HR Case Evaluation

The process of recruitment and selection is crucial since it integrates the approach of leading, managing and development of people. In general, recruitment and selection tends to play a pivotal role in connection to various significant respects (Armstrong & Taylor, 2014). Individuals who have been charged with roles of recruiting people to be posted in work organizations plays a crucial role of being gatekeeper since only individuals who have been selected for the employment are in a position of being led, managed and developed (Armstrong & Taylor, 2014). Hence, in the most significant sense decision of employing or not employing tends to underpin the entire process of management of individuals. As well, there are issues connected with exclusion from the workplaces which notes the needs of professionalism, ethical behaviors and fairness as part of the engaged activities (Meyer, 2007).

In addition, recruitment and selection process plays an essential role of making sure that there is improved staffs performance as well as positive organization outcomes. There are claims that selection of staffs takes place to replace the departing employees and adding up to the workforce with an aim of placing workers who are capable of performing with higher levels and demonstrating commitments (Costen, 2012). It is worth to note that the process of recruitment and selection has been characterized by various potential challenges and it is essential to maintain abreast on development and research in the field (Armstrong & Taylor, 2014). According to research, organizations are advised to increasingly be inclusive in the employment offers wince the young generation has grown with notion of flexible working conditions while the older peoples have maintained the interests of flexible working which is the alternate for retirement (Costen, 2012).

Recruitment and selection has been a core part of the fundamental activities that underlie human resource management generally the acquisition, reward and development of staffs (Meyer, 2007). Actually, the process has frequently formed the significant part of work for the human resource managers or any other designated specialists in the organization. In case human resource function do not remain effective, there needs to have consistent good level of teamwork, on-going co-operations as well as crucial consultation between the managers and the human resource managers (Costen, 2012).

The aspect of employees’ resourcing has to be characterized by various potential challenges. There are widely utilized selection methods such as interviewing process which has been considered as unreliable and a predictor of jobholder performance on reality (Armstrong & Taylor, 2014). Hence, it is crucial to source significantly how to posses real evaluation for the process for all who are concerned incorporating the successful and unsuccessful candidates (Costen, 2012). However, there are certain ethical issues that are related with selection of appropriate as well as implication process of declining the unfit candidates for employment. The fact is that, the organization has strived to employ individuals who fit the organizational culture. Such may appear to be understandable despite having certain crucial ethical overtones (for example, if the organization needs to get involved to shape the individual identities) (Armstrong & Taylor, 2014).

Managers in the organization have the responsibilities of promoting positive image that has a sign of trust through the process of recruiting the right people for the right position and are able to maintain equal opportunities for employment of the prospective and existing employees. They have roles to design the job descriptions, advertisements, knowledge and skills outline and person specifications (Armstrong & Taylor, 2014). In addition, they are expected to lead on the selection and recruitment process. On the other hand, human resource department has to undertake the responsibilities of advising the organization heads on the needs of maintaining good practices in selection and recruitment techniques as well as monitoring the implementation of such procedures. In general, human resource department has roles of monitoring the selection as well as appointment of staffs and documentation with an aim of compliance with the organization’s policy and other employment legislations (Costen, 2012). Guidance and the specialist workshops will as well be offered to the leading managers formally and through other workings during the selection process. In addition, other HR staffs will have to take part in case of panel interviews where required (Costen, 2012). Finally, the workforce committee in the organization will have roles of making sure that the process that is set out on the employment procedure has been adhered to. In general, the workforce committee will have to receive audits on pre-employment checks that have been set in the documents on quarterly basis to make sure that gap are identified and rectified (Armstrong & Taylor, 2014).

Issues that may connect with human resource are activities such as staffs’ recruitment, recruitment advertising, emergency hires, re-employments as well as general employment or staffing issues (Armstrong & Taylor, 2014). It is relevant for the organization to source guidance in core areas such as hiring process, advertising strategies, recruitments and options, strategic planning, temporary employment and other areas of retention, outplacement and retention services (Armstrong & Taylor, 2014).

The organization needs to be concerned with effectiveness of recruitment and selection process and become more significant when considering the cost in case things get wrong. There are apparent costs that are at the centre of direct costs associated with recruitment procedures or considering the opportunity costs of being engaged in repeated recruitment as well as selection of workers who leave the organization (Armstrong & Taylor, 2014). In case of excess preoccupation with selection and recruitment, managers will redirect the organization management from other activities that one could usefully be engaged in. In addition, it is essential to account for the investment made incorporating the training resources; loss to employers in case employees leaves the organization prematurely. Some of the implicit costs have been less quantified and incorporate poor performance, reduction in productivity, lower services, dissatisfaction of clients and stakeholders and lower employee’s morale (Armstrong & Taylor, 2014). Such implicit costs that have been noted are clearly undesired outcomes for the organization. For the high performing organization possessing average or adequate performance may turn to be insufficient while the process of recruitment and selection may be considered to have failed unless the employees turns to be thinkable performers (Meyer, 2007).

Generally, the decisions of selecting a potential staff must be made mainly with consideration of involving the most desired and appropriated individual to perform certain job in terms of current and potential competencies. In the recent times, the idea has paved way to search for employees who are flexible with the capacity of making additional contribution or change the job roles (Newell, 2005).

On the other hand, the rise and use of internet has been the probable and most essential development made in recruitment and selection process. This has been the current preferred way of attracting potential candidates by employers. Actually, organization needs to consider utilizing its organization website along with the local newspaper adverts to attract candidates. However, there has been no evidence that the internet has been able to offer the best quality candidates but the fact is that it delivers more of them and more employers are engaged in reporting that online recruitment has been easier for them to find the right potential candidates (Costen, 2012).

In addition, candidates have utilized this platform to search for jobs. However, benefits associated with online recruitment of candidates to employers incorporate speed, reduced administration costs and burdens and there exists no geographical limits (Meyer, 2007). Benefits to potential candidates are that it is easier, faster and convenient way of posting the CVs or searching the job sites rather than reading the selection printed media. This tends to be well if a candidate possess the skills that are highly demanded. However, some individuals are yet fit to utilize the internet and have no ready access to computers. Hence, conventional advertising still plays a vital role (Armstrong & Taylor, 2014).


In summary, it surprises that the culture of the work organization may influence the process of recruitment and selection where the organization recruiters may unconsciously and consciously select individuals who may best fit the firm’s culture. In other organizations, it may be noted that, recruitment policies and practices are sourced from the strategies that decimated the value to recruitment and selection process. Many individuals prefer working in organization that has reflection of their personal values.




Armstrong, M., & Taylor, S. (2014). Armstrong’s handbook of human resource management practice. Kogan Page Publishers.

Costen, W. M. (2012). Recruitment and Selection. The Encyclopedia of Human Resource Management: Short Entries, 379-387.

Meyer, M. (2007). Human Resource Management: Recruitment and Selection. New Africa Books.

Newell, S. (2005). Recruitment and selection. Managing human resources: personnel management in transition, 115-147.

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