Introduction

 

Recruitment is the process of attracting and encouraging potential employees to apply for a position in the organization, while selection is the process of making relevant valuations of the strengths and weaknesses of applicants (Boxall & Purcell 2008; Breaugh & Starke 2000).Organizations need to attract and retain individuals with high Emotional Intelligence (EQ) and Intelligence Quotient (IQ) who can respond efficiently to this rapidly changing global environment (Segal et al., 2019). There are individuals who are a liability to the organization than an asset since they do not contribute to the accomplishments of the organization. Four main components have been used to categorize traditional recruiting outcomes: job pursuit intents, organizational attractiveness, acceptance intentions, and job choice (Chapman, Uggerslev, Carroll, Piasentin, & Jones, 2005).

Figure 1 - Individual differences and perception

Source: (Bach, 2009)

Figure 1 - There are differences between individuals which influence their ability to perform a particular job and for most jobs it is the physiological differences between people. These factors may influence how people behave and cope with the demand of a specific job role (Bach, 2009). 

Hiring competent people is a vital part and this is dependent on the recruitment and selection process which aim to ‘select’ the right individual and ‘reject’ the wrong one. A poor recruitment choice can cost an employer an amount equivalent to 30% of the employee’s first-year earning potential. From company to company, different people will be responsible for hiring. In a small business, the manager hiring his or her own personnel may be the most feasible course of action (Hacker, 1997).

To attract more and better talent to apply for positions within the firm, the recruitment strategy required to be organized and realistic. The hiring strategy aids in creating a characteristic position on the employment market (Pulakos, 2005).Even though they are not in a unique position, every organization wants to hire the greatest staff. The majority of job seekers favor the companies that appeal to them. The company sets itself apart from rivals thanks to its clever recruitment technique. The alternative recruitment strategy encourages the organization's innovation on the labor market (Bach, 2009).

Targeting the best candidates for hiring strategy (Newman and Lyon, 2009):

• Performance level required: various approaches are needed to concentrate on hiring high performing individuals and ordinary performing prospects.
• Required level of experience: what amount of experience the company requires should be clearly stated in the planning. The experience of the applicant can range from that of a novice to that of a seasoned professional.
• Application categories include those from the same industry, those from another, those who are unemployed, those who perform at the top of their field.

   It should come as no surprise that several meta-analyses have looked at the reliability of various selection processes in connection to job performance. In a study by Oh et al. (2011), the validity of observer assessments of personality traits was examined in connection to total job performance using meta-analytic methods. They discovered that the validity of the five-factor model (FFM) traits based on observer ratings was higher than that of the FFM traits based on self-reported ratings (Oh et al. ,2011). Shaffer and Postlethwaite (2012) made a distinction between work-specific or contextualized and non-contextualized measures of personality in their meta-analysis and discovered that contextualized measures of personality had higher validity. Additionally, they looked at the validity of conscientiousness in particular and discovered that it was significantly correlated with performance in extremely routine tasks, but not as strongly in jobs that demanded high levels of creativity (Shaffer and Postlethwaite, 2012).

     Phillips and Gully (2015) distinguish strategic recruiting from traditional recruitment by defining it as a collection of hiring techniques that are in line with organizational traits, objectives, business strategy, and context and are interconnected at several levels of analysis. In terms of the a) inputs, b) systems, policies, and practices, and c) results of the hiring process, their conceptual model suggests a number of aspects at the individual, team, and organizational levels of analysis (Phillips and Gully, 2015).

    Employee recommendation, or using current employees' social networks to propose new hiring, produces better pre-hire results than using job advertisements for applicant recruiting. Additionally, referral-based hires had a superior retention rate than those who were hired through other channels (Breaugh, 2013).

    Future studies on selection and recruiting must examine a variety of demographic issues relating to aging, diversity, and gender (Ployhart et al., 2017). 

References

Bach, S. (2009). Managing Human Resources: Personnel Management in Transition. (online) Google Books. John Wiley & Sons. Available at: https://books.google.lk/books?hl=en&lr=&id=WruDYHuqoTYC&oi=fnd&pg=PA115&dq=abilities (Accessed 21 Nov. 2022).

Boxall, P. & Purcell, J. 2008. Strategy and human resource management. New York: Palgrave Macmillan.

Breaugh, J. A. (2013). Employee Recruitment. Annual Review of Psychology, 64(1), 389–416.

Breaugh, J.A. and Starke, M. (2000). Research on Employee Recruitment: So Many Studies, So Many Remaining Questions. Journal of Management, [online] 26(3), pp.405–434. doi:10.1177/014920630002600303.

Chapman, D.S., Uggerslev, K.L., Carroll, S.A., Piasentin, K.A. & Jones, D.A. (2005). Applicant attraction to organizations and job choice: A meta-analytic review of the correlates of recruiting outcomes. Journal of Applied Psychology, 90, 928–944.

Compton, R.L. (2009). Effective Recruitment and Selection Practices. (online) Google Books. CCH Australia Limited. Available at: <https://books.google.lk/books?hl=en&lr=&id=ndwp9W6TYi4C&oi=fnd&pg=PA1&dq=recruitment+and+selection+research+paper&ots=Id6OyXzV-C&sig=-PYS7afNmdzl5baEYBDkCV2kEbI&redir_esc=y#v=onepage&q&f=false > (Accessed 7th November 2022).

Hacker, C. 1997, ‘The costs of poor hiring decisions and how to avoid them’, HR Focus, 74:10, S13. (Accessed 26 Oct. 2022)

Newman, D. A., & Lyon, J. S. (2009). Recruitment efforts to reduce adverse impact: Targeted recruiting for personality, cognitive ability, and diversity. Journal of Applied Psychology, 94(2), 298–317

Oh, I.-S., Wang, G., & Mount, M. K. (2011). Validity of observer ratings of the five-factor model of personality traits: A meta-analysis. Journal of Applied Psychology, 96(4), 762–773.

Phillips, J. M., & Gully, S. M. (2015). Multilevel and strategic recruiting: Where have we been, where can we go from here?. Journal of Management, 41 (5), 1416–1445.

Ployhart, R. E., Schmitt, N., & Tippins, N. T. (2017). Solving the supreme problem: 100 years of selection and recruitment at the journal of applied psychology. Journal of Applied Psychology, 102(3), 291–304.

Pulakos, E. (2005). Selection Assessment Methods A guide to implementing formal assessments to build a high-quality workforce. (online) Available at: https://www.shrm.org/hr-today/trends-and-forecasting/special-reports-and-expert-views/documents/selection-assessment-methods.pdf. >(accessed on 22^nd November 2022)

Segal, J., Smith, M., Robinson, L. and Shubin, J. (2019). Improving Emotional Intelligence (EQ). (online)HelpGuide.org. Available at: <https://www.helpguide.org/articles/mental-health/emotional-intelligence-eq.htm.> (Accessed on 2nd November 2022)

Shaffer, J. A., & Postlethwaite, B. E. (2012). A matter of context: A meta-analytic investigation of the relative validity of contextualized and noncontextualized personality measures. Personnel Psychology, 65(3), 445–494.