02-08-2013, 04:54 PM
RECRUITMENT AND SELECTION PRACTICES OF ORGANISATIONS, A CASE STUDY OF HFC BANK (GH) LTD.
RECRUITMENT AND SELECTION.pdf (Size: 558.09 KB / Downloads: 218)
ABSTRACT
The purpose of this study was to assess the effectiveness of the recruitment and selection
practices and procedures of HFC Bank, Accra. It was to find out the recruitment and selection
practices of HFC Bank, the effectiveness of the recruitment and selection practices of HFC Bank,
the challenges associated with the recruitment and selection practices of HFC Bank and ways to
help improve human resource planning and development. The study obtained information from
one hundred (100) respondents from staff of HFC Bank in the Greater Accra Region through the
use of questionnaires. The results indicated that, advertising of job vacancies and employee
referrals are mostly the mode for recruiting potential employees, it was also realized that the
method used in the recruiting and selection process was very effective and moreover helped
improve employee performance, the study revealed that the selecting and recruitment process are
also characterized with lots of challenges.
INTRODUCTION
Background to the Study
Since World War II and the growth of modern management science, solid business planning has
become the key differentiator enabling competitive success. It seems unnecessary to point out
st
that planning for a businesses’ most critical resource is essential. As we move through the 21
century where a globalized workforce is the basis of competition we find that the principles of
human resource planning and development are of prime importance. The success of a business or
an organization is directly linked to the performance of those who work for that business.
Underachievement can be a result of workplace failures. Because hiring the wrong people or
failing to anticipate fluctuations in hiring needs can be costly, it is important that conscious
efforts are put into human resource planning (Biles et al, 1980).
Statement of the Problem
The success of organizations in this modern business environment depends on the calibre of the
manpower that steers the day to day affairs of the organizations. The process of recruiting and
selecting all categories of employees into both private and public companies has been a matter of
concern to many and needs attention. Even though it is the wish of every organization to attract
the best human resource in order to channel their collective effort into excellent performances,
unconventional selection practices can mar any business plan.
Managing people is a definite challenge both at strategic or even organizational levels. Thus,
human resources are well managed and developed in alignment with the organizational goals and
strategies. It has been observed that for any organization to achieve its stated objectives and
goals there is the need for management to put in place policies or strategies that will help attract
the best of employees to strive towards the achievement of organizational objectives.
Significance of the Study
A study of this nature will help HFC Bank and others banks to adopt measures in the context of
human resource planning and development in relation to recruitment and selection.
The study is very significant because it will add to the existing literature or the research has
added to the stock of books and works already written on human resource planning and
development. Also it will afford the Ghana Bankers Association and Union of Finance and
Commerce Workers (UNICOF) the opportunity to identify the benefits of human resource and
challenges facing their members and find lasting solutions to them.
The Concept of Recruitment and Selection
According to Costello (2006) 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 organization can select each other in their own best short and long term interests.
In other words, the recruitment process provides the organization 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 organization formulates plans to fill or eliminate future job openings
based on an analysis of future needs, the talent available within and outside of the organization,
and the current and anticipated resources that can be expanded to attract and retain such talent.
The Process of Recruitment
Odiorne (1984) indicated that the quality of new recruits depends upon an organization's
recruitment practices, and that the relative effectiveness of the selection phase is inherently
dependent upon the calibre of candidates attracted. Indeed Smith et al. (1989) argue that the
more effectively the recruitment stage is carried out, the less important the actual selection
process becomes. When an organization makes the decision to fill an existing vacancy through
recruitment, the first stage in the process involves conducting a comprehensive job analysis. This
may already have been conducted through the human resource planning process, particularly
where recruitment is a relatively frequent occurrence. Once a job analysis has been conducted,
the organization has a clear indication of the particular requirements of the job, where that job
fits into the overall organization structure, and can then begin the process of recruitment to
attract suitable candidates for the particular vacancy.
Recruiting Sources/Methods
Researchers face many decisions when selecting recruitment methods. Issues to consider include
the type of sample (random or convenience), cost, ease, participant time demands (e.g., total
time, days of week, and time of day), and efficiency (e.g., staff hours per recruited participant).
Researchers have a number of methods from which to choose, including advertising, direct mail,
and telephone. Advertising can be used both to publicize a study and to recruit participants.
Recruitment via advertising has the advantages of low cost and convenience, but the samples are
non-random and often highly motivated, and youth may be especially hard to reach this way.
Recruitment via mail is also low in cost and convenient, but youth are difficult to reach by mail
and return rates tend to be low. An added problem with mail requests or surveys is that one can
never be certain who completed the request/survey (Armstrong, 1991).
Challenges of Recruitment and Selection
According to Kaplan and Norton, (2004) a common problem in recruitment and selection is poor
HR planning. Rigorous HR planning translates business strategies into specific HRM policies
and practices. This is particularly so with recruitment and selection policies and practices. The
key goal of HR planning is to get the right number of people with the right skills, experience and
competencies in the right jobs at the right time at the right cost. Detailed and robust recruitment
and selection policies, such as recruitment and selection procedures, assessing criteria, talents
auditing and processing the information about the labour market are important in recruiting and
deploying appropriate employees at the right time. Past research shows that the competency level
of HR managers has a major influence on recruitment and selection and experienced HR experts
within the HR department will not only shorten vacancy duration, but also improve the quality of
the applicants.
Human Resource Development
Companies can only succeed in the long-term if they recruit and motivate people who are able to
respond to and shape the challenges of the future. These are the individuals with the capacity to
create competitive advantage from the opportunities presented by changing markets, with the
desire to learn from customers, consumers, suppliers and colleagues, and who possess the ability
to build and influence long-lasting and effective partnerships (Walker, 1990).
The recruitment of new employees helps to demonstrate a company’s aspirations, highlighting
the skills and attitudes to which it attaches the highest priority. The choice also provides a major
opportunity to communicate the values and successes of the organization – to explain why the
company offers the most attractive place for a person to develop their career. Yet this
competition for top talent is nothing new; and if the challenge for HR managers is to spot the
best people and win their favour (Walker, 1990).