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0:00
My name is Ronan Carbery,
and I'm a senior lecturer
in management in
Cork University Business
School, UCC Ireland.
In this video, I will be
talking about recruitment
and selection.
0:11
Employee resourcing or
recruitment and selection is
a fundamental component of
effective human resource
management practice
and refers to the
process of finding
the right person for
a particular role
in an organization.
The selection decision
is arguably one of
the most important
issues for any employer,
regardless of the
organization's size.
Selecting the right
employee is critical
not doing so can be
costly for employers.
This introductory
video explains how
the recruitment and
selection process operates.
We begin by outlining
the importance of taking
a strategic approach to
the recruitment and
selection decision,
and then move on to examine
the main features of
recruitment and selection.
0:46
The recruitment and
selection process cannot
operate in isolation from
other ages or practices.
The first video in
the series identified
the broader context
of managing people in
organizations and highlighted
the strategic nature
of human resource management.
The second video looked at how
the human resource
planning cycle
allows organizations to engage
in workforce planning
for the future.
This allows organizations that
engage in three distinct stages
of recruitment and
selection: job analysis,
recruiting for roles,
and then selecting
the most suitable
candidates for those roles.
In order to achieve the
competitive advantage
that can result from having
a superior workforce,
selection has been
identified as one of
the key elements of the
best practice approach.
This concept is
based on the idea
that people are an
organization's most
valued asset and a key source
of strategic
competitive advantage.
As a result, hiring
the right employees is
important in ensuring the future
success of the organization.
1:40
To put this in context,
hiring talented
employees remains
the number 1 concern of CEOs,
but many view the unavailability
of talent and skills as the
biggest threat to
their business.
Unfortunately, many
organizations do
not fare particularly well here,
with approximately one
in three new employees
leaving within three months of
starting a job with a new employer.
Employers are to spend an
enormous amount on hiring
an average of over $4,000 per
job in the United States,
and many times that amount
for managerial roles.
In the United States alone,
that's a staggering 66
million jobs a year.
Those responsible for
hiring report that one in
five new hires they recruit
is not a correct fit
for the organization.
Since Gallup first
began tracking
employee engagement in 2,000,
less than one-third of
US employees report
being enthusiastically
involved and committed
to their work.
When disengaged hire
doesn't pull their weight,
good employees get burned
out, making up for it.
According to the US
Department of Labor,
the price of a bad hire is
at least 30 percent of
the employee's
first-year earnings.
