How to Choose the Right Candidate for the Organization
Corporations hold the recruitment process in high regard due to the significance of hiring the right candidates for the available positions. Such emphasis on selecting the best job applicant is pivotal in ensuring that businesses, regardless of their size and market share, achieve their set objectives and goals. A majority of companies use conventional or traditional procedures when looking for the right individual to fill the vacant post. The standard protocol involves using the academic qualifications of the candidate as well as his or her experience and skill-set, which are then compared to the requirements for the job being offered. Don't use plagiarised sources.Get your custom essay just from $11/page
The competitive nature of businesses transcends small and medium enterprises as well as multinational corporations. The cut-throat nature of commerce and the need to maintain a competitive edge have led to the formulation of new hiring techniques. Volatility and unpredictability of the markets, the constant evolution and adoption of technology, and the growing ethical regards for the workforce have pressurized company executives to re-strategize on their employment process and policies. For example, technology is deemed the next revolutionary tool in business regardless of the industry in question. Firms are required to acclimatize to the modern working environment, which mandates them to produce new hiring criteria and policies to ensure sustainability and integrity in operations (Breaugh 1). Therefore, companies no longer apply traditional recruitment processes, which do not offer a competitive edge.
The ideology of competitive advantage is exemplified by the type of employee that an organization is keen on hiring. Following decades of studies, experts discovered that the performance and success of a business are no longer solely maintained by the traditional concepts of teamwork and effective management. The modern notion is that the types of workers in the firm dictate whether the business will be competitive or not. The selection of an applicant for a vacant job post surpasses underlying factors such as leadership roles, regular employee tasks, or individual members with innovative or creative ideas (Neilsen 390). The candidate should be right for the job based on his or her ideologies, philosophies, thinking-process, and character or personality vis-a-vis the position being offered. Therefore, organizations need to critically evaluate their hiring process and policies, which outline the roadmap to selecting the most suitable individual for the vacant role.
Companies are required to present a standardized measure of how their recruitment process is supposed to be undertaken. In most cases, this focuses on other aspects, such as ethical policies (Sekaquaptewa). Progressive organizations are currently implementing ethical standards of hiring, given that competition has forced individuals to employ underhanded methods to attain specific prestigious and high-demand jobs (Huffcut 123). There has been a growing concern that companies that still over-rely on conventional methods of hiring processes are flawed. In some cases, it has been reported that certain applicants have sympathizers within the human resource department who ensure that they get the job. The selection of unqualified candidates causes firms to fail to realize their competitive edge as a result of wrongfully employing certain individuals out of ignorance, likability, favoritism, and nepotism, among other corrupt dealings. Consequently, such factors can lead to reduced productivity and cliché attitude in employees who, in turn, cripple the foundational vision, mission, and goals of a business (Muchinsky 45). Therefore, it is essential to have a hiring criterion that is supported by an ethical process is a critical need for any business.
A hiring criterion should include innovative ways of evaluating a candidate. Conventional methods of interview and recruitment have been surpassed by the growing global competitiveness of industries and businesses. As such, a hiring criterion should include more than two phases in hiring an employee (Sekaquaptewa 188). The recommended measures include hiring based on experience, competency to do the task or roles, leadership qualities, personality besides character. Additional criterion has been on mentorship or training incubation periods that allow in-house recruiters to determine whether a person is fit for the position or not (Huffcutt 134). Hence, a hiring process should be regarded as a critical process that is necessary to ensure the performance of a business is secured.
