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After going through a series of managing talents, we would like to share on the initial process of hiring the talent. We would like to share this article by Margaret A. Richardson about recruitment strategies.

The original article may be viewed here.

Acquiring and retaining high-quality talent is critical to an organisation’s success. As the job market becomes increasingly competitive and the available skills grow more diverse, recruiters need to be more selective in their choices, since poor recruiting decisions can produce long-term negative effects, among them high training and development costs to minimise the incidence of poor performance and high turnover which, in turn, impact staff morale, the production of high quality goods and services and the retention of organisational memory. At worst, the organisation can fail to achieve its objectives

thereby losing its competitive edge and its share of the market.

Traditionally, Public Service organisations have had little need to worry about market share and increasing competition since they operate in a monopolistic environment. But in recent time, the emphasis on New Public Management/ Public Sector Management approaches has forced public organisations to pay closer attention to their service delivery as consumers have begun to expect and demand more for their tax dollars. No longer are citizens content to grumble about poorly-produced goods and services and the under-qualified, untrained employees who provide them. As societies become more critical and litigious, public service organisations must seek all possible avenues for improving their output and providing the satisfaction their clients require and deserve. The provision of high-quality goods and services begins with the recruitment process. Recruitment is described as “the set of activities and processes used to legally obtain a sufficient number of qualified people at the right place and time so that the people and the organisation can select each other in their own best short and long term interests”. In other words, the recruitment process provides the organisation with a pool of potentially qualified job candidates from which judicious selection can be made to fill vacancies. Successful recruitment begins with proper employment planning and forecasting. In this phase of the staffing process, an organisation formulates plans to fill or eliminate future job openings based on an analysis of future needs, the talent available within and outside of the organisation, and the current and anticipated resources that can be expended to attract and retain such talent.

Also related to the success of a recruitment process are the strategies an organisation is prepared to employ in order to identify and select the best candidates for its developing pool of human resources. Organisations seeking recruits for base-level entry positions often require minimum qualifications and experience. These applicants are usually recent high school or university/ technical college graduates many of whom have not yet made clear decisions about future careers or are contemplating engaging in advanced academic activity. At the middle levels, senior administrative, technical and junior executive positions are often filled internally. The push for scarce, high-quality talent, often recruited from external sources, has usually been at the senior executive levels. Most organisations utilise both mechanisms to effect recruitment to all levels.



Successful recruitment involves the several processes of:
1. development of a policy on recruitment and retention and the systems that give life to the policy;

2. needs assessment to determine the current and future human resource requirements of the organisation. If the activity is to be effective, the human resource requirements for each job category and functional division/unit of the organisation must be assessed and a priority assigned;

3. identification, within and outside the organisation, of the potential human resource pool and the likely competition for the knowledge and skills resident within it;

4. job analysis and job evaluation to identify the individual aspects of each job and calculate its relative worth;

5. assessment of qualifications profiles, drawn from job descriptions that identify responsibilities and required skills, abilities, knowledge and experience;

6. determination of the organisation’s ability to pay salaries and benefits within a defined period;

7. identification and documentation of the actual process of recruitment and selection to ensure equity and adherence to equal opportunity and other laws.

Documenting the organisation’s policy on recruitment, the criteria to be utilised, and all the steps in the recruiting process is as necessary in the seemingly informal setting of in house selection as it is when selection is made from external sources.

Documentation satisfies the requirement of procedural transparency and leaves a trail that can easily be followed for audit and other purposes. Of special importance is documentation that is in conformity with Freedom of Information legislation (where such legislation exists), such as: