Discrimination in Recruitment and Selection Process

Discrimination related with unequal opportunities for the employees with equal level of performance within labor market considered as common phenomenon.. As per the definition given under ILO Convention, this consisted with any kind of distinction as well as exclusion or else preference made as per basis under race & color as well as sex or else religion and the political opinion with the national extraction as well as social origin, that may have an effect on impairing equality upon the opportunity or else the treatment within employment or else the existing occupation. (Guest, 2009)  Here, Recruitment & the selection as a kind of main part within the resourcing strategies of an organization, which recognizes as well as secures people required to that organization for the survival as well as succeed. The main purpose in this recruitment is for creating a kind of pool from suitably qualified type of candidates for enabling the selection on the best level of candidates to the firm, via attracting more people to be applied whereas selection process aimed to choose correct candidate for filling vacant positions within same organization. (Gennard & Judge, 2015)

There are several kinds of discriminations can be found within the recruitment and the selection process within the organizations. Here, Social discrimination associated with mainly gender differences as well as the age differences within the applicants. Hence, Gender discrimination is referring for the practice to grant or else deny the rights or else privileges towards specific person based upon the gender.  Some kinds of religious groups are embracing gender discrimination under their dogma. But, within industrialized nations, this may either become illegal or normally considered as inappropriate. (Johnson & Scholes, 2017) In Sri Lanka is still characterized via several patriarchal traditions which accept as well as declare some subordinate type position for women. Such views would be passed on via tradition as well as culture or else the values. Further, Gender discrimination within the labor market would violate overall Pareto efficiency on the allocation of such labor resources within economy which may lead to loss 5-10% from GDP. It would be happened that specific worker group loses since this discrimination within labor market, as well as organization which discriminates would bear the relevant losses. Such overall situation undermines people motivation with working, creating the stress, as well as reducing the feelings on self-esteem, that would lead to less productivity with the competitiveness within the firms. (Guest, 2009) As an instance, it can be illustrated that women union workers within Ansell Lanka has made a strike for eliminating the all sexual harassments within their recruitment and the selection process from the top management as follows; 

Under the psychological factors related with discrimination consisted with the nationality or the race as well as the religious beliefs with the sexual orientation as well as the disability etc. here, discrimination based upon such facts can occur within the recruitment and the selection process of the staff; overall terms & the conditions with benefits offered under the employment; overall ability with selecting the training programs as well as the staff rotation and the promotion or else the dismissal. Furthermore, discrimination based on the nationality consisted with the refusal of overall hiring or else promoting specific person since he/ she belongs to specific ethnic group or else national origin. Such discrimination would be manifested within pursuit of worker since cultural features as well as the style with the clothing or else the skin color. As per researchers, national discredit has experienced via 3% from applicants within the positions across the globe (Gennard & Judge, 2015). Hence, such discrimination would be common for Asia region specially (ITUWA, 2013) that person would be subjected for harassment within workplace, that is consisted with ridicule as well as jokes on such racial group along with the derogatory comments regarding specific culture and so on. Hence, harassment would be caused from both of the overall management as well as via employees and the clients etc.  (Flanders, 2012)

This normally happens within racially hostile type of working environment which is characterized with different innuendo as well as harassment as per the grounds on the nationality with being as a kind of part within the accepted culture at firm. Hence, employer should become as highly aware about this matter where people must have a proper right with even filing a complaint. Such racial hostile type of culture within the firm undermines overall standards under the conduct at working area that would undermine overall individuals’ well- being while degrading worker performance too. (Flanders, 2012) Therefore, the creation of efficient environment with national identity must not be interfered with overall recruitment and the selection process of the workers where employer would require eliminating all of such discrimination criteria within the recruitment and the selection process. The head would not base overall decision with hiring upon the accent related with applicant, when the accent would not seriously interfere to the productivity on workers. The discrimination related with religious beliefs would be based upon the overall nationality where the leaders would fear that workers with stronger level religious beliefs would have some negative effects upon other workers while engaging them within their own religious teachings as well as the religious ceremonies which would distract people through their primary type of workings. (Johnson & Scholes, 2017)

