Recruitment and talent management are the key processes for human resource management. Organizations need a competent workforce who can achieve the organizational goals effectively. Thus, organizations have to attract sufficient pool of potential talented candidates via recruitment and then perform several screening tasks to choose the best candidate for placement as a final employee. These employees form the team that turns organizational vision, strategies, and goals into reality. Thus, managing employees carefully through the continuous and integrated talent management process is crucial for success. From a personal point of view, recruitment and placement are the most difficult tasks for HR departments and organizations in general because finding the best human “Fit” is extremely challenging in the current competitive and hostile business environment. In addition, all organizational problems and damages are caused totally or partially by human elements. An example is the agreement made this week by Minneapolis City to pay $27M for George Floyd’s family to settle his death case last year (1st Figure Below). The officers responsible for Floyd’s death in the 2nd below figure were employed with Minneapolis City Police Department (3rd Below Figure). These officers have been the subject of vast public and professional investigations with respect to the profiles and employment history of these officers (4th Below Figure). Thus, the most basic question when problems arise is how the responsible personnel were employed because good recruitment and placement decisions nurture the organization and prevent it from disastrous problems and mistakes. This session discusses recruitment and talent management , which are the topics of Chapters 4 & 5 in Part 2 (Recruitment, Placement, and Talent Management) at Human Resource Management Book 2020 (5th Below Figure). It is our 2nd book in the 2nd Year Books’ Program within the service of Global English Management & Leadership Books in your channel Management with Merits (MANWIM) – Manage to Prosper. Next English session, we will finish this part by discussing placement tasks especially the job interview. To download the associated presentation (PDF) and access the related sessions, kindly go the video at our YouTube channel and click on the appropriate link in the description section below the video.
Recruitment and Talent Management – Job Analysis
Recruitment and talent management must be driven by the organizational strategies and goals that give rise to the competencies, skills, and behaviors required to achieve these goals. Definitely, competent human workforce must possess these competencies and skills who will work within defined jobs. Therefore, companies can’t attract, recruit, place, and manage these talented employees if the organizations don’t know what the employees’ jobs are. As a result, the basis of recruitment and talent management is good understanding and description of the jobs, which include the nature of the job, the tasks performed, and the requirements (i.e., qualifications, skills, behaviors, etc.) needed to perform the job. This “Job Analysis” processes requires collection, analysis, interpretation, and explanation of plenty of information related to the proposed job, as well as several steps as shown in the first below figure. The outcome of this process is the “Job Profile” that consists of various sections to describe and explain the job, including its nature, tasks, and required specifications. Companies usually advertise these job profiles or openings to attract suitable candidates to apply, so that companies can screen candidates and choose the best for placement. The 2nd below figure shows a sample generic job profile, which I have personally applied for, at the United Nations Fund for Children (UNICEF) in Yemen. which I have personally applied for. Good companies don’t limit the use of job profiles for recruitment and placement, but also for various talent management and HR processes, including orientation, training, development, evaluation, and compensation as shown in 3rd below figure. It means that based on the job analysis, good organizations must take the decisions related to a) the ways and methods of recruitment, screening, and placement; b) employment law to ensure that the job and its requirements are legal; c) the methods of appraising and evaluating the job holder; d) the deserved compensation like salary and incentives with respect to the tasks and skills required; and e) how to fill out any possible gaps and ensure the employee’s conceptual and operational readiness and capabilities via training strategies and programs.
Recruitment and Talent Management – Various Hurdles
Recruitment and talent management tasks and decisions are not easy. They require the utilization of human expertise and advanced information technology in the form of recruitment and human resource management systems. The first below figure shows the various hurdles and burdens that face recruitment in order to come up with a final accepted employee. Recruitment yield pyramids explain how companies must carefully plan and forecast the minimum number required of applicants in order to come up with a final successful employee. For example, the 2nd below figure that illustrates the recruitment pyramid for an organization shows that placing and employing 50 final candidates (employees) require minimum 1200 applicants (i.e., a ratio of 24 applicants for 1 final employee). To provide practical illustration for the hurdles and complications of recruitment and placement, the 3rd and 4th below figures show the recruitment stages at the United Nations and their human resource & talent management information system (Inspira). The 3rd figure shows the initial recruitment stages after issuing job profiles (like the previously shown one above at UNICEF) which is the automatic pre-screening of candidates. The 4th below figure explains the rest of steps, stages, and hurdles in order to finally place the successful candidate (employee). Finally, I strongly insist that candidates must be well-versed with such recruitment and placement stages and procedures in order to understand and appreciate the organizational effort done and the stages involved from the moment of submitting applications until the final employee selection. I believe that this understanding maximizes applicants’ potential in getting their dream jobs by tailoring their personalities, CVs, and career profiles to match the recruitment and placement procedures and stages generally followed by organizational HR departments.
Competency Based System:
As per the book (HR Management 2020), talent management is the integrated and results-oriented process of recruiting, placing, training, developing, and compensating employees. Modern businesses view and deal with human resource management as a whole integrated and results-oriented process that aims to achieve the organizational goals, not as isolated and step-wise ordinal process. Besides, in our modern and hostile business environment, it has become difficult for organizations to rely on the bare tasks and duties required for multi-tasked jobs that require multi-skills. Thus, the focus is shifted towards the competencies required to perform multi-tasked jobs effectively. These competencies are the combination of knowledge, skills, attributes, and behaviors that are directly related to successful job performance. Organizations use these competencies as the base for their HR and talent management processes. The first two below figures show the competency-based system for the United Nations. Organizations usually refer directly to these competencies at the job descriptions and profiles as shown in the 3rd below figure which shows the same job profile of UNICEF that we stated before. Competencies are usually described in the form of behavioral indicators divided into several levels; the required level for each competency is shown at job profiles (4th Below Figure). Furthermore, organizations like the UN and its various specialized agencies, such as UNICEF, usually have core competencies required for all staff members, managerial competencies required for management staff, and technical competencies required for several functions. Organizations thoroughly define and explain these competencies and their behavioral indicators in the competency frameworks and guides, such as the frameworks of the United Nations and UNICEF in the 5th below figure. Finally, it is crucial for job applicants to carefully focus on and review the competencies listed in job descriptions, learn about them from the organizations’ competencies’ frameworks in the organizations’ websites, and develop themselves in learning the competencies and demonstrating them behaviorally.
End of Session
The practical value of this session for job applicants is two-fold. First is learning how recruiters, HR departments, and organizations in general think and work in terms of jobs’ analysis, recruitment, and talent management. This helps applicants maximize their potential in getting their dream jobs by tailoring their personalities, CVs, and career profiles to match the requirements and procedures generally followed by HR departments. Second is learning about organizational competencies, which helps applicants develop themselves in them and demonstrate them behaviorally. As a result, applicants shall tailor their CVs and job profiles to these competencies by demonstrating practically how the competencies were performed in real work stories and incidents.
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