External recruitment methods
Organisations often use external recruitment approaches to attract suitable candidates to fill in a vacant job vacancy. External recruitment refers to the process of assessing several candidates from outside the organisation for their skills and qualifications to fill in positions in the company. There are various methods used in external recruitment processes and include among them, professional contracts, educational liaison, external agencies, and printed media. Each technique used possesses its advantages and limitations.
Printed sources
Printed sources are one of the commonly used methods of external recruitment. The approach involves utilisation of magazines, trade and professional journals, local newspapers, and national newspapers to attract new applicants to the available job vacancy (Session 5, 2018, p. 24). The approach has various advantages. First, printed sources reach a wide range of the audience, thus directly accessible to potential candidates possessing the required competencies and specifications for the job. Secondly, published sources enable the organisation to incur minimum training costs because they outline the required qualifications. Finally, the sources will attract new personnel with unique skills and idea that will positively impact the organisation (Carbery and Cross, 2013, p. 29). There are also various disadvantages associated with printed sources. Foremost, the organisation incurs high costs during placement of job advertisements in media outlets such as magazines. Also, candidates received through the process are unknown to the organisation. Thus they may turn out to be unfit for the job position (Carbery and Cross, 2013, p. 32).
External agencies
The second method of external recruitment is the use of external agencies. Examples of these agencies include recruitment consultants, head-hunters agencies, and job centres (Session 5, 2018, p. 24). Using employment agencies is advantageous because, first, the organisation can take employees for a defined set of time. Secondly, the enterprise can assess the candidate's fitness for the job post before permanent admission to the vacant position. Thirdly, some agencies specialise in specific areas of employment. Thus, an organisation can have access to a selection of well-equipped candidates. Ultimately, the organisation faces minimal administration tasks because the recruitment agency accomplishes many of these undertakings. The limitations of using the above approach are that employees on a temporary basis have individual rights. Also, the organisation must pay the external agency a fee, which is a defined proportion of the employee's annual income for the enterprise to permanently employ the acquired employees. Thirdly, the employees may need to deal directly with the hiring organisation. Finally, less reputable external agencies may provide candidates that do not satisfy the employee's requirements with the aim of acquiring fee charges in the process (Carbery and Cross, 2013, p. 29).
Education liaison
Education liaison is the third method of external recruitment. Examples of education liaison include student societies, career advisors, college tutors, careers fair, and career services (Session 5, 2018, p. 24). There are several merits of using the above approach. First, the company can create awareness among the public regarding its functions and role in the society. Secondly, the organisation can demonstrate its brand. Thirdly, events such as career fairs are the best ways of meeting new people suitable for the roles that need filling. Therefore, it becomes a cost-effective approach especially when various vacant positions require occupation within the company (Carbery and Cross, 2013, p. 30). There are also many limitations coupled with the education liaison approach. First, the organisation does not have the chance of sifting the required candidates. Secondly, many organisations compete for potential candidates during educational fairs. Thirdly, the approach may be cost-ineffective where the organisation has limited vacancies (Carbery and Cross, 2013, p. 32). Therefore, education fairs provide essential ground for potential employees and employers.
The 'Classic Trio' method
The 'Classic Trio' method constitutes traditional approaches utilised by organisations in the selection of employees. The trio includes application forms, interviews, and references. Many organisations still apply the above methods despite the presence of objective and predictive contemporary approaches (Session 6, 2018, p. 8). The primary reason for their continued adoption, the 'Classic Trio' approaches are the least expensive and straightforward (Session 6, 2018, p. 9). However, each of the three aspects of the trio constitutes their benefits and drawbacks.