 

References 

Flanders, A (2012), Management and Unions: The theory and reform of industrial relations, Faber and Faber, London

French, W L, Kast, F E., (2007), Understanding Human Behaviour in Organizations, Harper & Row, New York

Gennard, J and Judge, G (2015), Employee Relations, Institute of Personnel and Development, London

Gratton, L, Hailey, V H, Stiles, P (2016), Strategic Human Resource Management, Oxford University Press, Oxford

Guest, D E (2009) Human resource management: the workers’ verdict, Human Resource Management Journal, 9(2), pp 5

Hall, L and Torrington, D (2008) the 1Human Resource Function, FT/Pitman, London

Johnson, G and Scholes, K (2017) Exploring Corporate Strategy, Prentice Hall, Hemel Hempstead

Role of Psychology in Recruitment

Gilbreth (2005) defined psychology on the management as the effect from mind which directs work upon which work would be directed, with effect from such undirected as well as directed work over the worker mind. Overall emphasis over success management would lie on the man, without the work. Seyidov (2000) defined it as a kind of science regarding the resources coordination within the firm with reaching towards the planned purposes. When there is a person, his/ her psychological features would be reflected through the own activity within him/ her. (Atkinson & Meager, 2006)

Here, the management & the Psychology are most closely related with themselves under the main HR function of recruitment and the selection. The people psychology concretes overall participants within management process while giving higher level of practical importance over the psychological facts there. When the psychological aspect under the selection would be guided via revealing required characteristics as well as features with the qualities as well as the abilities related with specific person towards successful performance or else the professional work through the psychological methods as well as techniques where then overall recruitment and the selection would be done as per the management view. (Arthur, 2012) This would be a search while revealing those people through such needs on professional work. This require combine inherently as well as supplement mutually both of two approaches which has explained  with selecting the people with having the purpose on most adequate as well as productive utilizing such existing human resources which providing overall achievement under the planned type of purposes. (Farnham, 2010)

As per Storey’s (2002) recruitment & the selection would be considered as a key which is an integrated task where 80% of companies have investigated with providing the grounds towards optimism. On the other hand, Wright (2007) explained few exceptions on the traditional approaches towards the recruitment & the selection would continue with dominating practice would present an altogether under high pessimistic picture. Such apparent contradictions would inevitably place a kind of question mark on the extent from which kind of strategic recruitment & the selection would be really practiced via the firms in modern context here. (Arthur, 2012)

As per Snow (2004) identified HR practices, consisted with recruitment & the selection, that were congruent amongst the various competitive strategies over defender as well as prospector with the analyzer (Snow, 2004), along with cost reduction as well as the innovation with the quality enhancement (Jackson, 2007), with evidence on those practice within companies. Further, the evidence on such strategic recruitment & selection emerged through the studies which are investigating about the general developments within the HR practice. As an instance, through a kind of comprehensive study which is investigating the way that management on HR has developed within Asian companies, Storey (2002)  could recognize that ‘recruitment’ as one from 27 dimensions which can be utilized for differentiating HRM through the traditional type of personnel management as well as the industrial relations based practices. Here, within HRM, recruitment has identified as a kind of ‘Integrated type of key task’ from where the personnel as well as industrial relations arisen which has seen as a kind of ‘Separate as well as marginal task’ (Storey, 2002).

Overall application on the psychological testing within recruitment & the selection, specially the usage of instruments which are designed with assessing the personality traits, is having long as well as colorful type contentious history. Here, personnel recruitment & the selection as general, with its different forms under the psychological testing specific way, has own origins from 19th century onwards. (Atkinson & Meager, 2006) Several developmental works within scientific methods under recruitment & the selection traced as the main efforts on industrial psychologists with supporting to military in world wars and its problems. The natural concepts of selection formed through the Frederic Taylor’s based scientific management, via the informal techniques under the character analysis as well as modern application over those selection instruments under the statistical analyses etc.