Recruiting the right employees directly affects the performance of an organization, including the financial, social, and cultural tenets of the organization. Recruitment is considered to be a key driver in realizing the optimal return on investment in human capital. Consequently, recruiters consider different aspects of hiring to capitalize on the quality of the hiring process to match the impact it brings to the performance of the business. The right candidate must possess talent, skill, experience, innovativeness, creativeness, and ethical a well as leadership competencies that are critical to the hiring process. Emphasis on such quality is mandatory if a business is to realize its competitive edge in addition to affecting factors of retention and reducing operational costs. Quality perception has been linked to improved company performance as well as customer satisfaction when it comes to employee hiring. Companies that are deviating from the conventional hiring process to the more modern concepts have reported improved customer experience and growth in revenue (Breaugh 23). The method of linking employee assessment scores to sales data, for instance, has resulted in revelations that workers with higher scores remit significant sales revenues. Therefore, the difference between hiring the right person for the job and the conventional hiring process is that quality equals performance. For example, talent has been demarcated as the primary tool that companies need to use from their employees in determining how to improve performance with regard to the optimization of employee work ethics (Harky 20393). Therefore, companies enjoy good customer relations since an employee with a strong work ethic, and high performance produces positive customer reviews. Furthermore, smaller businesses often have significant responsibilities, such as capital investment. The norm in commerce is that reduced operational costs lead to increased revenue generation, which results in high profitability. Corporations need to adjust to the widespread global model of hiring individuals based on personalities, talent, and skill-set (John 357). For example, companies are now more than ever, looking for employees who are decision-makers from an innovative perception. Innovation has been regarded as the solution to small and medium businesses, including the large corporations in retaining employees and still minimizing operational costs. The consequence of such a progressive hiring process is that firms get to scale, improve employee retention, and enhance productivity.
The study aims to determine how businesses should select the right candidate for a vacant job position. Previous studies have concluded that understanding how to induct such a process ensures that a business entity articulates how to hire an individual based on different criteria, including the vision, mission, and objectives of the firm and roles of the position being offered.
The general aim of the study was to evaluate how to choose the best candidate for an organization.
Specific Objectives
- To establish the factors for hiring managers to consider when selecting a candidate for a position.
- To identify the best hiring strategy for an organization.
- To determine the appropriate period for hiring managers for adequate evaluation of the candidates before making a selection.
- To determine methods for handling recruitment obstacles in the hiring practices.
2.2. Recruitment Strategy
Hiring the right person is a substantial undertaking in any commercial entity. A business is only as good as its human resources. Consequently, to achieve the goals and objectives of the firm, hiring the right personnel is a fundamental need (Ryan and Derous 59). However, the process can only be successful if the management team formulates the right strategy to undertake recruitment. The recommended method is to have a legislative framework that delegates how the company should conduct its recruitment process. For example, when hiring a Chief Executive Officer, a business could have a criterion of using past experience and previous positions held as a qualification factor. It means that the hiring of staff comes with different aspirations and necessities. Recruitment is considered risky since firms have yet to correlatively identify that hiring the right person contributes to improved performance and employee retention (Ryan and Derous 60). Nonetheless, it has been noted that hiring the right person, especially for small and medium enterprises, could mean reducing costs and time taken in revisiting recruitment processes each time. Therefore, an effective hiring process requires a business to have an effective cum efficient process or strategy for staffing.
A recruitment strategy is a plan of action that is pre-determined in any organization to carry out the recruiting process effectively from a pool of potential candidates. The purpose is to always bring the best candidate for the business (Nofsinger and Galbraith 500). With respect to the hiring process, recruitment is the first step to narrowing down the right person for the position before testing whether they are suitable for the job. Hence, possessing an aim or an objective-oriented process could be the key to unfolding quality employees for the business (Nofsinger and Galbraith 500). The reason is that the quality of operation of a company is directly dependent on hiring the right person for the job. Therefore, attaining the proper hiring process needs to be flexible based on the strategic level and qualifications required.
The first process is based on the position being offered. It is based on whether the job is permanent or temporary, such as contractual (Taylor). Carrying out a recruitment process for each of the job criteria does not require equal effort as each provides different roles and responsibilities. For instance, when it comes to temporary employees, aspects of talent management or skill-set innovation may not be over-emphasized as they would for a permanent position. Depending on the managerial post being offered, the emphasis is placed on talent, leadership, and experience (Taylor). Having a global mindset, regardless of the level of business operation, is a fundamental feature that each leader should possess. Besides, identifying the right criteria for what is needed from the employee is mandatory for an effective hiring process.
