Human resource management selection practices and recruitment procedures in organizations

Human Resource Management • evaluate selection practices procedures organisations comparing ' practice' • compare structured process recruitment organisations evaluate methods media •

Human Resources Management

Selection processes and practices are vast theoretical concepts, which can be implemented using a wide series of theoretical models. While the availability of scholarly resources cannot be denied, the practical implementation of selection processes and practices within firms is often undisclosed to the public. It is subjected to internal regulations and not communicated to the public. At the Prairie View A&M University for instance (a member of the Texas A&M university system), selection is simply stated to be conducted "by an ad hoc committee made up of faculty within the department of Agriculture, Nutrition and Human Ecology" (Website of Prairie View A&M University). As a comparison to the best practices, a statement can be made in the meaning that the selection process would have to be carefully developed and implemented, and that the committee handing it should be specialized and well prepared for the task, rather than formed ad hoc.

At an opposite pole, with a more complex and well developed system of employee selection, sits Google. The organization has constructed its selection practices on the best practices in the industry not only as a means of complying with the regulations, but has even taken one step ahead in order to appeal to the prospective employees. The company has decided to place less emphasis on traditionally sought technical skills and rich resumes, and now focuses on other elements. "Google is now considering activities that indicate leadership abilities, innovation, or creativity as a means to identify successful job candidates. These traits are identified through a series of survey questions aimed at finding out more about a job candidate than could be revealed in a traditional interview or resume" (The Rain Maker Group, 2005).

In the case of Google, recruitment is also conducted in a less traditional means, through the usage of specific channels, such as the internet or specialized journals and magazines. Also, they recruit employees through word of mouth publicity, and rely on the belief that current employees would only recommend skilled and capable candidates, as they would not want to jeopardize their reputation in the workplace. This necessity for other types of media is given by the fact that the company operates in a novel and non-traditional industry, which employs novel recruitment techniques.

Companies which activate in more traditional industries recruit their employees through more traditional medias, such as advertisements in the local media, or the classic employment agency. A relevant example in this sense is constituted by retailer Wal-Mart. The company does also communicate with prospective candidates within the virtual environment, but these practices are rather limited and emphasis is placed on more conventional approaches.

Regardless of the nature of the company in which one is employed, a dispute is generally observable at the level of the responsibilities of line managers in the processes of human resources management. Historically, the line manager would be involved exclusively in the management of projects, resources, deliverables and so on. Recently however, a new trend is set according to which the line manager becomes more involved in the decisions and practices relate to the management of the human resource. The line manager is as such expected to participate in the selection process by providing information on the skills and capabilities required for the position. Also, when conflicts arise, he is expected to mitigate them and take disciplinary action against the employees. He is also expected to identify absenteeism and find solutions to reducing it. Finally, he is expected to maintain a close relationship with his subalterns, evaluate them and support their professional development.