Similarly, overall study on personality is having rich as well as varied tradition under the psychology field here. Traditionally, most of the industrial psychologists have rejected such utilization of personality testing since it believed on such practice as unreliable as well as invalid. (Atkinson & Meager, 2006) But, most of the HR practitioners continued with using the personality testing under optimistic view with enduring faith under the ability of discriminating amongst the good as well as poor candidates. (Farnham, 2010)

Under the whole recruitment & selection procedures, it is highly used an interview method (Robertson, 2007). Here, Psychological tests would be normally combined with such interviews under the recruitment & the selection purposes. Campion (2002) showed such combining interviews along with the cognitive ability would explain additional ten percent of variance within overall job performance. But, under the psychological testing, this would be significant to consider about structure of such interviews. (Farnham, 2010)

Hence, here, it has identified some practices related with psychological testing in terms of conducting proper job analysis before the recruitment & the selection which indicates that the company line managers would be keen with improving their own selection skills furthermore (Carless 2009). Here, the HR professional is having a kind of important role with paying as knowledge intermediary who can promote overall application on such effective testing based practices under the overall process of recruitment & selection successfully. 

References 

Arthur, J B (2012). The link between business strategy and industrial relations systems in American steel mills, Industrial and Labor Relations Review, 45(3), pp 4

Atkinson, J and Meager, N (2006) Changing Patterns of Work, IMS/OECD, and London

Bates, R A and Holton, E F (2015) computerized performance monitoring: a review of human resource issue, Human Resource Management Review, winter

Becker, B E and Gerhart, S (2016) the impact of human resource management on organizational performance: progress and prospects, Academy of Management Journal, 39(4), pp 7

Cave, A (2014) Organizational Change in the Workplace, Kogan Page, London

Dowling, P J, Weech, D E., (2009) International Human Resource Management: Managing people in a multinational context, South Western College Publishing, Cincinnati, OH

Farnham, D (2010) Employee Relations in Context, 2nd edn, Institute of Personnel and Development, London

Impact of Poor Recruitment

Here, Recruitment & selection would be acknowledged as one of the most critical types of human resource-based decisions within a firm which requires making (Armstrong & Baron, 2008) As per Purcell (2003), recruitment can be recognized as a process to attract and encourage people for applying, meanwhile selection would use appropriate measurements for making fair as well as accurate assessments about the strengths & the weaknesses related with applicants. (Schuler, 2003)The main problem here would arise when a relevant job or else workplace may not become as expected. Here, it has studies some mismatches under person-environment based fit as well as the person- job-based fir and then, the person-organization based fit as well as person-group based fit or else the person-supervisor based fit. (Wahl, 2010) Here, Person-job based fit indicated the way that personal characteristics would match with a relevant job or else the tasks which would be performed within work (Dyer & Holder, 2015).

When such issues on the recruitment & the selection have are not properly addressed, such a situation would lead to arise several kinds of implications to the firm. The increasing level of turnover rate would be likely to occur if there is having a mismatch in the middle of the person-environment based fit. (Schuler, 2003) It will reflect negatively on the whole image of the firm in terms of prospective employees as well as the competitors with whole stakeholders finally. As per Lorange (2006), the overall composition with the staff quality would be important to the quality of whole organizational products and the services offered.(Barsoux, 2008) The competing firms would utilize the advantage from this condition to attract more prospective workers through mentioning that there is having a higher level of work satisfaction. Overall, the organization would not be looked at a good light via stakeholders since this higher level of turnover rate. (Argyris & Schon, 2016).

