Tracy Goldman - Recruitment and Selection Strategies

Recruitment and Selection Strategies

HRM/531 Human Capital Management

University of Phoenix

Kathy Butler

March 10, 2014

Recruitment and Selection Strategies

This work is the response to a request from Tracy Goldman to develop a recruitment and selection strategies framework as a recommendation to be used by Mr. Gavin’s expanding business. Attention must be focused on linking the needs of the business plan to human resource (HR) strategy and the planning of strategic workforce efforts. This document describes the factors that are important to developing recruitment policy and the circumstances that direct the company to use different recruitment options. Discussion includes techniques to advertise and attract the best pool of potential employees. The importance and effect of organizational culture is recognized as a critical component of operational management and motivation within any business environment. Emphasis is placed on techniques to improve employee staffing decisions by management. The compilation of considerations and techniques provided here will are meant to be used to maximize the relationship between strategic direction and supportive employees.

Major inclusions

Efforts to engage the available workforce and recruit the most effective people has to be aligned with the organizational mission, vision, and HR strategy for workforce planning. The business has to define jobs in terms of skills, personalities, and attributes desirable in employees. These requirements have to be summarized in a written description available as a job analysis defining critical skills and characteristics. Environmental analysis is an important to shaping organizational culture. Companies that wish to steer the organization in a particular direction must understand what influences behavior among employees. This understanding helps leadership determine whether changes need to be made and which changes are necessary. The desirable culture must reward the business objectives to encourage performance and behavior in the desired direction.

Alignment has to be considered in every stage of development. This means that group work cannot be expected if individual performance is rewarded. Rewards must match desired behavior. This helps shape the culture of the company. Culture has been described as the DNA of an organization that shapes workplace character. This is the culture that the company has developed as a response to learning to adapt to internal and external environments. For alignment to happen, leadership has to consider the stage of development of the business such as growth rate, product lines, market share, entry opportunity, and technology.