Application forms
Organisations prepare and disseminate application forms that will enable interested candidates to available positions. The applicants formulate a curriculum vitae that outlines all the aspects relevant to the position they seek and fill in the information needed by the organisation into the application forms (Quinn, 2014, p. 19). The first advantage of using application forms in employee selection is that the employers can select candidates based on the information deemed beneficial to the organisation thus selecting applicants exhibiting substantial potential. Secondly, application forms attract applicants from diverse pools of specialisation (Quinn, 2014, p. 20). Thirdly, submitted forms enable the organisation to make a shortlist of candidates for an interview. Consequently, the organisation can keep unsuccessful applications for future considerations (Session 6, 2018, p. 10). The limitations of using application forms are that candidates may incorporate irrelevant information in the documents. Also, the application forms present employers to a subjective bias when presented with well-articulated application information (Session 6, 2018, p. 11). Furthermore, the requirements in the form are restrictive and may deny potential candidates a chance (Quinn, 2014, p. 21).
Interviews
The interview is the second aspect of the 'Classic Trio'. The employees assess the application forms submitted by the candidates and shortlist a defined number who acquire invitations to the interview (Quinn, 2014, p. 21). There are various benefits of utilising interviews in employee selection. First, interviews are successful approaches to acquiring the candidate's credentials once they achieve the selection criteria and predictor elements (Session 6, 2018, p. 13). Secondly, the costs incurred in the process are minimal. Thirdly, the employer and the candidate can negotiate on terms such as training provisions and start dates. Finally, employers can assess the qualities such as confidence, ability to handle situations, and presentation abilities during the face-to-face approach of the interview. Interviews also face limitations such as significant consequences of applying the wrong or poor interviewing techniques. Secondly, interviewers are often likely to be subjective rather than objective (Quinn, 2014, p. 22). The employers' tendency to depend on their intrinsic overviews of the candidate when making hiring decisions illustrates the point above. Thirdly, interviewers require training to ensure that the organisation selects the best candidate. Also, the interviewers can have limited recall of the information provided by every candidate due to the inadequacy in note-taking (Session 6, 2018, p. 14).
Employment Reference
Employment reference is another form of traditional employee selection portray the applicant’s past experiences, their roles and responsibilities, positions held in their previous employment, and the reasons for quitting their former occupation (Quinn, 2014, p. 23). The benefit of using references is that the approach constitutes the aspects of high practicability, low-cost intensity, and high generality. Secondly, the organisation can garner an understanding of the candidate’s employment history, thus protecting it from rogue applicants. Thirdly, the enterprise can conduct a factual check on the candidate using referees’ information (Quinn, 2014, p. 24). References are also crucial because the organisation can link the employee to the criminal records bureau and have complete background information on the applicant that will influence the hiring decisions. Finally, the hiring entity can conduct a character check based on the opinions of previous employers (Session 6, 2018, p. 32). The use of references in employee selection is also known to be unreliable, thus posing significant consequences to the organisation should they choose to utilise the approach in selecting job candidates. Most referees possess reluctance to provide poor ratings on the employee’s performance. Also, referees can stress on different aspects of the employee that are irrelevant or non-important to the criteria required for employing the candidate to the new position. Finally, references tend to be subjectively biased, thus, rendering the approach unsuitable (Quinn, 2014, p. 25).
Induction
Induction is the first crucial step for every new employee in an organisation, or an existing staff assuming a new role or a new department position within the organisation. Induction is characterised as being a structured and a systematic process that allows the organisation to introduce an employee to the organisation in a practical and quick approach (Scheckle, 2014, p. 77). Analysis, recruitment, and selection processes precede induction in the organisational entry model. Both part-time and full-time staff members of the organisation need an introduction. Furthermore, transferred staff, promoted individuals, contractors, and temporary staff also require the orientation process to ensure that they work according to the organisational guidelines and process foundations (Session 8, 2018, p. 12).