Other main implication can be recognized as this would lead to create a kind of negative culture amongst the workforce. As an instance, it can be taken an expatriate worker who would be unable with adapting to the given location as well as job itself. (Schuler, 2003) Such a person would regularly make some comparisons amongst the previous organization as well as the work location with making the daily complaints for other types of employees. Such a person would bring a kind of negative aura between him which makes other people feel that specific organization would be really a kind of terrible place with the comparison on rivals. As per Christiansen (2003) it is having direct influence from the expatriate adjustment over the organizational performance. Further, it is having high likelihood that workers' motivation levels may decrease because of the failure within the adjustment process where it further leads to the poor level of performance within the work. (Wahl, 2010) Finally, such employees would likely make an influence on the others as thinking negatively where it could make an effect on overall workforce productivity as well as whole organizational performance negatively. (Digman, 2009)

As per Wahl (2010), people who perceive a kind of misfit in the middle of the company’s strategy are having less commitment and a low level of loyalty towards the firm. (Wahl, 2010) Further, the staff would become as highly frustrated while leaving the firm because of having own strategy for working within the better place where hired solely based upon the performance while giving little attention on the overall workforce diversity. (Schuler, 2003)

Furthermore, overall costs over the selection errors would have some significant implications towards the overall organization. As per Boxall (2012), the overall emotional cost of an employee, as well as firm cost incurred since the failure, would have a kind of severe effect on both of the parties. As per Schuler (2003) organization is capable of incurring up to only five times from workers’ salary because of the poor selection based decision. Hence, it may have significant costs with recruit again with a high level of employee leaves within the firms with the overall cost related with HR planning as well as organizing and conducting interviews. Further, the cost of time wasted by the managers to conduct such interviews within potential staff with the retention attempts as well as exit interviews should be considered here. (Digman, 2009) Moreover, the cost to get work permits, as well as relocation costs related with foreign staff, also should be concerned here. (Armstrong & Baron, 2008)

The legal obligation would be another implication since the selection errors within the poor recruitment decisions. Hence, if the firm selects a kind of the wrong individual who would be unable with matching person-environment based fit; such a person would stick with that organizational contract. (Argyris & Schon, 2016) Even such employees may have poor performance with the negative influences upon other workers since this mismatch; the organization cannot dismiss such employees based on the legal grounds since such person has not committed a kind of offense or else any disciplinary issues. (Lorange, 2006), At that time, the organization is having no choice until waiting such a contract would come to an end for deciding not to go for renewing and carrying on with such poor performing workers further. (Dyer & Holder, 2015)

References

Argyris, C and Schon, D A (2016) Organizational Learning: A theory of action perspective, Addison Wesley, Reading, MA

Armstrong M (2017) A Handbook of Personnel Management Practice, 6th edn, Kogan Page, London

Armstrong, M and Baron, A (2008) Performance Management: The new realities, IPD, London

Boxall, P F (2012) Strategic HRM: a beginning, a new theoretical direction, Human Resource Management Journal, 2(3)

Carter, A, Hirsh, W and Aston, J (2010) Resourcing the Training and Development Function, Report No 390, Institute of Employment Studies, Brighton

Digman, L A (2009) Strategic Management – Concepts, Decisions, Cases, Irwin, Georgetown, Ontario

Dyer, L and Holder, G W (2015) Strategic human resource management and planning, in L Dyer (ed) Human Resource management: Evolving roles and responsibilities, Bureau of National Affairs, Washington, DC

Sources and Approaches of Recruitment -Global Scenario

International staffing has been consisted with the recruitment & the selection is dealing with some ‘critical issues which are faced via multinational corporations related with employment at home as well as host with third country based nationals with filling the key positions within headquarters as well as subsidiary type operations (Buhler, 2002). Via this international staffing, such multinational corporations are coordinating and controlling the globalized operations. Similarly, international staffing would effect on the performance in main subsidiaries with the multinational corporations collectively. (Buhler, 2002) 

Here, the approaches or the sources of recruitment under the global scenario are categorized under basic four international approaches, referred as the ethnocentric as well as polycentric and geocentric along with regiocentric (Heenan, 2002). Here, ethnocentric approach would fill whole key positions within subsidiaries in abroad through the parent-country based nationals meanwhile overall polycentric approach would do with the host country based nationals.  Further, geocentric approach would utilize the available best people over the senior positions without concerning about the nationalities. Then, the regiocentric approach would select the best available people within specific region only. (Scott & Bohlander, 2012)