2.3. Planning and Forecasting
The hiring process is deemed a complex, excruciating, and detailed process in any organization. For this reason, hiring managers or recruiters should have the right strategy in the planning and forecasting process on the hiring criteria (Collier and Zhang). Planning and forecasting dictate that each company should have a pre-set and pre-determined process on how the hiring process should be done. For instance, in case a company requires a Chief Financial Officer, what is the grace period needed to hire a new employee given than such positions are critical in any business (Collier and Zhang). The policy also applies to other managerial or subordinate positions. To effectively carry out such work, a corporation is required to have a human resource system. A human resource policy is a system that provides the evaluation criteria in addition to the selection framework for each candidate. It also contains the rules and regulations on how to conduct such duties for each recruiter (Vidros et al. 6). As such, the process involves planning and forecasting the candidate position based on the changing needs of the organization in tandem with the economic, political, and social needs of the workforce (Vidros et al. 6). The merit of having a planning and forecasting strategy is to ensure that the business gains the right person at the right time to meet the organization and position needs. Therefore, to make the right decision, the recruiter or manager should have the right objectives within a given timeframe.
The right objectives required by the manager or the recruiter entail different steps necessary for identifying the right candidate. A business should have: anticipatory moves, which require the manager to be on the lookout for a suitable candidate, forecast on human resource needs, plan for future requirements of the business and align position roles and responsibilities with evolving business plans for the organization (Eriksson et al. 805). The underlying aspect is that businesses require a strategic human resource planning outlook to manage the workforce based on quality remittance for the firm.
2.4. Hiring Process
To get the right candidate for the position being offered, managers are required to have a set-in hiring process. For evolutionary businesses, aligning their needs with those of the economic and industrial competitive outlook is critical. Companies have different methods of choosing the right candidate (Fernandez et al. 100). In most cases, there are common aspects that govern how businesses chose their employees. In today’s competitive market, organizations are using these criteria: skill-set, talent management, experience, academic qualifications, personalities, and character. The tenets highlighted above are used to properly vet the candidates, leading to the identification of the best-suited individuals for the position. The use of ethical standards in hiring employees is regarded as special merit for any manager who seeks the best interests of the company (Fernandez and Rubineau 100). Regarding the hiring process, most hiring managers often use conventional methods as a basis of eliminating the non-worthy candidates and gaining those with knowledge-based experience as the first criteria for selecting the right candidate (Eriksson et al. 805). Depending on the recruitment strategy that a business has formulated based on its needs, different types of factors are used. For example, when it comes to leadership positions, the uses of talent management competency alongside leadership skills are often emphasized (Landers and Schmidt 10). On the other hand, managerial positions require a pool of skill-set, including talent management, decision-making skills, and leadership skills. All in all, therefore, the hiring process is dependent on the roles of the positions needed with the business.
The hiring method is one of the processes in any business that impacts significantly on the performance of the organization and the achievement of goals.
To achieve such standards, businesses often turn to effective recruitment processes, which are regarded as powerful alternatives to ensuring that they achieve the goals and objectives within a specific timeframe (Jóhannesson 16). Therefore, implementing efficient recruitment processes is necessary. The merits are myriad and encompass getting the right candidate for the right position. On top of that, an effective recruitment process ensures that it is faster to hire the right candidate with a more consistent and with less significant effort (Jóhannesson 16). Recruitment is defined as the evaluation and selection of the appropriate candidates for the position offered within a business. Selection is an important criterion in any business as it is regarded as the epitome of gathering information about the person to facilitate the evaluation process (Holm and Haar 174). Therefore, comprehending the right hiring criterion in any business is a precursor to promoting and deciding the right person for the job. As such, the hiring or recruitment process should have the right procedures and policies to manage the staffing process efficiently.
