Effective Recruitment and Selection

The key to successful recruitment is to ensure that the criteria of suitability are overt and relevant to the job itself. Once these criteria are agreed and shared it is possible to make more rational decisions about someone's suitability for a job, based on evidence rather than "gut feeling" or instinct. Effective recruitment and selection should not be about the luck of the draw. Systematic planning and preparation will increase the likelihood of taking on the right person. The key to effective recruitment is preparation: knowing the job and what is required of someone to perform it well. The costs of recruiting the wrong person can be significant. The cost of employing someone may be at least twice their salary when you add factors such as training, expenses and employer's contributions to their pension.

Incorrect assumptions about class, gender, ethnic group or physical ability, or any other type of discrimination, can cloud your objectivity in recruitment and selection. At worst this may contravene legislation that exists to protect individuals from discrimination. Other prejudices may be generated by particular organizational traditions regarding the "type of person" considered suitable. However, it is important to ensure that the qualities of the successful applicant match what the organization requires, perhaps in terms of being forward-looking, customer-focused or market-orientated. It is easy to discriminate in the recruitment and selection process through personal responses and reactions to certain types of people.

The recruiter's perception is often influenced by striking characteristics or similarities to themselves. This is called the "halo" effect and can work in either a positive or negative direction (the latter is sometimes called the "horns" effect). The halo effect acts as a filter to any information that contradicts first impressions. For example, someone who attended the same college or university as the recruiter would be at an advantage, while a person not wearing a suit would not be management material. It is often the case that people judge more favorably those individuals with whom they have something in common. Ultimately, you are seeking the best person for the job and any discrimination, intentional or not, may prevent you from achieving that.

Before we look more closely at the recruitment process, spend about 10 minutes on the following activity.

Source: The Open University
This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 3.0 License.