These approaches have both advantages as well as the disadvantages (Harzing 2009). When it comes to concern about the advantages within ethnocentric approach can be recognized as effective communication as well as ease of controlling with transferring the knowledge etc. but, it limits overall development opportunities to the host country nationals which may effect on morale as well as long-term oriented cause repatriation issues. Furthermore, expatriates would encounter several difficulties with adapting towards such host working based contexts, where usage of such expatriates would normally become as more expensive with comparing Host country nationals. (Ronald & Sims, 2002)

Under the polycentric approach, it would result for coordination as well as control issues. Here, geocentric approach would enable those multinational corporations with developing an effective globalized management team which enhances overall subsidiary’s based learning as well as innovation potential with the performance through facilitating overall process of knowledge integration properly (Ronald & Sims, 2002) But, this involves higher level of costs for training as well as relocation, along with the increased difficulties to obtain work permits within the main host countries. Furthermore, regiocentric approach would make this easier to the international managers with transferring and however, this limits career paths under particular region with having the potential with leading to federalism under regional base (Dowling, 2008).  Hence, multinational corporations would adopt various approaches of international staffing which are determined via host-contextual facts as well as firm-specific facts. As an instance, Australian as well as German multinational corporations are tending to employ most of host country national managers within their own Chinese based subsidiaries (Hutchings 2010), meanwhile Chinese based multinational corporations are tending to use most of expatriates within their overseas based operations (Edwards 2004).

Here, effective recruitment as well as selection would contribute significantly for overall expatriate performance (Durai, 2010). Past research showed that majority of multinational corporations recruited expatriates as internally (Lang 2009) while considering some selection criteria such as job expertise as well as technical competence with the personal traits as well as interpersonal abilities and the cultural openness along with the ability with adjusting to newer contexts and the family issues (Templer 2010) along with past global working experiences (Wright 2002). Such criteria would regard as critical for expatriate performance within global assignments where its consideration would depend upon the reasons to utilize such expatriates (Scott & Bohlander, 2012)

As per Shen (2005) it can be seen three main approaches to recruit host country nationals referred as home-based as well as host-based with the integrative approaches. As per Shen, multinational corporations which adapt to approach of home-based would export their main home operation’s based recruitment process with the selection criteria towards the overseas based subsidiaries. Then, the approach of host-based would localize such recruitment as well as selection within host country nationals. Multinational corporations which are adopting to the integrative approach would seek for the practices of recruitment & the selection which best fit with the internal as well as external contexts. (Ronald & Sims, 2002)

For instances, in Korea, most of the companies are adopting to ‘open recruitment’ which refers for hiring mainly university graduates from the universities (Ronald & Sims, 2002), In China, its recruitment channels have become as diverse, consisted with job fair as well as job center with the employment agency as well as headhunter and the online recruitment along with the advertisements through media as well as word of mouth (Gao 2010). Further, large scale firms as well as foreign-invested type of enterprises are tending to rely highly on job fairs at universities where the headhunters for recruiting higher-calibre workers (Chen 2006). Whole employees should sign for the labour contracts which last within five years of period (Warner 2010). In here, Political attitude considered as highly important for the state-owned type of enterprises (Leung 2010), where private enterprises have given the importance for the education as well as skills with the experience along with the performance (Shen 2010). Moreover, Korean multinational corporations are focusing heavily over the English fluency with choosing the expatriates as well (Scott & Bohlander, 2012).

