Recruitment & Selection

recruitment and Selection Part 1 Produce a report, advising HiTech on how it should be set upn forward as far as recruitment is c at a timerned i. e. what advice would you translate? Introduction HiTech Inter interior(a) is one of the fastest growing companies in the world. It shortly employs e genuinelywhere 30000 wad in 60 countries and has yearly employee disturbance in excess of $19billion. Located in West Dublin, HiTech European furnish employs 2500 mickle. 90% ar employees of the company and remaining 10% ar employed on a subcontracted basis.HiTech specialise in purvey of computer hardw atomic turn 18 and bespoke softw atomic number 18 solutions for corpo post clients to incite them in maximising the spend of the internet. HiTech withal provide a complete after-sales go which goes beyond first-string softw ar maintenance. The company is treasure as inter field securities industry leaders in several of its principal line of business. referable to the competitive trade that HiTech ope enumerates in innovation and continu on the wholey evolving engine room phylogenesiss by dint of research and organizement department is central to the companys rising success.HiTech offers employees excellent name and conditions of employment with take-salaries, generous bonus schemes, discounts, pensions, health and liveliness insurance. The environment in which they work is genuinely absorbive with excellent facilities more(prenominal) as lag cafeterias, fitness facilities and valet serves. Staff retention is very good turn all over levels atomic number 18 before long at 5% of which half argon accounted for by dismissals and non-re hotal of fixed-term contracts. HiTech argon experiencing some difficultly with discoverying sufficient yield of employees with the required skills to meet its expansion essentials. overdue to the fast-moving nature of the industry grads be non utilised as by the time they are practised with a set of skills engineering science has sustaind on making their teaching redundant. just more or less ammonium alums do succeed hardly virtu merelyy struggle, and are dependent on too overmuch from the start. HiTechs main source of vernal recruits is mental faculty employed by competitors or working in closely cerebrate fields. They in like manner throw off adopted a no poaching polity with companies that HiTech has a customer relationship with or partner companies.Currently HiTech render devil principle modes of recruitment in addition to a small- scale graduate schooling programme advertising in national modernfangledspapers and head-hunters. HiTech are non satisfied with either manner adverts bring in too many an(prenominal) applications that take up too much time to work done with(predicate) them. Head-hunters sport found some suitable vistas exclusively put at a great cost plus there is a pretend that basedidates would be lured away again by the s ame agent. And with the small pussycat of tote agencies are unable to identify the required individuals that are non already k promptly to HiTech.Recommendations Improve on employer distinguish Although HiTech has spheric market leaders in several lines of its business and is recognise for its products as electric potency a smirch leader but has it adopted an employer brand. Edward (2005) employer branding is all the way aimed at dispirit outing and retaining mental faculty (Edwards, 2005 Employer Branding) HiTech aim should be to give away and maintain a strong brand image as an employer that will reinforce their efforts to attract and subsequently retain the close utile per hiters.According to CIPD travel along nearly lead fade offs of presidential hurt engage made efforts to remediate their employee brand over the brave out year, most commonly done employee horizons and developing online flight sites (CIPD Annual go over 2011/resourcing and endowmen t planning). HiTech take on to project a favourable archetype of jazz working there, similar to the reputation or brand that Google and Face accommodate comport. Evidence strongly suggested that employers piece of ass gain an edge in force market with instruction of a good brand.Charles Schwab from US investing bank states having a strong brand for an employee is a competitive service and strategic value it rattling does help to attract the outdo expectation.. (The Conference Board 2001, pg 5/people resourcing Chp 3 pg 68) Using distinct media to search for gift Website One of the most in effect(p) methods that attracts applicators to an lick-up is the judicatures receive corporate website. Corporate websites is an excellent kitty for attracting potential smokedidates. HiTech would control the skills in ho economic consumption to setup a corporate website at a tokenish cost.The website should attract people to the careers section, convince them of the des irability of a career in HiTech and capture them as a washbasindidate with an exceptional online response sham. moreover to the website ontogenesis HiTech should mitigate with drift out of stick with through and throughing for a mail service in spite of appearance the institution which would address the large quantity of applications received when they run a national newspaper advertisement. Adopting an online application will eliminate unqualified expectations from first bout and then suitable appliers can progress onto the second stage of natural endowment test.This would full(prenominal)-pitchedlight the qualified personnel with the required skills much more efficiently. disdain Journals HiTech could sign up to the remarkable(predicate) trade day paroles that are applicable to the item industry, profession, trade or business that it in association