Attraction & Selection
How best to set-up and approach your recruitment strategy
To the unsuspecting eye, the task of attracting a new team member might seem fairly simple. Organisations either source recruiters to locate potential candidates or place adverts on career sites, waiting for candidates to contact them. After which, then it’s just a case of picking the best applicants, interviewing and hiring the right candidate and there you have it. Job done. Right? Wrong!
In reality, recruitment is a way more complex process than one would think. In the top ten non- financial measures used by investors to analyse company performance, the ability to attract, and of course retain, talented people was rated more highly than market share!
What makes the attraction and selection process so difficult is that it, more often than not, involves elements of subjectivity. This subjectivity often brings to the forefront issues which are as follows; inaccurate information due to mutual selling, unconscious colluding in creating unrealistic expectations, incorrect images of the organisation and uncertainties about the future.
So how does one manage the recruitment process correctly? Roi states that the best way to effectively manage a recruitment strategy is in various stages. If a business succeeds at each stage they will experience improved employee engagement, retention, productivity and ultimately profitability. An organisation may have all of the latest technology and the best physical resources, but if it does not have the right people it will struggle to achieve the results it requires. Basically, it pays to do attraction and selection properly.
This attraction and selection, or otherwise known as recruitment, strategy formulation can become a costly and an inefficient process if not approached in a systematic and proactive manner.That is why we, here at Workpoints, have provided a few key pointers below on how best to set-up and approach your recruitment strategy.
When reading this however, it is good to keep in mind that a recruitment strategy is put in place to prevent ‘shoot-from-the-hip’ hiring, however it should not be too structured that a great potential candidate, missing 1 or 2 of the attributes required, gets overlooked for a vacancy. That is, the below guideline should be viewed as just that – a guideline, on how best to do recruitment.
Respect for diversityThis means that during the attraction and selection process there can be no form of discriminatory behaviour. To elaborate, no individual can be excluded from the role based on his or her age, sex, marital status, religion, nationality, sexual orientation or disability.
Procedural fairnessCandidates should be assessed against a consistent set of criteria that is determined by the organisation prior to the attraction processes commencing. Fairness in all stages of the process needs to be maintained so that candidates feel confident that ethical decisions regarding their application will be made. By doing this, you will essentially be displaying to candidates that you are a reputable employer by the good practices you follow and the candidate will be more likely to want to become an employee of your organisation.
Selection according to meritIt is important to attract and select candidates for available roles according to their merits. It is also vital that you know what merits you are looking for upfront in order to find the candidate that best suits the role you are looking to fill. Reasoning behind every decision on a candidate should be documented so feedback, at a later stage, can be provided.
LegalityIt is imperative to remember that there are labour laws governing a recruitment strategy. Therefore, it is crucial that those conducting recruitment, whether it be internally or agencies on behalf of your organisation, are up-to-date with the government policies and that those policies are included in your strategy.