Recruitment and Selection Guide: The role of the recruitment and selection process is to find the right professionals to grow the business and become a great success.
HR is a very broad discipline, made up of a group of subsystems that aim to manage the entire journey of employees from entry to the termination. At the beginning of HR is the recruitment and selection process, which is the set of activities aimed at finding the most suitable people to fill the positions available in the organization.
- 1 Recruitment and Selection Guide
- 2 What is recruitment and selection?
- 3 Technology optimizing selection processes
- 4 Strengthening the business strategy
- 5 Strengthening the organizational culture
- 6 Who are the professionals involved in this work?
- 7 Recruitment and Selection Analyst
Bad hiring affects the organization and works routine. It affects interpersonal relationships and even market expansion strategies. On the other hand, following good practices and using the right tools, the process becomes an important ally of the business. But what are these practices and tools and how to apply them? That’s
Recruitment and Selection Guide
What is recruitment and selection?
Recruitment and selection is the name given to the HR subsystem that has the function of attracting and choosing the most suitable people to work in a given position in an organization.
It is very common that these terms are used together as if they were synonymous or a single activity. However, these are two distinct functions, which complement each other and depend on each other to ensure greater efficiency. We will better understand each of them below.
Recruitment is the set of information, procedures, and techniques used to attract potentially qualified candidates to fill existing positions in an organization. The purpose of recruitment is to bring in as many professionals as possible, within the necessary specifications.
Therefore, we are talking about steps that involve job descriptions, dissemination through relevant channels, and receipt of résumés and applications. The way a vacancy is described either attracts or deters good candidates.
This is because this is the first contact between the company and talent. The better and more specific is the disclosure of the vacancy, the more chance that candidates who adhere to the position will send their résumé, thus avoiding a flood of résumés out of the profile.
Another interesting point to think about when recruiting is: how well known is my company? How interested are people in working in your organization? There are companies that are “consumer dreams” for candidates — usually companies that have good visibility and a lot of credibilities.
Given this aspect, if your company is not very familiar with the scenario in which it operates, it is necessary to include a short summary of the organization’s history and main objectives, thus generating the desire of candidates to work in this corporation.
So far, HR analysts have not taken any eliminatory or qualifying action.
Selection is the stage in which the professional will be chosen to fill the vacancy. From the beginning of recruitment to the end of the selection, there are numerous actions and activities aimed at finding candidates who are aligned with the desired profile and with greater potential for involvement with the organizational culture.
The criteria for making a good selection vary widely, depending on the characteristics of the position in question. In the recruitment and selection process — as a whole — different tools and tactics are used that make the results more certain, as we will see in detail.
Importance of the recruitment and selection process
When there is difficulty in attracting the right candidates, the big challenge is to ensure that the candidate’s values and way of working have to do with the organizational culture.
If the hiring is by professionals who do not fit into its structure — or who remain for a short time after being hired, the indicators tend to show that the result of this process was negative, generating waste of energy, time, and money.
The history of the recruitment and selection process
The Recruitment and Selection process has been undergoing major changes. At the beginning of industrial relations, the choice of employees was made empirically, that is, without very well-established criteria.
There was no concern with the candidate’s adherence to the organization’s strategic objectives. Gradually, with the creation and strengthening of the Human Resources area, the purpose of the area was gradually changing.
From 1970 onwards, people are considered a resource for the company’s success. The focus was on controlling production activities and planning processes. In the 1980s, with greater legal rigor on salaries and benefits, the dynamism of the business ecosystem brought changes such as reengineering and downsizing, reorganizing organizational charts.
With fewer superiors and a larger operational layer, employees realized that the development of new skills was essential for employability.
The technology was not a partner of HR processes, which made the lengthy and strenuous activities. But, with the evolution of the methodologies used and with a lot of creativity and initiative, slowly a series of tools, applications, and systems were introduced in this area.
Thus, piles of paper and forms were giving way to virtual files and actions were becoming more and more agile.