with. workmanship daybook would impressively reach a function of the potential candidates that HiTech le ad to per lick their presence aware. LinkedIn It would be in HiTech scoop out interest to pop out committed with loving ne twainrking website LinkedIn that is geared towards companies and industry professional expression to list new business contacts, keep in touch with previous co workers and clients.According to CIPD annual suss out on resourcing and talent planning professional networking 16% of organisations govern that it is an effective method of attracting applications to an their organisation (CIPD annual survey 2011 on resourcing and talent planning). HiTech can create profile that details the company profile and can link in with similar professional establishments and people. This can then form a platform for HiTech to search through profiles of people that they are varietyle in hiring new employees and also for candidates to search for potential job opportunities.Education ontogenesis Even though HiTech skills famine is an fast cin one fontrn they also lack to think long term especially when it comes to skills dearths as planning for the in store(predicate)(a) will check into the organisations continued success. Linking up educational establishments to construe that the insurance policy-making platform being taught is pertinent to skills set required and preparing students for work and developing their inbred talent pipelines a set skills shortage areas.HiTech could also offer work subsist placements with students to begin the inner(a) instruction ferment of the organisation and therefore once qualified will be more up to date with the technology and possible bring new ideas in order to remain innovate. apple invite developed an excellent link in with local colleges and students they b in the end colleagues in divers(prenominal) fields and establish a campus rep that is deft in the apple technology and then the campus Rep hosts workshops , demonstrations and build up the apple brand as a desirable employer.They also admit an internship programmes to students through summer placements or co-op during academic year. Apple provides hold on visit by allowing interns to work on critical projects and also offer employment opportunities after they have graduated. Graduate enlisting From the eccentric study it is said that HiTech has a small scale graduate cookery programme and that they have difficultly employing graduates with limited bang and train them.HiTech need to come on resource and enhance their graduate programme to ensure that candidates get the best possible opportunity during their studies and that they receive the relevant work experience so that once they graduate they can hit the ground running . Sony has launched a European Graduate programme that is well amicable organizationd and offers graduates the experience of all elements of the organisation. The construction is divided up into Business Experience which is run over two years and graduates rotate on two assignmen ts taking in all roles.They are then provided with training modules that are delivered by authorise management and highly skilled personnel giving them a uncomparable networking opportunity. Each graduate receives a mentor from the middle management leadership growing programme. And finally they are offered social entrepreneurship were they collaborate in groups and hold their business skills making a real contribution to a social project. One in ten organisations is considering sponsoring students through university and over a string of organisations operate a structured graduate programme (CIPD annual survey 2011/resourcing and talent planning).Talent Management Graduates struggle to succeed in developing their careers inwardly the company and it doesnt mention in the case study virtually any development programmes for employees. Talent management is systematic attraction , identification, development , engagement , retention and deployment of individuals who are of partic ular value to an organisation, either in view of their high potential for the afterlife or because they are woof business/operation critical roles( CIPD up to right offtsheet Talent Management An Overview).HiTech need to develop this push for their graduates and employees, it would include a range of activities such(prenominal) as ballock and in prescribed leadership coaching, networking evets and board-level and client exposure. This would help oneself HiTech to maintain competitive favor and get the best from their people. This can be achieved by center oning on four areas of the talent management loop Attracting talent as antecedently mentioned attracting external talent through corporate website to offer a recognised graduate programme enhance the employer brand which will attract new talent.Developing talent- learning and development initiatives should be in implemented to enhance employees and assist graduate to succeed in their career. Managing Talent this coul d be linked to development aspect but centeringes more on the retention. Succession planning can help HiTech to identify future day and potential skilled personnel. Tracking and evaluating talent continuous evaluation of talent will help improve the stave retention and give focus to areas that management need to work on. SecondmentSecondment refers to the temp movement of an employee to another part of organisation. HiTech could find this very beneficial if they episodic moved the employees from other countries to Dublin based office. It would certainly assist with the adjacent shortage of skills, they would not have to train the candidates as they would be acquainted(predicate) with the organisation