CHALLENGES FACED BY ORGANIZATIONS DURING RECRUITMENT AND SELECTION PROCESS
Recruitment and selection is a pivotal process with
regards to the sustainability of an organization. In the long run, if an
organization is not capable of having a well-oiled process, they run the risk
of employing the wrong candidates for the positions.(Rozario, Venkatraman
and Abbas, 2019)
Organizations face many challenges in achieving this due to various external
and internal issues and it is important that these issues are dealt with
incremental developmental goals (Baron, Musthafa and
Agustina, 2018).
According to (Rozario, Venkatraman
and Abbas, 2019),
improving the selection process by training the interviewers, building
recruitment strategies to increase the predictability of the right applicant,
applicants trying to fake their personalities and resumes to get selected in
the interview process are some of the key challenges faced by organizations. Another
major challenge faced by organizations is the competition to recruit good
talent. Smaller organizations are less visible to job seekers while larger and
richer organizations have added advantages of having the capital to be more
attractive to candidates. (Breaugh, 2019) Smaller organizations can overcome
this by using various different recruitment methods such as campus recruitment (Kanu, 2015). For example in Sri Lanka, Cinnamon Air has to
compete with a much larger company; Sri Lankan Airlines, when it comes to
recruitment. Candidates choose larger airlines in the hopes of receiving better
salaries and benefits and tend to overlook smaller airlines. Hence smaller
airlines need to innovate recruitment techniques to portray a competitive
recruitment process.
Another challenge faced by organizations is the
inability have their own HRM department. HRM is costly and the paucity of
finance results in this inability, thus creating room for below par recruitment
methods and candidates. (Kanu, 2015) Organizations must find ways to work around financial
liabilities to support the HRM processes rather than having their own HRM
structure. A good strategy according to (Sims, 2002), is every manager is a HRM manager. This way each
individual manager must manage its own HRM issues and development goals rather
than having its own HRM department, which in turn saves significant amounts of
money.
Another common challenge faced during this process is
collusion and nepotism. According to (Baron, Musthafa and
Agustina, 2018)
This can take many forms, the most common of which occurs when the owners of a
company, or those with the most influence, interfere in the recruitment
process, to gain a benefit for themselves. Irrespective of size, type or form
of organization, nepotism has a negative impact on the organization as it
greatly limits the acquisition of the best talent required for the job (Arasli and Tumer,
2008).
Although nepotism promotes greater negativity within an organization, when it
comes to small businesses, it also has its positive sides. Having family and
known people around you can improve productivity in family owned businesses as
it promotes friendly and family type culture. (Momand, 2021)
It is evident that a fair and unbiased recruitment and
selection process is required for an organization to grow, prosper and to be
productive in the long run (Argue, 2015). Taking into consideration the various challenges
faced by organizations during recruitment and selection, it is of utmost
importance that organizations and their HRM departments act swiftly to overcome
these challenges and make sure that the right candidate for the job is selected
and retained in the long run (Argue, 2015).
Video 1 below; Susan Bor, SVP Talent
Acquisition of SAP, paints a picture of the company's transformational talent
acquisition journey, shares key challenges, and the approach to ensure the
people and organizational strategy is delivered.
Video 1: Key Challenges and how to overcome them.
SOURCE: (LinkedIn Talent Solutions, 2013)
List of References.
- Arasli, H. and Tumer, M. (2008) ‘Nepotism, favoritism and cronyism: A study of their effects on job stress and job satisfaction in the banking industry of North Cyprus’, Social Behavior and Personality, 36(9), pp. 1237–1250. doi: 10.2224/sbp.2008.36.9.1237.
- Argue, M. (2015) ‘The Importance of the Strategic Recruitment and Selection Process on Meeting an Organisations Objectives ’. Mary Argue Master of Business Administration General Management Dublin Business School May 2015’, Master of Business Administration General Management Dublin Business School, (May), pp. 1–80. Available at: https://esource.dbs.ie/bitstream/handle/10788/2873/mba_argue_m_2015.pdf?sequence=1.
- Baron, I. S., Musthafa, M. and Agustina, H. (2018) ‘The Challenges of Recruitment and Selection Systems in Indonesia’, GATR Journal of Management and Marketing Review, 3(4), pp. 185–192. doi: 10.35609/jmmr.2018.3.4(2).
