Introduction
It’s never been simple to be a Human Resources Manager in a company. HR administration has become even extra difficult in the latest days as innovation has advanced. Rapidly growing software updates and teleworking have rendered HR management much more difficult. But currently, the advancement in technology has proved the recruiting and selection methods used earlier to be vague. When it comes to appointing new staff, HRMs face several complications. Recruitment teams face a myriad of trials daily, from getting no portfolios from individuals with sufficient competence to being reluctant to move through submissions properly. These aspects make the recruiting process so protracted. Due to such problems, the manual recruitment and selection processes have been time-consuming, more than a month to complete for a single recruitment phase. Therefore, this annotated bibliography provides some credible sources that I will use in drawing my recommendations for the identified problem (manual recruitment and selection).
Annotations
Sammanta, I. and Eleni, P. (2021). Talent management to improve employee competence: A qualitative study. Annals of Contemporary Developments in Management & HR. Vol. 3(1),1-10.\ https://pdfs.semanticscholar.org/005d/6bad00c729ebecd5277dd76622054d488960.pdf
In this study, the two authors look into two fundamental approaches in Talent Management, tutoring and mentorship, and how they might help marketing personnel make the most significant utilization of their skills. Their study looks at how such skills might be used to help advertising workers gain the competencies they require. Their research aimed to determine the degree to which talent management increases competition and how easily workers might adopt it as a norm. Utilizing deep questionnaires, an empirical approach is used to investigate the mentorship at three American businesses. According to the findings, training is a much more fundamental element that should be included in a learning strategy developed depending on personal learning objectives. Moreover, having a good mentor in situ makes it easier to integrate younger workers. Lastly, people who choose their trainer or supervisor have a more positive occupational view. These implementations may aid in the development of tomorrow’s greatest coaches. HR managers unceasingly encounter the duty of guiding and developing the agency’s perspective cornerstones. Since several workforces have a worried linkage with their superintendents, it is one of the most challenging complications that HR managers encounter. Promoting existing staff for good opportunities, otherwise, lets you save the expenses of employing and educating a newer staff. Additionally, a team that has advanced over the levels has a comprehensive business acquaintance. Although there is no resolution, HR managers can nurture people to become future entrepreneurs, which is relevant to my research.
Dorasamy, N. (2021). The search for talent management competence: incorporating digitalization. International Journal of Entrepreneurship. Vol. 25(3), 1-21. https://www.abacademies.org/articles/The-Search-for-Talent-Management-Competence:-Incorporating-Digitilization-1939-4675-25-3-415.pdf
Dorasamy (2021) investigates the impact of digitization on talent management in an increasingly digitally-enhanced workplace. The article examined critical career management studies and numerous concerns in talent retention in a largely digitalized workplace using an extensive literature assessment of current monitoring and evaluation papers from multiple disciplines. The contemporary worldwide situation has forced the digitalization of data that can now be accessible through a range of technological channels. Corporations have been pushed to acquire and attract talent to limit the imbalance among workers and occupations to preserve a competitive edge in the era of digitization. It has fundamentally changed the complexities of conventional human resource management, resulting in the virtualization of all human resource operational sectors such as e-selection, e-performance, e-employee development, and e-evaluation monitoring of talent throughout the organizational structure via interrelated and incorporated human resource management components. It is proposed that talent development in the social domain necessitates a change from professional skills and education to charisma and soft skills related to technological innovation. Because digitization is linked to complex talent management concerns in the globalized world, the researcher contends that several capacities-building projects in diverse human resource management domains are required. To guarantee the smooth accessibility of talented employees in an epoch of advancing technology and the unexpectedness of circumstances in an interconnected global workplace, a proposed model concentrating on impactful human resource management that utilizes talent management techniques incorporated all across the entity is suggested. This source is appropriate for my research because it discusses the connection between personnel management and technology improvements.
Gardner, A. K. (2018). How can best practices in recruitment and selection improve diversity in surgery? Annals of Surgery, 267(1), e1-e2. https://surgwise.com/wp-content/uploads/2018/01/Gardner-Best-Practices-in-Recruitment-and-Selection-for-Diversity-Annals-Surg-2017.pdf
According to Gardner, ensuring diversity in the recruiting team provides a selection of diversified staff to serve the organization. Society is growing more minor as interconnection advances. The prevalent HR difficulty is handling diverse expertise, opinions, and staff accomplishments. In addition, this HRM exertion coincides with the compulsion of generating a desirable company workroom for employees. Establishing an integrated team takes innovative perspectives to an entity and generates an ecosystem of wide-ranging persons. When speckled standpoints are acknowledged in your firm, they will be more resourceful and customarily robust. Therefore, the Human Resource Manager should be mandated to ensure that his recruiting team is diversified in the profession, skills, and organizational responsibilities. Each department in the company needs representation in the recruitment phase for optimum results. The screening process should be strategic to develop potential recruits to fill the company’s needs. Screening interviewees’ originality is biased, and it lacks validity in the current economic era. The HR department should examine the mental capability and test for specific cognitive abilities of the recruits for particular tasks. The weight given to the evaluation question is critical. It is necessary to cut off inappropriate questions if they seem to distract the crucial information from the participants. Personal data concerning marital status, family plans, ethnicity, religion, etc., is less critical in interviews unless necessary for specific organizations. For best team performance, training is essential after recruitment to ensure some fears and excitement in the workplace are cushioned before participating in critical positions of organizational production. The article’s importance to my paper will be diverse regarding staff selection, screening, and the quality of questions.