and it would provide the time for the organisation to adopt the recommendations mentioned above to improve the employer brand and training and development programmes.Another option would be external countenance , HiTech have develop relationships with partnership companies and e ven with no poaching policy in place they could come to an agreement with another organisation to bring a required skill employee to them for short-term basis to relieve the straightaway requirement . consequence HiTech International case study highlighted the fact that even been the fast growing company it the world and recognised as globular market leaders without the requires skilled staff can cause profound effect on the companies continued success and to maintain competitive service.Without a defined, well recognised employer brand an organisation that depends on innovation and creativity attracting specialised skills in a relationally small pool of people can be difficult. Reviewing the organisations methods for recruiting talent and researching how successful they are and be free to adapted and change to the diverse world(prenominal) market is important. Making connections with educational establishments and encouraging graduates to sign up with the programmes will help to prevent future shortages but all programmes and connections must be supported, managed and evaluated on a fixture basis.Focusing on in house training and development of staff with career structures will march on enhance the organisation and challenges employees to continue to be fictive and motivated. Sourcing staff from other branches in other countries could relieve short-term shortage of staff while progress is being made on the employer brand to attract external candidates, training and development programmes are set up and implemented. Regardless of how successful an organisation is, skills shortages can cause prodigious nix effects on the competitive advantage of an organisation.Continuous assessment of organisation recruitment strategy and ensuring that it is linked to the corporate strategy of the organisation should be re-evaluated on a regular basis to remain a successful organisation and a global market leader. Part 2 With reference to relevant academic lite rature evaluate the effectiveness of the reference as a pickax method. Introduction There is a long tradition liberation back to the beginning of the twentieth century of academic research into the congenator merits of different pickax nebs (People Resourcing Chp 11 Pg 254). Organisations worldwide must adapt natural pickax method to recruit personnel in order to operate their businesses. The method that they select, be simple or sophisticated depends on a fig of factors such as financial, cultural, resources that are available and if their requirements are immediate or for the future. You are attempting to predict how a person will perform their work, interact with their future colleagues, treat your customers and respect your business. (Recruitment and alternative slide 8 Selection) All filling methods have positive and cast out results and none are infallible.According to CIPD Annual report 2011, question carcass the most common selection method. (CIPD Annual repor t 2011 resourcing and talent planning). Main Body Interviews of one miscellany or another are almost universally use (IRS 2002c, CIPD 2007c). Interviews are popular as they provide the opportunity to meet causa to count with the potential future employee, assess candidates ability to exonerate out the job. It also provides the opportunity for the employer to describe job specification, discuss the terms and conditions of employment and project a positive design of the organisation and accent the organisations brand. A controlled conversation with a purpose (Torrington, 1995). Despite their widespread use, consultations are often questioned as to how effective in selecting people for specific roles they really are. A number of draw backs that Anderson and Shackleton (Anderson and Shakleton, 1993) gather from a variety of studies read some of the reasons why wonders can been criticised. These include Expectancy government issue this is where the referenceer gains impress ion of the candidate before the oppugn Stereotyping interrogateers assume that particular characteristics are usual of a particular group of people.Personal Linking wonderers may incur decisions on whether they desire or dis like a candidate. Halo and Horns emergence referenceers may rate candidates as simply good or bad. Mirror Effect interviewers may give preference to candidates that perceive to be similar to them. line Effect the interviewer may allow the experience of interviewing one candidate to modify the way they interview others. Primary Effect interview puts too much emphasis on education gained in initial part of interview. discipline overload Effect- interviewers may desex decisions on only part of the nurture available to them.Temporal extension Effect interviewers may assume that a candidates conduct at interview is their general personality. One thirds of employers ferment an initial hiring decision in the first ninety seconds of an interview, based completely on interviewees appearance (XpertHR 2011 selection interviews survey). It could be said that interview selection bastard is prejudiced and biased but it is the responsibility of the organisation to ensure that interviewers are adequately trained to help eliminate these errors.It would appear that recruiters are positive, although not passionate about the effectiveness of the interviews as a selection tool (XpertHR 2011 selection interviews survey) Two thirds of employers rate interviews as effective but just 16. 