- Kanu, A. M. (2015) ‘How Do Recruitment and Selection Practices Impact Small and Medium Enterprises Performance in the Construction Industry in Sierra Leone ?’, Journal of Economics and Sustainable Development, 6(5), pp. 253–270.
- LinkedIn Talent
Solutions (2013). SAP Overcomes Mission Critical Talent Acquisition Challenges |Talent Connect Australia.
Available at: https://www.youtube.com/watch?v=QuHacZoLfVA (Accessed: 14 August
2021).
- Momand, A. (2021) ‘A Systematic Literature Review on the Role of Nepotism in Talent Acquisition’, Kardan Journal of Economics and Manangement Sciences, 3(4), pp. 18–40. doi: 10.31841/kjems.2021.15.
- Ronald, R. Sims. (2002). Organizational success
through effective human resources management Choice Reviews Online. doi: 10.5860/choice.40-0400.
- Rozario, S. D., Venkatraman, S. and Abbas, A. (2019) ‘Challenges in Recruitment and Selection Process: An Empirical Study’, Challenges, 10(2), p. 35. doi: 10.3390/challe10020035.
According to Armstrong and Taylor (2014) recruitment incurs a high cost. Since advertising is done in order to have a greater pool of applicants from which to select and that it is a company policy in many organizations to advertise for vacant posts, bearing the cost of advertising alone is considered a major challenge for organizations. Advertising in print media such as newspapers and journals is quite expensive. (Zinyemba 2014)
ReplyDeleteCan't agree with you more on this one Shanil. Recruitment is a costly affair in any demographic. It is the skill of organizational HRM to make sure that recruitment methods justify the means at the end when a highly productive individual or individuals are recruited that help organizations achieve goals. (Argue, 2015)
Deleteyes.During recruitment, the sampling process can suffer from associated problems of non-response and the resultant selection bias. The proportion of eligible participants who agree to enter the study (the response rate) influences the validity of the inference that the sample represents the population of interest (Woods et al, 2000; Hulley et al, 2001). People who are difficult to reach and those who refuse to participate once they have been contacted tend to be different from people who do not enrol. A summary of participant characteristics often associated with poor response is provided
ReplyDeleteIndeed. "The striking resemblance between planning an applicant attraction strategy and planning a marketing strategy suggests that the applicant attraction planning process can benefit from a marketing orientation, particularly as changes in the workforce create increasing competition for
ReplyDeletequalified applicants."( Martin and Franz, 1994, p. 49)
Agreed. Further, Silzer et al (2010) described that the main objective of successful talent strategies is to create both a case as well as a blueprint for developing the talent strategies within a dynamic and highly intensive economy wherein acquisition, deployment and preservation of human capital-talent that matter, shapes the competitive advantages and success of many companies.
ReplyDeleteAgree with your idea illustrates as “Smaller organizations are less visible to job seekers while larger and richer organizations have added advantages of having the capital to be more attractive to candidates”. According to Sharma (2014, p8), “The customer brand and employer brand compete in two different markets, one for products and services, the other for talent and commitment”. Employer brand is extremely important for recruiting good talent in organizations. Attracting right employees and develop them, leads to build the customer brand in a successful business and vice versa. An organization which has a very good customer brand, attracts the best talent in the market (Bouchikhi and Kimberly, 2008).
ReplyDeleteYes, in addition to your points, if the image of a organization is obviously to be low (due to factors like operating in a falling industry, poor quality manufacture, gaining a bad name because of environmental pollution, nepotism, insider business allegations against promoters etc.), the probability of attracting a big number of qualified applicants is dropped (Sisay, 2011).
ReplyDeleteThe talent shortage is the No. 1 hiring challenge today. A study by the National Federation of Independent Business has found that 87% of HR professionals reported “few or no qualified applicants" for the positions they were trying to fill. Unfortunately, this problem will only get worse. According to the McKinsey Global Institute study, in 2020 companies in Europe and North America will need 16 to 18 million more educated employees that are going to be available (Zojceska, 2019).
ReplyDelete