Rozario, S. D., Venkatraman, S., & Abbas, A. (2019). Challenges in recruitment and selection process: An empirical study. Challenges, 10(2), 35. https://www.researchgate.net/publication/334973215_Challenges_in_Recruitment_and_Selection_Process_An_Empirical_Study
As per Rozario et al., the success of any organization in the present era hinges on the significance that the human resource department puts into the recruitment process. A competent human resource officer will recruit qualified staff to benefit the organizational goals. Several factors determine the quality of staff recruited for specific functions in an organization. First, the professionalism of the hiring team matters a lot. Suppose the hiring team consists of members who are not aware of the company’s function and needs. In that case, they otherwise fill the gaps without internalizing the company’s condition and looking for the best personnel who fits the spaces. HR managers are finding it more cumbersome to attract top talented staff as hiring new experts at the “best behavior” develops. Secondly, biased recruiters will always take the wrong chances in varied options. Finally, social biasness such as racial segregation, language bias, gender bias, and others, would cost the company due to incompetent members in the human resource department. Moreover, the questions for the interview are crucial to determine the best staff. Direct questions will limit more information and hence the need to pose interrogative questions to seek relevant skills and competence in the interviewees. Managers must pay heed to how well a person integrates into the business and the functional area as a general solution. Attributes such as a workforce’s commitment, professional attitude, and compatibility in your industry are more significant than any other abilities that recruits may currently hold. The article is beneficial to my study as it informs my paper about the competence of the recruiting team, organizational goals, and biasness.
Abbasi, S. G., Tahir, M. S., Abbas, M., & Shabbir, M. S. (2020). Examining the relationship between recruitment & selection practices and business growth: An exploratory study. Journal of Public Affairs, e2438 https://onlinelibrary.wiley.com/doi/abs/10.1002/pa.2438.\
According to Abbasi et al., (2021), the company’s enrollment structures will determine the quality of the staff selected. These include recruitment policies employed by the company. The firm’s enrollment policies, which consist of both public and private hiring, impact the hiring phase. An agency’s enrollment policy sets the objectives for enlisting and provides a framework for using the recruiting campaign. Most significantly, competent human resource processes and procedures aid in the closure of loopholes in the company’s existing workforce. It also aids in selecting the quantity of personnel to be hired, as well as the qualifications and abilities that they must exhibit. Whenever a firm has defined its recruitment aims and the elements that might impede them, it should create a blueprint for attaining those ambitions, set standards within the recruiters, and effectively articulate its execution strategy to avoid misunderstandings. Therefore, the human resource department should invest in the recruitment process, including identifying the best personnel, attracting, shortlisting, screening, interviewing, assortment, contracting, and onboarding the qualifiers. An efficient HR structure recruits competent and skilled individuals to play essential roles for the universal growth of the organization. However, to the article’s authors, the best selection is not enough without training and providing an enabling environment for the new workers to learn and grow their expertise for the organization’s good. In addition, activity should be familiar for employees at the entry-level to increase competence and confidence to include innovation and creativity in work. This article’s literature will help develop my paper to inform the recruitment structure and good working conditions, more so for beginners.
Conclusion
In conclusion, Human Resource Management is quite multifaceted in terms of recruiting and selecting new workforces using the manual approach. Firms applying such a recruitment approach have reportedly encountered losses in terms of lack of professional employees, thus resulting in reduced performance, production, and profitability. The sources discussed above have given precise blueprints on some of the whereabouts concerning employee recruitment. Each source has expounded on its contents, and from the discussions, one can draw the possible recommendations for solving manual recruitment processes. Finally, firms that have not adopted up-to-date recruitment approaches should do so.
References
Abbasi, S. G., Tahir, M. S., Abbas, M., & Shabbir, M. S. (2020). Examining the relationship between recruitment & selection practices and business growth: An exploratory study. Journal of Public Affairs, e2438. https://onlinelibrary.wiley.com/doi/abs/10.1002/pa.2438
Dorasamy, N. (2021). The search for talent management competence: incorporating digitalization. International Journal of Entrepreneurship. Vol. 25(3), 1-21. https://www.abacademies.org/articles/The-Search-for-Talent-Management-Competence:-Incorporating-Digitilization-1939-4675-25-3-415.pdf
Gardner, A. K. (2018). How can best practices in recruitment and selection improve diversity in surgery? Annals of Surgery, 267(1), e1-e2. https://surgwise.com/wp-content/uploads/2018/01/Gardner-Best-Practices-in-Recruitment-and-Selection-for-Diversity-Annals-Surg-2017.pdf
Rozario, S. D., Venkatraman, S., & Abbas, A. (2019). Challenges in recruitment and selection process: An empirical study. Challenges, 10(2), 35. https://www.researchgate.net/publication/334973215_Challenges_in_Recruitment_and_Selection_Process_An_Empirical_Study
Sammanta, I. and Eleni, P. (2021). Talent management to improve employee competence: A qualitative study. Annals of Contemporary Developments in Management & HR. Vol. 3(1),1-10. https://pdfs.semanticscholar.org/005d/6bad00c729ebecd5277dd76622054d488960.pdf
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