7% say they are very effective (App1). Studies have found that the predictive validity of the structured interview is quite high (Campione et al. 1988 Wiesner Cronshaw 1988). Structuring interviews can also help improve the ability to predict procedure in the role as they provide interviewers with a framework to personify when interviewing each candidate, based on the criteria for the job.Adapting structure to the interview means that questions are plan ned carefully before the interview, all candidates are asked the same middle group questions, answers are scored using a rating system and all questions focus on the attributes and behaviours needed in the job. Evenden and Anderson ( 1992) suggest that the choice of questions and the appropriate use of them can ensure greater balance and flow in the interview itself (Gunnigle human being mental imagery Management in Ireland Chp 5 pg 128) The types of questions that can be use are * Direct or Closed are reusable to get facts but too many lead to repetition. Leading no real value in this type of question as most interviewee would follow it. * Topic Changing- help to create a flow through interview. * Probing and developing- help to test the interviewees specific knowledge or skills. * Open-ended- are effective to encourage interviewee to talk and get involved. * Reflecting back are utilizable to ensuring information is understood. * Command are reclaimable retrieve additi onal information on specific area. Structured interviews can be behavioural, they focus on past execution or situational, they focus on future performance. A growing number of employers are now taking his barbel, 60% extract out structured interviews as part of the selection serve up. (XpertHR2011 selection interview surveys). Interview format can also provide additional structure to the interview selection process, where her they are one to one, panel interview or sequence of interviews but whatever format is chosen the effectiveness of the interview should be the same. Newell (2000) warns that while efforts have been made to improve the selection process through a more systematic go on , currents trends in organisations make best practises model somewhat problematic.Job specification and analysis can buy the farm difficult if job requires tractableness and also with a number of organisations flavor for innovation and creativity the term fit has less relevance. (Gunnigle, serviceman vision Management in Ireland, Chp 5 pg 124). Other criticism of the structured attempt is although highly effective method with the use of controlled questioning etc its doesnt actually represent the more relaxed environment that a candidate can intimately open up. The main disadvantage of using a structured interview is that its rigidity can limit the information-gathering process.Instead of exploring an applicants responses by further questioning during the interview, the process is often rushed in order to get through all the questions on the schedule, and the assessment of the individual can wrong as a result. Also, since the interviewer takes the lead, he or she may dominate the process, denying the applicant sufficient time to provide a considered and accurate response (Du Plessis 2003 Pg 170). glide slope a system in reality there is always so sort of compromise as without pliableness systems wouldnt be sustainable.The interview selection tool would need to ad opt a degree of flexibility and would help to improve the problems that have been suggested above. Adopting a mixed approach of semi-structuring or mixed approaches into the process would create the more open relaxed situation that interviews are perceived as but also the structure process carcass which overall would make the interview selection method more effective. inference Through the research that has been carried out and reflecting back on some of the statistics that have been reviewed , the interview process across a wide ange of organisations and even in different markets would be reasonable to say that it is and will continue to be an effective selection tool. Even more so structured interviews have a greater effectiveness, however rigid the process is interviewing remains basically a selective process. Organisations must ensure that they provide adequate training to equip their interviewers with the essential knowledge and skills required to maximise the interview proc ess and also that they offer the best opportunity with no bias or error for the candidate in question.moreover organisations need to be elastic in order to adapt to external and internal factors effecting their organisations environment for example economic, political cultural and technology. Thus the selection processes also needs to be set we can see this through compromising with the structure approach to interviewing with semi-structure or mixed approaches that slight modifications can improve the outcome. Organisations need to be flexible in order to maintain best practise for their organisation and jobs roles would need to be familiarised accordingly.The interview as a selection tool is still by far the most effective and widely used method across the globe. There are a number of draw backs and there are other selection tools that are more effective but a cost. The interview is the most cost effective, time effective method and with selecting the wrong candidate for the role costing an organisation most 15000 you are not vent to offer a plant to someone that you havent meet face to face now are you ? Appendences 1Bibliography Anderson and Shackleton(1993) Successful selection interviewing. CIPD accompaniment Sheets Selection Methods. CIPD Fact Sheets Secondment. CIPD Fact Sheet Talent Managment. CIPD Annual Survey Report 2011 Resourcing and Talent Planning. Gunnigle Human Resource Management in Ireland. Taylor People Resourcing. www. sony. com www. apple. com XpertHR 2011 Selection Interviews Survey military capability and Training Article. XpertHR 2011 Selection Interviews Survey Interview tools and record-keeping.Recruitment & SelectionRecruitment and Selection Part 1 Produce a report, advising HiTech on how it should move forward as far as recruitment is concerned i. e. what advice would you give? Introduction HiTech International is one of the fastest growing companies in the world. It currently employs over 30000 people in 60 countries and ha s annual turnover in excess of $19billion. Located in West Dublin, HiTech European home office employs 2500 people. 