The induction process includes familiarising the employee to many aspects of the organisation including their primary and secondary roles and responsibilities. Induction reveals information on the organisational culture which attributes to the employee and organisation expectations; and health and safety precautions when working within the premises of the institution (Scheckle, 2014, p. 77). Also, induction acquaints the employee to the organisation’s objectives and goals, the mission, vision, core values, services offered, the history of its establishment and progression to the present, and vital issues affecting the operations of the enterprise. Every organisation constitutes policies that guide its daily activities; therefore, through induction, new employees become acquainted with these policies and the consequences of disregarding them (Scheckle, 2014, p. 78). Finally, induction orients the staff to the physical and organisational orientation by describing the facility’s outlay and teamwork organisations within the entity respectively (Session 8, 2018, p. 10).
Induction plays a crucial role in every organisation. Employees understand their moral obligation to the organisation and their contributions to achieving defined company goals. The introduction is the initial step towards gaining the employees’ commitment and subsequent performance outcomes. The process ascertains that the employees can fully understand their tasks, the location of achieving such instruments, and personnel to seek clarification from should they need further assistance when performing their roles (Scheckle, 2014, p. 78). Exposure to a new work environment may have a psychological effect on the new employee. Thus, induction enables the new stuff to make necessary adjustments within a short time. Job performance is crucial for the success of the organisation; therefore, the orientation of new staff is essential for disseminating vital information necessary for developing knowledge and skills to perform different tasks effectively (Session 8, 2018, p. 13).
Through training, the organisation incurs some benefits. The process reduces costs and labour turnover. Lack of orientation may have consequences on a value such as the need for correcting errors made or extra supervision to ensure satisfactory performance of all tasks. Other costs include temporary replacement and new recruitments. Proper induction ensures that the organisation maintains a positive employment record, which will promote interests of future applicants (Session 8, 2018, p. 14). Consequently, the entity preserves its reputation by ensuring adequate acquaintance of new staff to their roles and their significance in the position they hold. Finally, through induction, the organisation promotes the morale of the staff members and proper utilisation of time resources (Scheckle, 2014, p. 79).
For employees, induction has various benefits. The personnel can achieve their potential through a proper introduction into the operations of the organisation thus promote a positive attitude to their work (Scheckle, 2014, p. 80). Also, orientation fosters productivity of new staff because they understand their tasks. There is often an increase in the morale or motivation when the employees understand and become well-acquainted to their roles within an organisation. Other benefits to the employees are that induction accelerates the socialisation process and the learning curve which enables them to cope with the new environment. Finally, induction allows smooth integration of the employees into the organisational team formations (Session 8, 2018, p. 17). Notably, the employee handbook is a comprehensive document that outlines all the information regarding the organisation and bears substantial significance in the induction process. The organisation should effectively plan ensuring the information provided is relevant and straightforward also addresses appropriate expectations of the organisation from the employees to ensure a successful induction process (Scheckle, 2014, p. 81).
Employee retention
Employee retention is among the most significant factors within an organisation. The level of motivation of employees to continue working on the entity depends on the way the organisation upholds its responsibilities to the workforce. The psychological contract refers to the fundamental belief that relates to the mutual obligation existing between the employee and the employer (Session 9, 2018, p. 3). The contract can be stated and tangible, for instance, employers provide benefits and salary to the employee in exchange for labour, output and time. Also, the contract can be unstated and intangible, for example, the employee provides their effort, loyalty, and commitment to the job and in return, the employer maintains a positive work culture, environment, and pursues various opportunities (Weralupitiya and Yasodara, 2016, p. 15).
The psychological contract commences during the recruitment phase throughout the employment life to either resignation or retirement. Notably, such agreements emerge the moment both the employee and the employer establish new deals founded on the interests of both parties. The parties make statements when creating the new working relationship. For instance, the two parties may agree on what they are ready to offer to one another in the prospective relationship during interview sessions before the employer hires the employee to establish a new working affiliation (Weralupitiya and Yasodara, 2016, p. 16).
