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This section deals with the main issues underlying the whole recruitment process as follows:
Who deals with recruitment?
In most organisations there are a number of people who become involved in the recruitment process, from the initial stages when a vacancy arises, through the administrative process of arranging advertisements, job packs and interviews, to the decisions about shortlisting and selecting the final candidate.
All or some of these tasks can be undertaken by line managers or by a specialist HR team either employed directly by the authority or outsourced to an external organisation. Roles and responsibilities may also vary depending on the job being advertised.
Line managers will usually be involved in the selection process but may also undertake all or parts of the recruitment process, such as organising placement of the advertisement and inviting prospective candidates to interview. Line managers will be the most familiar with the job's requirements and therefore be in a good position to ensure that the advertisement is appropriate. In addition, depending on the manager, they may feel happier about the process if they have had direct involvement with it.
Alternatively, the Human Resources (HR) function may undertake the recruitment process. The service could be provided by:
A directorate-based HR team may have a greater understanding of the requirements of the job, particularly if it is of a specialist nature, specific to that directorate. However, there may be concerns regarding consistency of practice across the authority unless clear standards are in place, and this may not help to promote the authority's employer brand. In addition there may be duplication of tasks between different directorates and confusion for potential candidates, particularly if there are different contact points for different jobs.
A corporate HR team may help to ensure consistency, provide a central point for enquiries and achieve some economies of scale.
A specialist recruitment team within the organisation can provide economies of scale, particularly for larger organisations. This will ensure consistency, a central contact for potential candidates and centralised promotion of the employer brand.
Points to consider:
When deciding who should carry out recruitment, the organisation should make sure that:
Systems are set up for record-keeping which:
The recruitment process can be contracted out partly or wholly to an external organisation. This outsourcing may be for a specific vacancy, such as the use of a recruitment agency to recruit for a senior level post, or for all vacancies. Different parts of the recruitment process may be outsourced; for example using a recruitment advertising agency to proof read and place job advertisements.
Benefits may arise from outsourcing because of economies of scale, particularly where the agency has invested heavily in technology. This may mean that the agency can provide a quicker, better and even cheaper service than the authority can provide itself. Improved service levels may also result from the service level agreement agreed between the authority and the agency.
When outsourcing it is important that line managers remain sufficiently involved in the recruitment process because of their understanding of a vacancy's requirements. It is also important for the authority to set clear roles, responsibilities and standards to ensure that they retain some control over the process. The authority needs to be satisfied that the agency is able to comply with anti-discrimination legislation and is experienced in promoting equal opportunities.
Human resource management information systems (HRMIS) in recruitment and selection
Depending on the software provided, HRMIS can help at every step of the recruitment and selection process such as:
The use of a HRMIS during the recruitment and selection process can speed up the process and free resources. For example, depending on the type of package used, it may be possible to enter a candidate's details once and this information can then be used to generate all other documentation and information. If the use of a HRMIS is linked to Internet recruitment and applications, the process may be streamlined still further.
The implementation of a HRMIS can be costly, both in terms of purchasing the software but also in training staff to operate the new system. There may also be concerns from staff regarding their future roles as many of the traditional administrative functions may be reduced.