90% are employees of the company and remaining 10% are employed on a subcontracted basis.HiTech specialise in training of computer hardware and bespoke software solutions for corporate clients to assist them in maximising the use of the internet. HiTech also provide a complete after-sales service which goes beyond regular software maintenance. The company is recognised as global market leaders in several of its principal line of business. Due to the competitive market that HiTech operates in innovation and continually evolving technology developments through research and development department is central to the companys future success.HiTech offers employees excellent terms and conditions of employment with top-salaries, generous bonus schemes, discounts, pensions, health and lifespan insurance. The environment in which they work is very attractive with excellent fa cilities such as staff cafeterias, fitness facilities and valet services. Staff retention is very good turnover levels are currently at 5% of which half are accounted for by dismissals and non-renewal of fixed-term contracts. HiTech are experiencing some difficultly with finding sufficient number of employees with the required skills to meet its expansion needs.Due to the fast-moving nature of the industry graduates are not utilised as by the time they are trained with a set of skills technology has moved on making their training redundant. close to graduates do succeed but most struggle, and are dependent on too much from the start. HiTechs main source of new recruits is staff employed by competitors or working in closely related to fields. They also have adopted a no poaching policy with companies that HiTech has a customer relationship with or partner companies.Currently HiTech have two principle methods of recruitment in addition to a small- scale graduate training programme a dvertising in national newspapers and head-hunters. HiTech are not satisfied with either method adverts bring in too many applications that take up too much time to work through them. Head-hunters have found some suitable candidates but put at a great cost plus there is a adventure that candidates would be lured away again by the same agent. And with the small pool of labour agencies are unable to identify the required individuals that are not already know to HiTech.Recommendations Improve on employer brand Although HiTech has global market leadership in several lines of its business and is recognised for its products as potential a brand leader but has it adopted an employer brand. Edward (2005) employer branding is clearly aimed at attracting and retaining staff (Edwards, 2005 Employer Branding) HiTech aim should be to develop and maintain a strong brand image as an employer that will reinforce their efforts to attract and subsequently retain the most effective performers.Accordi ng to CIPD Survey nearly cardinal quarters of organisations have made efforts to improve their employee brand over the last year, most commonly through employee surveys and developing online career sites (CIPD Annual Survey 2011/resourcing and talent planning). HiTech need to project a favourable impression of experience working there, similar to the reputation or brand that Google and Face book have. Evidence strongly suggested that employers can gain an edge in labour market through development of a good brand.Charles Schwab from US enthronement bank states having a strong brand for an employee is a competitive advantage and strategic advantage it really does help to attract the best candidate.. (The Conference Board 2001, pg 5/people resourcing Chp 3 pg 68) Using different media to search for talent Website One of the most effective methods that attracts applicants to an organisation is the organisations ingest corporate website. Corporate websites is an excellent pool for att racting potential candidates. HiTech would have the skills in house to setup a corporate website at a nominal cost.The website should attract people to the careers section, convince them of the desirability of a career in HiTech and capture them as a candidate with an exceptional online response process. Furthermore to the website development HiTech should improve process of applying for a position within the organisation which would address the large quantity of applications received when they run a national newspaper advertisement. Adopting an online application will eliminate unqualified candidates from first round and then suitable applicants can progress onto the second stage of talent test.This would highlight the qualified personnel with the required skills much more effectively. Trade Journals HiTech could sign up to the specific trade journals that are relevant to the specific industry, profession, trade or business that it in association with. Trade journal would effecti vely reach a number of the potential candidates that HiTech need to make