Psychological contract and employee retention have a significant relationship. The relationship exists because the employee and the employer have expectations from one another. The employees presume that the employers will treat them respectively, offer job security, allocate rewards equally, formulate policies that guarantee fairness, empathise with their difficulties, provide opportunities for career growth, and provide safe working conditions (Session 9, 2018, p. 6). On the other hand, employers expect that the employees respect customers, follow organisational standards, maintain harmonious working relationships, respect the leadership authority, keep loyalty and trust, focus on meeting corporate goals, and proper usage of facility’s resources (Session 9, 2018, p. 5). Therefore, the prospects existing between the two parties define psychological contact that both ends should uphold to promote a good working relationship.
The breach of psychological contract affects employee retention in various ways. Failure of the organisation to honour the commitment, disagreements emerge, and consequently, the employees disengage from the organisation. The consequences to the organisation include a decline in loyalty, workforce safety, performance, and productivity (Weralupitiya and Yasodara, 2016, p. 16). Psychological contract influences employee satisfaction and trust in the organisation, which has positive outcomes for the enterprise. In many organisations, managers focus on aspects that have the highest potential of causing employee turnover, that is, financial rewards and career opportunities. The organisation maintains lesser attention to factors that favour employee retention, such as work and personal life balance, the contents of the job, and the social atmosphere (Weralupitiya and Yasodara, 2016, p. 17).
Notably, all the above aspects form elements of a psychological contract that constitutes effective practices for employee retention. Research explains that a positive employment relationship induces the employees’ willingness to stay within the organisation, remain committed, and maintain a feeling of satisfaction. Failure to honour the above contract significantly reduces the employees’ willingness to contribute towards achieving organisational goals. Therefore, organisations should maintain a positive working relationship so that they can retain some of the competent and skilled employees (Weralupitiya and Yasodara, 2016, p. 18).
A psychological contract plays a primary and fundamental role in determining work behaviour which influences employee retention in an organisation. The contract characteristically defines the dynamics associated with the employment relationship between the hirer and the hired. Notably, it is the concept of a psychological contract that significantly influences the beliefs of employees in an organisation. Research shows that the use of financial rewards through remuneration solely does not promote retention. However, it is the bonding existing between the employer and the employee that is crucial in establishing a particular psychological contract that will consequently motivate the employees to remain working for the organisation (Weralupitiya and Yasodara, 2016, p. 19).
Training employees
Organizations ought to use an efficient methodology for training its employees to ensure that they acquire adequate knowledge to perform their roles effectively. The systematic training cycle is a methodology commonly used in the management of training programs in organisations. The primary characteristics of the process include orderliness and a logical flow of a training program. Also, the cycle determines what the employees should know and do in a task. Therefore, the regular training cycle ascertains that employees acquire adequate preparations and acquaintance with necessary attitudes, skills, and knowledge to perform their jobs (Sloman, 2017, p. 49).
Identification of training needs is the initial process of the systematic training cycle. Here, the target individuals required to embark on various roles within the organisation are assessed to identify a gap in skills, knowledge, and attitude they possess. Notably, the gap is identifiable from different dimensions, that is, the individual level, job level, and the organisational level (Session 12, 2018, p. 21). Training needs are identifiable through development centres, coaches, mentors, during the process of selection, from individuals, and at performance appraisals (Session 12, 2018, p. 22). Organisations primarily use profile comparison and problem-centred approaches in the analysis of training needs. The profile comparison approach links with development, taking a broader view of the gap and is advantageous for new entrants into the job position in the organisation (Sloman, 2017, p. 51). The problem-centred approach focuses on identifying needs emanating from performance problems while exploring whether these problems emerge because of deficiency in skills of personnel. Also, the method is crucial in the identification of needs in critical incidences (Session 12, 2018, p. 23). Therefore, before commencing on a training program, it is crucial to assess the needs to address in the process.