Reference

Armstrong, M, (2006), A Handbook of Human Resource Management Practice. 10th ed. London: Kogan Page Publisher.
Buhler, P.L.U, (2002), Human Resources Management: All the Information You Need to Manage Your Staff and Meet Your Business Objectives. 4th ed. Lincoln: Adams Media Publisher.
Barney E, Heinz S., K, (2008), Human Resource Management: Theory & Practice. 3rd ed. Cape Town: Juta and Company Ltd Publisher.
Durai, P.K, (2010), Human Resource Management. 2nd ed. India: Pearson Education India.
Jerry R. Baker, Madeleine S. Doran, F, (2007), Human Resource Management: A Problem-solving Approach. 2nd ed. Plymouth: R&L Education Publisher.
Nelarine , C, (2002) Human Resource Management: A Managerial Perspective. 2nd ed. Norwich: Cengage Learning EMEA Publisher.
Ronald R. Sims, J, (2007), Human Resource Management: Contemporary Issues, Challenges, and Opportunities. 2nd ed. United States: Information Age Publisher.
Ronald R. Sims, T.K, (2002), Organizational Success through Effective Human Resources Management. 2nd ed. London: Greenwood Publishing Group
Rao, V.S.P, (2007) Human Resources Management: Text and Cases. 2nd ed. India: Excel Books India.
Sengupta, N.L, (2007) International Human Resource Management. 2nd ed. Bangalore: Excel Books India.
Scott S., Bohlander, G, (2012), Managing Human Resources. 1st ed. Australia: Cengage Learning.
Stephen J. Perkins, Susan M. Shortland, D, (2006), Stephen J. Perkins, Susan M. Shortland. 2nd ed. London: Strategic International Human Resource Management

Recruitment and Selection in HRM: Example drawn from HNB

As per Windolf (1986), overall selection of specific recruitment strategy via an organization would be specific towards resources exist within that organization as well as its environmental dynamics. As per Wright (2007), it should answer for five main questions with developing an effective strategy of recruitment for pursuing its overall survival as well as the success such as “Whom to be recruited? And “Where to be recruited?” as well as “What kind of recruitment sources to be used?” and “When to be recruited?” as well as “What kind of message to be communicated?” (Subbarao, 2006)

Here, Recruitment can be defined as the process to generate a proper pool of eligible candidates who would be applying to the firm for its employment (Gold, 2007). It suggests that those applicants who have experience as well as qualifications closely relate with the job specifications would eventually be chosen. As per Armstrong (2006), the main objective here is to obtain, with minimum cost, correct as well as qualified candidates for satisfying the organizational needs. Hence, the firm attracts candidates through identifying as well as evaluating with using appropriate applicants. (Sarkar & Kumar, 2007)

As per Eze (2002), overall recruitment can be seen as a process to find and attempt with attracting job candidates with suitably qualification while filling vacancies effectively with an aim of encouraging them for applying to the vacant position. As per Costello (2006), the recruitment can be seen as set of structured activities as well as processes which are used with legally obtaining adequate qualified applicants to the right place & the right time while enabling them to select with optimum interest. (Sarkar & Kumar, 2007)

Here, it can be seen internal sources of the recruitment which is referring to recruit such employees through the organization while giving the initial consideration to the current employees. This would be important since it may provide opportunities on career development as well as utilization of prevailing human resources within the entity. As per Armstrong (2000), first consideration must give for the internal candidates by an entity with an equal opportunity for the internal candidates to the vacancies than the external candidates

Further, external sources related with recruitment are referring to attract suitable applicants via outside a specific organization for filling the vacant positions. Here, the organizations must fully assess existing positions which require filling and selecting suitable recruiting methods which give best results. These sources consisted with advertisement as well as e-recruitment with the employment agencies as well as labour office and education as well as training centers etc. (Sarkar & Kumar, 2007)

As per Mondy (2010), selection can be defined as “the process to select through group of given applicants who are best suited to the specific position within the firm” whereas overall process of recruitment process would be aligned with encouraging the individuals for seeking employment within the firm.  However, the attraction of huge applicant base would not be the issue, but recruitment of the correct applicants would become as the main concern in the middle of employers within the firm (Subbarao, 2006). Along with oversupply of such unskilled type of applicants (Bussin, 2011), it is possible to assume that whole employers must be highly careful before choosing the applicants. Here, employer decisions on employee selection would be central towards the organizational operations where its outcomes would matter on whole individuals as well as organizations with the society ultimately.