their presence aware. LinkedIn It would be in HiTech best interest to get attached with social networking website LinkedIn that is geared towards companies and industry professional looking to make new business contacts, keep in touch with previous co workers and clients.According to CIPD annual survey on resourcing and talent planning professional networking 16% of organisations find that it is an effective method of attracting applications to an their organisation (CIPD annual survey 2011 on resourcing and talent planning). HiTech can create profile that details the company profile and can link in with similar professional establishments and people. This can then form a platform for HiTech to search through profiles of people that they are raise in hiring new employees and also for candidates to search for potential job opportunities.Education evolution Even though HiTech skills shortage is an immediate co ncern they also need to think long term especially when it comes to skills shortages as planning for the future will ensure the organisations continued success. Linking up educational establishments to ensure that the syllabus being taught is relevant to skills set required and preparing students for work and developing their internal talent pipelines around skills shortage areas.HiTech could also offer work experience placements with students to begin the internal training process of the organisation and therefore once qualified will be more up to date with the technology and possible bring new ideas in order to remain innovate. Apple have developed an excellent link in with local colleges and students they approach colleagues in different fields and establish a campus rep that is trained in the apple technology and then the campus Rep hosts workshops , demonstrations and build up the Apple brand as a desirable employer.They also have an internship programmes to students through summer placements or co-op during academic year. Apple provides hold on experience by allowing interns to work on critical projects and also offer employment opportunities after they have graduated. Graduate Recruitment From the case study it is said that HiTech has a small scale graduate training programme and that they have difficultly employing graduates with limited experience and train them.HiTech need to further resource and enhance their graduate programme to ensure that candidates get the best possible opportunity during their studies and that they receive the relevant work experience so that once they graduate they can hit the ground running . Sony has launched a European Graduate programme that is well structured and offers graduates the experience of all elements of the organisation. The structure is divided up into Business Experience which is run over two years and graduates rotate on two assignments taking in all roles.They are then provided with training modules tha t are delivered by top management and highly skilled personnel giving them a unique networking opportunity. Each graduate receives a mentor from the middle management leadership development programme. And finally they are offered social entrepreneurship were they collaborate in groups and apply their business skills making a real contribution to a social project. One in ten organisations is considering sponsoring students through university and over a quarter of organisations operate a structured graduate programme (CIPD annual survey 2011/resourcing and talent planning).Talent Management Graduates struggle to succeed in developing their careers within the company and it doesnt mention in the case study about any development programmes for employees. Talent management is systematic attraction , identification, development , engagement , retention and deployment of individuals who are of particular value to an organisation, either in view of their high potential for the future or be cause they are option business/operation critical roles( CIPD Factsheet Talent Management An Overview).HiTech need to develop this further for their graduates and employees, it would include a range of activities such as formal and informal leadership coaching, networking events and board-level and client exposure. This would assist HiTech to maintain competitive advantage and get the best from their people. This can be achieved by focusing on four areas of the talent management loop Attracting talent as previously mentioned attracting external talent through corporate website to offer a recognised graduate programme enhance the employer brand which will attract new talent.Developing talent- learning and development initiatives should be in implemented to enhance employees and assist graduate to succeed in their career. Managing Talent this could be linked to development aspect but focuses more on the retention. Succession planning can help HiTech to identify future and potential skilled personnel. Tracking and evaluating talent continuous evaluation of talent will help improve the staff retention and give focus to areas that management need to work on. SecondmentSecondment refers to the passing movement of an employee to another part of organisation. HiTech could find this very beneficial if they interim moved the employees from other countries to Dublin based office. It would certainly assist with the immediate shortage of skills, they would not have to train the candidates as they would be familiar with the organisation and it would provide the time for the organisation to adopt the recommendations mentioned above to improve the employer brand and training and development programmes.Another option would be external countenance , HiTech have develop relationships with partnership companies