2.4. Ethics in Hiring Processes
The hiring process in most organizations has been riddled with numerous obstacles and pitfalls that have seen companies fall victim to underperformance and incompetent employees. The conventional procedures are rife with institutionalized ideologies that lead to bias through favoritism and nepotism. According to Carr et al., the disadvantage of such hiring criteria is that employees who may not be qualified for the position often find their way into the company while competent individuals are disqualified (375). Besides, firms often do not have a legal or ethical framework that guides the hiring managers or recruiters on how to conduct themselves throughout the recruitment process. Emphasis on hiring people through an ethical procedure is critical in the contemporary business environment. Drydakis et al. agree that the actions of a few can jeopardize the actions of the majority towards achieving the goals of a business (90). Consequently, such policies can ruin the reputation of a company, the work culture, and the ethical paradigms of the corporation. Unethical behavior in hiring managers can be detrimental to the survival of a business (Villeda and Mccamey 70; Nielsen 386). To prevent such instances, the recruitment strategy should have a bulletproof legal framework that safeguards a business by promoting ethical employees who are loyal to the corporation.
2.5. Summary
The hiring process in any company should be held
with the highest regard by the hiring managers or the recruiters. The procedure is critical to the company, as discussed throughout the literature review. It not only provides for a safe working environment, but it also ensures that a company gains its competitive edge to remain relevant in the market and within the industry. There are several factors to consider when it comes to the hiring process. As seen through the literature review, having a recruitment process and strategy is the epitome of success for any business. The purpose is to provide a framework through which the business can operate. Additionally, factors of ethics and planning and forecasting are crucial tenets for any business. While reviewing the literature, it was evident that further analysis of such criteria is paramount to understanding how businesses can determine the right candidate for their position. The process requires a practical and qualitative outlook, which will contribute information to an already existing pool of research with more emphasis on the topic ‘finding the right candidate for the job.’
The following chapter delineates the research method employed, the study design, sample size, and analysis of data. The need to carry out this research stems from the philosophy that having data will subjectively analyze the theoretical perceptions about the present study in relation to hiring the right candidate for the vacant position in an organization. The chapter, therefore, will discuss the rationale for conducting the research as well as the choice of study method, which is a qualitative approach. The technique employed shall also be critically analyzed based on the limitations of the study and the ethical considerations as mandated by the University and paradigms of research.
A research design is a fundamental factor when carrying out any research. Research is defined as the investigation or evaluation that seeks to discover or interpret facts, revise any theory or laws in light of the facts or practical application (Bell et al. 12). However, an acceptable definition could be the ‘scientific and systematic search for pertinent information on a specific topic’ (Kothari 7). In most cases, research is a requirement by academic fraternities to describe the introduction of new ideologies, which is brought on by the curiosity and inquisitiveness to improve on current wisdom. Therefore, in this study, the study design configures the conceptual framework based upon the need to determine the right candidate for the vacant position in a firm.
in the past, research has always provided a roadmap through which readers and those interested in studies to understand the framework of the research. Research designs are not common in business analysis; however, the it is necessary to incorporate it to outline the structure of the study (Walliman 25). Bryman and Bell elucidate that research design is essential as it inspires confidence in the reliability of the findings of a study (45). With respect to the current study, the experiments carried out were varied and specific, requiring validity on the design of each test. An experimental research design was incorporated for the current research. Experimental research design determines the relationship between the cause and effects of a scenario. In this case, the present study investigated the causation effect between the hiring process and hiring the right candidate.
Determining the sample size and population for the present study was crucial as it depicts the population in question. The primary sample was recruited from the human resource department with a focus on those who are currently employed within the country. Recruitment did not put into regard definitive factors such as age, gender, ethnicity, or work experience according to duration. The reason was that this was not the objective of the study. The total population for the study was 150 personnel from across different organizations. The participants were grouped into two: the first participants (100) were from 100 different organizations, which ranged from small and medium to large corporations. The other participants (50) were from human resource agencies.
A random sampling technique was used for the present study. The total number of participants was 100 for human resource staff and 50 for human resource agencies. Out of this, 10% were selected for managers, while another 10% was recruited from the companies.
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