For an example, it can be illustrated the the recruitment & selection process at Virtusa Corporation as a kind of prominent name within whole IT sector in Sri Lanka as below;

Furthermore, here, the Managers who would be involved within the process of hiring employees require understanding the skills as well as abilities which may require within specific job while determining which candidates would have such required capabilities. Here, Interviews as well as reference checks and the tests with the applications as well as résumés would support to identify differences in the middle of those candidates. Further, managers could make their own decisions on selection through the fuller awareness about the strengths as well as weaknesses of those applicants (Subbarao, 2006)

Here, the organizations under the whole selection process would use methods like application forms as well as interviews and the formal tests with references as well as assessment centers along with official transcripts etc. hence, the firm requires choosing a method which would be most appropriate for all job positions. Organizational HR experts would normally drive overall staffing process with having a purpose on staffing to fulfill main requirements within the business with the skill levels which are presented via each newer recruit would likely to judge better when line managers would be involved within whole recruitment as well as selection process. Under the overall implementation of business strategy, the main involvement from the line managers within whole staffing process which comprises with drafting such job descriptions as well as setting criteria while being in recruitment panel would be vital to ensure the recruitment & selection with meeting overall business needs. Hence, line managers would become as the owner of such process of recruitment & selection where HR is playing a kind of facilitator based role here.

The business needs of HNB are published on the Bank's website, vacancy websites and on the website and in the Bulletin of the Croatian Labor Service. Potential candidates can express their interest in working at the Bank by submitting an application based on the relevant advertisement. When applying, candidates are also asked to submit the following documents: proof of the completed education level, transcript of records and grade point average, letters of recommendation and other documents relevant to the application. During the selection process, candidates are generally contacted by e-mail and, if necessary, by post or telephone.

The candidate selection process consists of professional knowledge and knowledge of English, psychological assessment and a professional interview. Candidates who have previously participated in a selection process at the Bank will be informed in the invitation of the activities they must undertake with regard to the advertised position for which they have applied. As soon as the selected candidate accepts the offer to enter into an employment contract, all other candidates will receive an email thanking them for applying for the advertised position.

HNB mostly consider on internal recruitment. If a number of people apply for a position internally, you may need to be careful. If you choose a particular candidate for the position, other rejected candidates may feel discouraged, lose motivation, and feel that their hard work is not recognized. The result? Unemployed employees and falling productivity. And research shows us that companies with low employee involvement experience 18% lower productivity and 16% lower profitability.

Both internal and external recruitment have their advantages and disadvantages, so simply declaring a winner between internal and external recruitment would be unfair.

References

Anyim, F. C., Ekwoaba, J. O. (2012). The role of human resource planning in recruitment and selection process. British Journal of Humanities and Social Sciences, 6(2), 6
Armstrong, M., (2000). A Handbook of Human Resource Management Practice. 10th ed. Great Britain: Cambridge University.
Bacon, N., Ackers, P., Coates, D (2012), it’s a small world: managing human resources in small businesses. The International Journal of Human Resource Management, Vol. 7, No. 2
Breaugh, J., & Starke, M., (2000), Research on employee recruitment: so many studies, so many remaining questions. Journal of Management, Vol. 26. No. 3, pp. 4
Gold S .R. (2007). Recruitment and selection practices in SMEs: Empirical evidence from a developing country perspective. Advances in Management, 3(2), 5
Sarkar, A., Kumar, S. (2007). Effective recruitment and selection: An approach towards model building. HRM Review, 7 (7), 1
Subbarao, P. (2006). Essentials of human resource management and industrial relation. Mumbai: Himalaya Publications.

Recruitment & Selection Methods: The unique approaches that are employed at MNCs

Due to the increased globalization as well as the competitive pressures, overall recognition on the human resources has become as potential source related with competitive advantage as well as dynamic workforce demographics along with attraction of skillful talents which becomes as a kind of high concern paid by the top management within the firms.  At present, attracting huge base of applicants would not become as big issue, however, recruiting correct applicants would become as the primary concern within most of employers. Several recent studies about the personnel selection (Agarwal & Thite, 2013) acknowledged key trends with the developments within recruitment as well as selection techniques with its reasons during the recent years such as improved level of decision making based acceptance within the selection systems as well as higher usage of available information technology within traditional type of recruitment techniques etc.