Technology optimizing selection processes
Finding the best candidate for a job opportunity that opens is not a simple thing to complete. We saw above that the recruitment and selection stages require the recruiter to be prepared to identify the necessary competencies for the role and to recognize the affinity of personal values with organizational values.
There is no ready-made recipe for doing this process, but with the help of technology, the risk of hiring the wrong person is significantly reduced.
The advent of Industry 4.0 brought a new meaning to institutional relations. For RH 4.0, one of the main gains was the automation in the segmentation of resumes by filters that can determine the most relevant requirements for a given position.
Machine learning contributes to the creation of specific standards and searches the curriculum for those with technical skills — hard skills — according to the company’s needs. It is also this technology that, through algorithms, finds, after tests and other recruitment phases, the candidates who are more aligned with the vacancy.
Technology determines development actions, considering the performance and performance indicators of the teams. Employees prepared to carry out the tasks generate better results and help to minimize the turnover rate and increase the good organizational climate.
Limiting actions that involve partiality through technology generates measurable and immeasurable gains for both the organization and its employees.
Benefits of a well-structured recruitment and selection process
Companies that understand the relevance of the recruitment and selection process reap important benefits in both the short and medium and long terms. Among them, we will highlight the most impactful for business results in the market. Follow up.
Cost reduction is always one of the goals of any entrepreneur. Using the right tools and procedures means that HR spends less time and effort filling vacancies. Analysts are able to better manage the routine and increase their productivity. By adding up each small gain, the difference becomes even more visible.
Strengthening the business strategy
Hiring people need to be in line with the guidelines outlined in the company’s strategic planning. This involves issues such as cultural fit, skills, competencies, and technical capabilities of the teams that are formed.
A well-structured recruitment and selection process is capable of finding the right professionals for the challenges that the organization has set out to overcome.
Strengthening the organizational culture
Since we mentioned cultural fit, people are currently looking for companies that share the same values as they do. Characteristics such as salary and area of expertise are no longer the main decision points and the organizational culture has gained increasing weight. All of this starts with the selection, which needs to be more careful and adopt specific methodologies to provide this differential.
In an era in which young people tend not to stay with the same company for many years, retention has become one of HR’s biggest difficulties. The best way to mitigate the turnover problem is to tackle one of the root causes: selection failure.
A well-hired professional remains satisfied with his/her admission for much longer and is able to develop and grow internally.
Who are the professionals involved in this work?
The recruitment and selection subsystem is broad and involves different types of professionals. Let’s cover the main ones, which appear in most processes of any company.
The recruiter is the professional responsible for attracting talent from the market to the organization. For this, he must use different tools and communication channels, such as social networks, curriculum databases, partnerships with colleges, among others.
One of the practices that have had a very positive effect is the work of inbound recruiting. In a simplified way, this approach seeks to promote the company’s image as a good place to work, creating in the market professionals a desire to be part of it, even before there is a specific vacancy.
The headhunter is a more specific recruiter. In literal translation, the term means “headhunter”. In practice, he specializes in finding people to fill more strategic vacancies. They can be from higher leadership or even more specialized technicians.
The main characteristic of this type of professional is that he has more advanced knowledge of the requirements of the position in question and has a good network of contacts. In some cases, he may be hired on time, through a third-party company or an independent consultancy.
The business partner is the business partner. Their role in the recruitment and selection process is to ensure that the company’s needs are met with regard to the strategic part. He must have a deep knowledge of the business and be very close to the management body, which decides the direction of the organization.
He is the one who will help define the most relevant positions, the essentials of each vacancy, the characteristics that candidates must meet, as well as how to develop teams to achieve corporate goals.
Recruitment and Selection Analyst
The recruitment and selection analyst is the professional involved in the process as a whole. He supports everyone involved, establishes contacts with candidates, gives feedback, schedules interviews, and takes care of all the operations.
Psychologists are not always present in corporate HR, but they should. They are trained to assess the psychological conditions of candidates and employees, not from a clinical point of view, but from the point of view of adaptation to the organization’s culture.
This professional can identify, with much more property, possible misconduct or signs that the person will not adapt to the job in the long run.