All these efforts are aimed at making organizations more competitive and yet these activities have one profound effect on organizational life: Managers are being asked (told) to do more with fewer people
The growing competitive environment results in the paradigm shift in the recruitment strategy. Research indicates that there is a strong case of behavioural recruitment model. The best organizations succeed not because of their people, but because they have the right people. Skill, knowledge, and attitude of the workforce are critical inputs for the success of any organization (Cronin 1996). Hence, there is the strong need for competency-based recruitment and behavioural interview which can provide a desirable option. The traditional methods which focus more on resume, references and past experience fail to capture the complexity of identifying the right candidate. Competency-based recruitment through behavioural interviews focus more on the right fit between the organization and the individual. Behavioural interviewing provides the structure for describing jobs in terms of the values and behaviour of the organization. It also helps in interpreting the candidates' behaviour and not just their experience.
The job of recruiting a new candidate does not end by signing on the dotted line. The real effort actually begins after that. What today is bringing many companies to become aware of this is often ignored and an overlooked fact is the growing realization that the employees quit within first two to three months of their recruitment, which is often termed as the "honeymoon period". The failure of an employee to stick around can damage the company in many ways. More energy is spent on damage control and to motivate the rest of the employees. The HR department should design induction program to help the employees acclimatize and become comfortable with the environment in the organization. The processes and procedures can be easily learned over a period of time, but understanding and adapting to the culture of the organization is much more important. Hence, apart from the "functional" induction the companies need to focus more on the "cultural" induction. The new employee needs to feel recognized, encouraged, and valued. At this stage, the organization should aim at developing a strong emotional bond with the employee. This psychological contract should aim at developing a long lasting "career marriage". The HR professional should ensure that the new employee does not feel alienated on the first day itself. The first few days are extremely crucial for the new recruit and making him/her comfortable shall go a long way in laying the foundation of a strong relationship.
The globalized organizations need to maintain international standards in recruitment and selection practices. A universally compatible procedure needs to be evolved to make recruitment effective. Use of objective tests and assessment centre methods can be encouraged. In order to facilitate the recruitment of scarce skills, new techniques such as flexi-time, part-time, and job-sharing may be introduced.
Appraisal of the design of selection tools and selection criteria to