies and other things.
following are the two biggest factors that contribute to the increased need to training and development in organisations:
Change: The word change encapsulates almost everything. It is one of the biggest factors that contribute to the need of training and development. There is in fact a direct relationship between the two. Change leads to the need for training and development and training and development leads to individual and organisational change, and the cycle goes on and on. More specifically it is the technology that is driving the need; changing the way how businesses function, compete and deliver.
Development: It is again one the strong reasons for training and development becoming all the more important. Money is not the sole motivator at work and this is especially very true for the 21st century. People who work with organisations seek more than just employment out of their work; they look at holistic development of self. Spirituality and self awareness for example are gaining momentum world over. People seek happiness at jobs which may not be possible unless an individual is aware of the self. At ford, for example, an individual can enrol himself / herself in a course on ‘self awareness’, which apparently seems inconsequential to ones performance at work but contributes to the spiritual well being of an individual which is all the more important.