Recruitment

Introduction

I totally support the approach that has been described in the article.

The recruitment approach used by the organizations in this article depicts the necessary aspects of the job before the position is offered. This approach grants the applicants with an opportunity to think over the provided information and it to their preferences. For example, a fast-paced occupation, which has high frequency of changing conditions, may be preferred by some employees. On the contrary, some applicants would not be attracted by such job features. These insights are crucial, especially in jobs where jobseekers may receive inadequate information about their future responsibilities and tasks. Applicants may have little information about the job they are employing for and may have inaccurate perceptions and expectations. Thorough explanation of the occupation’s both positive and negative aspects to all applicants is indispensable in order to protect quality system principles.  Applying this approach to potential candidates during the application process can lower the turnover while enhancing the candidates’ commitment. When a new person is hired, there are two match-ups that take place. The individual matches his needs with the organizational culture and the specific job requirements. One the other hand, the employer matches his position requirements with the applicant’s qualifications. While the second match has the greatest impact on the performance, the first one has the greatest impact on occupation satisfaction and tenure (Jon M. Werner 2011).

The approach is undoubtedly the most efficient recruitment method, which spreads both positive and negative information about an occupation.  The approach is likely to improve organizational outcomes such as performance, job satisfaction and commitment among the employees. There are some theoretical explanations that can be attributed to this approach and support the recruitment technique as the best option. This implies freedom to make choice, trust and honesty, coping, unmet expectations, and self-selection.

Freedom of Choice

This approach emphasizes the freedom of choice. Possessing precise information, the applicants can be fully committed to the choice. In other words, the applicants feel more devoted to their decision to take the job that leads to positive attitudes while lowering the probability of turnover.

Trust and Honesty

This approach, depicted in the article, is a form of communication which indirectly transmits the message of trustworthiness, care and honesty. Therefore, candidates may obtain a more positive view on the future communications and interactions with the organization.

Coping

This approach is ideal since it may reduce dissatisfaction and turnover through improving a worker’s ability to cope with the job’s demands. If the applicants are made aware of the problems which they are supposed to expect in their work place, they become able to cope with these problems with a positive attitude once they arise. This is explained by the fact that the employees are slightly disturbed by the challenges they have been warned about in advance or because they have a chance to rehearse the methods of coping with such challenges.  Similarly, individuals may be encouraged to change the attitude they attach to some job’s attributes. This reduces the role of ambiguity and, therefore, lower turnover.

Met Expectations

This approach is also likely to reduce exaggeratedly optimistic expectations to levels that are consistent with the actual working conditions. In this case the applicants, whose expectations are satisfied, will be contented with their position and, therefore, will not likely voluntarily retire. The new employees, whose pre-hire prospects are met, are likely to stay working, while those, whose expectations are not properly achieved or not met at all, are likely to be dissatisfied with the job and can eventually quit. This concept of met and unmet expectations may be perceived as the disagreement between what an individual encounters in the real work, in the way of positive and negative experiences, and what were his former expectations. Hence, since different employees have various expectations towards rewards or payoffs, it would not be expected that a given attribute would impact on withdrawal decisions (Champoux 2010).

Self-Selection

This approach is likely to screen out the applicants whose needs are mismatched with the job’s demands or the organization’s traditions. Applicants, provided with accurate information, will be able to form proper decisions about an offer of employment. They will be able to decide whether the job is consistent with their needs and preferences. Those applicants, who find the context described to be unacceptable, will self-select out of the recruitment process.

Main Disadvantages

The applications of the abovementioned recruitment approach may have several drawbacks. One of the major shortcomings of the approach is its proper development. The fact that this technique includes specific negative and positive information about the organization and job implies that a job analysis would be a preferred information collecting procedure on which the development of the approach will be based. However, many organizations are hesitant in taking such costly measures in the current job markets that are fast-paced and dynamic.

Another disadvantage of the approach is the issue of applicant self-selection consequences’ chances. More specifically, this is a matter of concern, that on getting negative information concerning the organization or job, the potential applicant is likely to apply that information not in calibrating unrealistically high expectations, but to conclude that they should trade their skills elsewhere. Thus, better qualified applicants will try and employ for other job offers more frequently. The chances are high that pre-entry attraction will decrease with the disclosure of the negative features. Furthermore, the effects of the approach on job uptake may depend on the applicants’ prior job experiences and their job alternatives. The applicants with former job experience are more likely to overstress negative job and organizational information. This causes reduction on job acceptances. Conversely, those with little experience are likely to display increased job acceptances.

In addition, the effects of the approach on job acceptance highly rely on the job alternatives. The approach is likely to yield lowered job acceptance when the applicants have an alternative job opportunity, presented through an alternative approach.

The approach accommodates pre-application job preview. This is usually available to all individuals interested in obtaining information about the job offers. The information can be aquired on the companies’ websites, or provided to a person who asks for application. This approach is usually brief and its purpose is to aid the applicants to ascertain whether they meet the minimum criteria in the available job. This technique can be adapted to include essential information such as benefits, pay scale, general requirements and responsibilities, and working hours. This should be consistent and structured uniformly across all applicants.

Brochures or booklets of varying length, containing the essential components, are effective in recruiting the desired candidates. For example, the brochures should contain both positive and negative responses from the current employees reporting on the issues that they have encountered in their duties which they did not expect to experience prior to accepting the job offer. Such materials may be expensive to produce, print and update.

The multimedia presentation during recruitment stage, such as CDs, videotapes, or electronic presentations, demonstrates the applicants the requirements for the position. The HR should assess the situations that represent the position advertised more realistically. Turnovers may be caused due to lack of proper information about the job. The dispute against this technique is that it can be extremely expensive to provide. Nonetheless, when such materials are well produced and are not time bound, they tend to be cost-effective. The most used technique of recruiting graduates is realistic job presentation. It involves informing groups of the applicants about the available vacancies. The meeting is usually divided into sessions.  Information about the occupation is provided, and questions are asked and answered. A break is provided after each session, which allows applicants who decide the job is not suitable for them to leave. This technique requires time to highlight and emphasize the features of the occupation. At graduate recruitment level, the application may not capture the best candidates provided, because most of the applicants do not have prior experience or alternative jobs. Most of the graduates will tend to overlook the negative sides of the advertisement. Hence, the principle of self-selection may not be applied in this case. On the other hand, at advertisement level, the application of realistic information concerning a company or job may tend to discourage the best qualified applicants who may be having alternative jobs (Robert L. Mathis 2010). Applying the realistic job information technique in an advert at jobs centre would not attract the best candidates to fill the posts. That is because of the fact that there could be other companies that are attracting same candidates from the same pool, but they are applying traditional recruitment techniques. The applicants are likely to reject an advert that has negative information. Not all companies from the same industry apply the realistic job previews when advertising certain vacancies (Jon M. Werner 2011).