Recruitment can be defined as a kind of procedure to develop skilled candidates who are capable of applying for the organizational employment. This represents core staffing activity which provides a kind of significant resource of human capital towards the firm and therefore, it requires proficiently planning and conducting for the firms to accomplish the success (Judge, 2005). It has recognized various recruitment techniques either formal or else informal (Rioux & Bernthal, 2014) where formal type of recruitment practices considered as newspaper based advertisements as well as job centres, with the employment agencies etc (Taylor, 2009). As per Wanous (2000), such informal type recruitment methods resulted with getting higher quality as well as highly committed workers with comparing to formal methods.

Then, selection can be defined as process to gather information with an aim of overall evaluating as well as deciding who must be employed within specific jobs (Welch, 2004). Such selection techniques are related with more traditional type methods such as interviews as well as application forms with the references along with some sophisticated techniques such as aptitude tests as well as assessment centres with the work samples as well as psychological testing etc. (Rioux & Bernthal, 2014)

At present, boundaries in the middle of nations became as melted where multinational firms become necessity on overall development. The researchers require understanding about the way that HR practices would transform in the midst of different nations. Through adopting with globalized selection practices, here, multinational organizations would be presented several types of obstacles under the legal requirements as well as cultural values within given country while ignoring them may lead for breaking down whole system (Hemingway, 2003). Hence, multinational firm requires understanding what type of recruitment as well as selection practices would be successful within specific country where entity wishes for entering. (Agarwal & Thite, 2013)

Within present dynamic labour market, the firms face greater level of competition with chasing their desired type of employees. A kind of survey from 33,000 of employers across 23 countries revealed that about 40% from employers would find as highly difficult with finding and hiring such desired talents (Manpower Inc., 2006). Through having significant base of employees who would be knowledgeable or else skilled within specific technology would definitely constitute proper potential source to gain more competitive advantages towards the organization (Agarwal & Thite, 2013) Due to that reason, more domestic as well as global organizations design their overall hiring systems as the manner to enable them with acquiring the best employee whose existing knowledge is possible to use towards the competitive edge. (Zottoli & Wanous, 2000)

For an example, it can be taken Unilever MNC which was created in the year 1930 by Liver brothers and it is following a process of recruitment with five main steps such as initially, assessing the employees and planning and then, announcing the vacancy circulation and after that, they got the application and then, analyze those application and finally, they are calling for the eligible applicants under the explained structured process for the employee selection as follows; (Rioux & Bernthal, 2014)

As per Schuler (2002), staffing would be the most prominent type of IHRM practice which multinational companies used with helping co-ordinate as well as control own far-flung type globalized operations. Through significant increment of such multinational companies across the whole world, this becomes as imperative to the HR practitioners for getting thorough understanding about local type of staffing practices as the way to implement those staffing practices successfully. (Zottoli & Wanous, 2000)

It can be found considerable variations in the middle of recruitment as well as selection methods across nationalized borders. Several research studies have supported culturally based divergence view from HRM under recruitment as well as selection practices attached with various cultures across various nations (Zottoli & Wanous, 2000). Through reviewing about 13 surveys about the selection techniques which have applied within European organizations, Levy (2004) found that overall interviews as well as application blanks used within whole countries, however, graphology would be used only within France. Further, written references would not use within France where it has concluded that such situational tests as well as assessment centers would be applied highly across UK as well as Germany with Netherlands while comparing with France as well as Belgium.

As per Dean (2002), more work based sample tests would be hardly used within United States where Germany also using generalized mental ability tests more (Rioux & Bernthal, 2014). Within Australia, about 35% of firms are seldom using situation based interviews (Milia, 2004). As per Lockyer (1999) Scottish firms are not using assessment center like selection practice where Taiwanese firms reported as mostly use such employee based referrals among family members as well as relatives and close friendships.

References
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