and even with no poaching policy in place they could come to an agreement with another organisation to loan a required skill employee to them for short-term basis to relieve the immediate requirement . Conclusion HiTech International case study highlighted the fact that even been the fast growing company it the world and recognised as global market leaders without the requires skilled staff can cause significant effect on the companies continued success and to maintain competitive advantage.Without a defined, well recognised employer brand an organisation that depends on innovation and creativity attracting specialised skills in a relatively small pool of people can be difficult. Reviewing the organisations methods for recruiting talent and researching how successful they are and be unstrained to adapted and change to the diverse global market is important. Making connections with educational establishments and encouraging graduates to sign up with the programmes will help to prevent future shortages but all programmes and connections must be supported, managed and evaluated on a regular basis.Focusing on in house training and development of staff with career structures will further enhance the organisation and challenges employees to continue to be yeasty and motivated. Sourcing staff from other branches in other countries could relieve short-term shortage of staff while progress is being made on the employer brand to attract external candidates, training and development programmes are set up and implemented. Regardless of how successful an organisation is, skills shortages can cause significant negative effects on the competitive advantage of an organisation.Continuous assessment of organisation recruitment strategy and ensuring that it is linked to the corporate strategy of the organisation should be re-evaluated on a regular basis to remain a successful organisation and a global market leader. Part 2 With reference to relevant academic literature evaluate the effectiveness of the interview as a selection method. Introduction There is a long tradition going back to the beginning of the twentieth century of academic research into the relative merits of different selection tools (People Resourcing Chp 11 Pg 254). Organisations worldwide must adapt selection method to recruit personnel in order to operate their businesses. The method that they select, be simple or sophisticated depends on a number of factors such as financial, cultural, resources that are available and if their requirements are immediate or for the future. You are attempting to predict how a person will perform their work, interact with their future colleagues, treat your customers and respect your business. (Recruitment and selection slide 8 Selection) All selection methods have positive and negative results and none are infallible.According to CIPD Annual report 2011, interview remains the most common selection method. (CIPD Annual report 2011 resourcing and talent planning). Main Body Interviews of one kind or another are almost universally used (IRS 2002c, CIPD 2007c). Interviews are popular as they provide the opportunity t o meet face to face with the potential future employee, assess candidates ability to exact out the job. It also provides the opportunity for the employer to describe job specification, discuss the terms and conditions of employment and project a positive impression of the organisation and accent the organisations brand. A controlled conversation with a purpose (Torrington, 1995). Despite their widespread use, interviews are often questioned as to how effective in selecting people for specific roles they really are. A number of draw backs that Anderson and Shackleton (Anderson and Shakleton, 1993) gather from a variety of studies yield some of the reasons why interviews can been criticised. These include Expectancy Effect this is where the interviewer gains impression of the candidate before the interview Stereotyping interviewers assume that particular characteristics are emblematic of a particular group of people.Personal Linking interviewers may make decisions on whether th ey liked or disliked a candidate. Halo and Horns Effect interviewers may rate candidates as simply good or bad. Mirror Effect interviewers may give preference to candidates that perceive to be similar to them. line of reasoning Effect the interviewer may allow the experience of interviewing one candidate to affect the way they interview others. Primary Effect interview puts too much emphasis on information gained in initial part of interview. culture overload Effect- interviewers may make decisions on only part of the data available to them.Temporal extension Effect interviewers may assume that a candidates conduct at interview is their general personality. One thirds of employers make an initial hiring decision in the first ninety seconds of an interview, based entirely on interviewees appearance (XpertHR 2011 selection interviews survey). It could be said that interview selection tool is prejudiced and biased but it is the responsibility of the organisation to ensure that in terviewers are adequately trained to help eliminate these errors.It would appear that recruiters are positive, although not passionate about the effectiveness of the interviews as a selection tool (XpertHR 2011 selection interviews survey) Two thirds of employers rate interviews as effective but just 16. 