The next step after identification of needs or the gap is setting training objectives. The program goals should be specific, measurable, attainable, realistic, and time-bound (SMART) to ascertain the success of the endeavour (Sloman, 2017, p. 52). The goals must also link to the primary goals of the organisation and acquire support from the entity’s management. The objectives will clearly outline the various outcomes the training program ought to achieve at the end of the process. Cost considerations are also vital in determining the feasibility of embarking on the agenda. More so, the objectives of the training process should focus on developing competence, skills, and knowledge for the personnel (Session 12, 2018, p. 24). So, SMART objectives will facilitate an active training process which will promote better outcomes for the organisation.
The third stage of the systematic training cycle is planning or development. The planning process accomplishable off-the-job through eLearning, learning contracts, learning logs, self-development groups, action learning, peer relationships, mentoring, and coaching. Also, the stage can adopt an off-the-job approach which includes in-house and outdoor-type courses, talks, and educational courses (Session 12, 2018, p. 25). The use of eLearning demonstrates beneficial outcomes because of its cost-efficiency, ease of updating content, delivery consistency, the flexibility of the available material, and accessibility (Session 12, 2018, p. 27). However, during planning, the organisation should choose approaches that the employees are willing to use, accomplishable in a realistic way, ready to support, and flexible.
After planning, follows the implementation of the training program. In the above stage, the organisation makes various considerations including whether the training will be offered once or repeated differently to multiple groups, and the persons in charge of the training process (can be external consultants, human resource trainers, or line managers) (Session 12, 2018, p. 29). Notably, all the previous stages of the process culminating in the implementation phase. Here, the actual training of staff takes place in the organisation.
Evaluation of the training program is essential in ensuring that the process remains effective throughout. Notably, the company evaluates the means to assess the effectiveness of every stage of training. The evaluation assesses for the appropriateness of the chosen venue (catering, layout, and size), the structure of the training program or course disseminated, the availability of media components, and the allocation of different elements necessary for training (Session 12, 2018, p. 30). Evaluation of the entire approach primarily focuses on measuring the value of the training program about employee behaviour and performance, and company goals. Testing of skills and knowledge of the employees after training or consultations after the commencement of work finalises the evaluation process.
The final stage of the systematic training cycle is the analysis and review of the training program. Here, the organisation evaluates whether the training process has been instrumental in ensuring the employees acquire professional acquaintance to knowledge, skills, and attitudes crucial in working efficiently towards the achievement of organisational objectives (Sloman, 2017, p. 51). Furthermore, drawbacks identified are useful in the amendment of future programs to ensure efficiency. The review examines the cost-effectiveness of the completed training as well as determine whether it is doable in a shorter period in a simplistic approach. Therefore, analysis and evaluation are crucial in the analysis of the completed training to assess amendments that can make the process more effective in the future (Session 12, 2018, p. 31).
References
Carbery, R., Cross, C., 2013. Human Resource Management: A Concise Introduction. Macmillan International Higher Education.
Session 5, 2018. Session 5: Job analysis, Job description, and Person Specification; Recruitment Strategies; and Equality, Diversity " Inclusion.
Quinn, D., 2014. An evaluation of the recruitment and selection process employed by “Manufacturing Company X” and assessing whether a more advanced process or method of recruitment and selection may reduce staff turnover 82.
Scheckle, L.A., 2014. How Can the Induction Programme be Influenced and Improved? Mediterr. J. Soc. Sci. 5, 77.
Session 6, 2018. Session 6: Selection Strategies, Perception, and Communication.
Session 8, 2018. Session 8: Employment Contract, Induction, and Retention.
Session 9, 2018. Session 9: Psychological Contract, Work Motivation, and Job Satisfaction.
Session 12, 2018. Session 12: Learning, Organisational Learning " The Learning Organisation, Employee Training, and Development.
Sloman, M., 2017. A Handbook for Training Strategy. Taylor " Francis.
Weralupitiya, A., Yasodara, J.S., 2016. Impact of Psychological Contract on Employee Retention: A Case of Apparel Sector in Sri Lanka. Int. Res. J. Hum. Resour. Soc. Sci. 3, 13.