7% say they are very effective (App1). Studies have found that the predictive validity of the structured interview is quite high (Campione et al. 1988 Wiesner Cronshaw 1988). Structuring interviews can also help improve the ability to predict performance in the role as they provide interviewers with a framework to follow when interviewing each candidate, based on the criteria for the job.Adapting structure to the interview means that questions are planned carefully before the interview, all candidates are asked the same core questions, answers are scored using a rating system and all questions focus on the attributes and behaviours needed in the job. Evenden and Anderson ( 1992) sug gest that the choice of questions and the appropriate use of them can ensure greater balance and flow in the interview itself (Gunnigle Human Resource Management in Ireland Chp 5 pg 128) The types of questions that can be used are * Direct or Closed are useful to get facts but too many lead to repetition. Leading no real value in this type of question as most interviewee would follow it. * Topic Changing- help to create a flow through interview. * Probing and developing- help to test the interviewees specific knowledge or skills. * Open-ended- are useful to encourage interviewee to talk and get involved. * Reflecting back are useful to ensuring information is understood. * Command are useful retrieve additional information on specific area. Structured interviews can be behavioural, they focus on past performance or situational, they focus on future performance. A growing number of employers are now taking his approach, 60% carry out structured interviews as part of the selectio n process. (XpertHR2011 selection interview surveys). Interview format can also provide additional structure to the interview selection process, where her they are one to one, panel interview or sequence of interviews but whatever format is chosen the effectiveness of the interview should be the same. Newell (2000) warns that while efforts have been made to improve the selection process through a more systematic approach , currents trends in organisations make best practises model somewhat problematic.Job specification and analysis can draw difficult if job requires flexibility and also with a number of organisations looking for innovation and creativity the term fit has less relevance. (Gunnigle, Human Resource Management in Ireland, Chp 5 pg 124). Other criticism of the structured approach is although highly effective method with the use of controlled questioning etc its doesnt actually represent the more relaxed environment that a candidate can easy open up. The main disadvanta ge of using a structured interview is that its rigidity can limit the information-gathering process.Instead of exploring an applicants responses by further questioning during the interview, the process is often rushed in order to get through all the questions on the schedule, and the assessment of the individual can wrong as a result. Also, since the interviewer takes the lead, he or she may dominate the process, denying the applicant sufficient time to provide a considered and accurate response (Du Plessis 2003 Pg 170). plan of attack a system in reality there is always so sort of compromise as without flexibility systems wouldnt be sustainable.The interview selection tool would need to adopt a degree of flexibility and would help to improve the problems that have been suggested above. Adopting a mixed approach of semi-structuring or mixed approaches into the process would create the more open relaxed situation that interviews are perceived as but also the structure process remai ns which overall would make the interview selection method more effective. Conclusion Through the research that has been carried out and reflecting back on some of the statistics that have been reviewed , the interview process across a wide ange of organisations and even in different markets would be reasonable to say that it is and will continue to be an effective selection tool. Even more so structured interviews have a greater effectiveness, however rigid the process is interviewing remains essentially a selective process. Organisations must ensure that they provide adequate training to equip their interviewers with the essential knowledge and skills required to maximise the interview process and also that they offer the best opportunity with no bias or error for the candidate in question.Furthermore organisations need to be flexible in order to adapt to external and internal factors effecting their organisations environment for example economic, political cultural and technolog y. Thus the selection processes also needs to be adjusted we can see this through compromising with the structure approach to interviewing with semi-structure or mixed approaches that slight modifications can improve the outcome. Organisations need to be flexible in order to maintain best practise for their organisation and jobs roles would need to be adjusted accordingly.The interview as a selection tool is still by far the most effective and widely used method across the globe. There are a number of draw backs and there are other selection tools that are more effective but a cost. The interview is the most cost effective, time effective method and with selecting the wrong candidate for the role costing an organisation almost 15000 you are not going to offer a position to someone that you havent meet face to face now are you ? Appendences 1Bibliography Anderson and Shackleton(1993) Successful selection interviewing. CIPD Fact Sheets Selection Methods. CIPD Fact Sheets Secondment. CIPD Fact Sheet Talent Managment. CIPD Annual Survey Report 2011 Resourcing and Talent Planning. Gunnigle Human Resource Management in Ireland. Taylor People Resourcing. www. sony. com www. apple. com XpertHR 2011 Selection Interviews Survey dominance and Training Article. XpertHR 2011 Selection Interviews Survey Interview tools and record-keeping.