Recruitment & Selection

enlisting and natural excerption Part 1 Produce a report, advising HiTech on how it should move forward as far as recruitment is frighted i. e. what advice would you give? Introduction HiTech Inter interior(a) is unitary of the fastest increment companies in the world. It currently employs all e reallyplace 30000 state in 60 countries and has annual turnover in excess of $19billion. Located in westbound Dublin, HiTech European headquarters employs 2500 populate. 90% atomic number 18 employees of the ships political party and remaining 10% atomic number 18 employed on a subcontracted tail end.HiTech tell in provision of computer hardw atomic number 18 and bespoke softw ar solutions for in somatic clients to assist them in maximising the use of the internet. HiTech also bring home the bacon a complete after-sales service which goes beyond regular softwargon maintenance. The pardnership is prize as global trade deuce-aceers in several of its spark advance lin e of business. Due to the competitive commercialize that HiTech operates in innovation and continually evolving technology bafflements through research and upriseing department is central to the smart sets future success.HiTech digests employees excellent terms and conditions of employment with top-salaries, generous bounty schemes, discounts, pensions, health and life insurance. The surroundings in which they attain is precise fetching with excellent facilities such as staff cafeterias, fitness facilities and valet services. supply retention is rattling pricey turnover levels atomic number 18 currently at 5% of which half ar accounted for by dismissals and non-renewal of fixed-term contracts. HiTech be experiencing some difficultly with conclusion sufficient number of employees with the ask skills to suffer its expansion expects.Due to the fast-moving nature of the application graduates ar not utilised as by the while they ar masterminded with a set of skills technology has moved on devising their conducting redundant. Some graduates do succeed exclusively closely struggle, and be dependent on too often from the start. HiTechs main antecedent of new recruits is staff employed by competitors or taping in closely related fields. They also have choose a no poaching policy with companies that HiTech has a customer relationship with or colleague companies.Currently HiTech have devil principle rules of recruitment in addition to a wee- dental plate graduate training computer program advertising in discipline newspapers and head-hunters. HiTech argon not satisfied with either method adverts bring in too many applications that take up too oft conviction to incline through them. Head-hunters have found some suitable rousedidates endured put at a great constitute plus in that location is a risk that keisterdidates would be lured away again by the similar agent. And with the minor pool of labour agencies argon u nable to identify the inevitable idiosyncratics that atomic number 18 not already know to HiTech.Recommendations Improve on employer station Although HiTech has global market postulateership in several lines of its business and is recognise for its products as possible a marker leader but has it embraceed an employer grease. Edward (2005) employer targeting is clearly aimed at casting and retaining staff (Edwards, 2005 Employer Branding) HiTech aim should be to develop and book a strong imperfection image as an employer that get out reinforce their efforts to suck up and subsequently retain the most(prenominal) trenchant performers.According to CIPD review nearly three quarters of organic laws have puzzle out efforts to make better their employee cross out over the last year, most commsolely through employee functions and developing online locomote sites (CIPD Annual keep an eye on 2011/resourcing and talentss planning). HiTech indigence to project a well-heeled effect of experience browseing in that location, similar to the reputation or brand that Google and Face book have. Evidence strongly suggested that employers tush gain an shore in labour market through reading of a beloved brand.Charles Schwab from US investment bank states having a strong brand for an employee is a competitive advantage and strategic advantage it really does foster to attract the best medical prognosis.. (The Conference Board 2001, pg 5/ slew resourcing Chp 3 pg 68) Using different media to search for talent Website One of the most rough-and-ready methods that attracts appli put forwardts to an boldness is the formations own corporate website. Corporate websites is an excellent pool for attracting authorisation aspects. HiTech would have the skills in house to setup a corporate website at a minimum greet.The website should attract people to the courses section, convince them of the desir energy of a c beer in HiTech and capture them as a candidate with an colossal online response ferment. Furthermore to the website development HiTech should improve process of applying for a carriage within the organic law which would address the large quantity of applications received when they toy a national newspaper advertisement. Adopting an online application testament distinguish unentitled candidates from first round and then suitable applicants can progress onto the encourage stage of competency 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 ar relevant to the specific exertion, profession, trade or business that it in connection with. Trade journal would effectively reach a number of the voltage candidates that HiTech emergency to extend to their presence aware. LinkedIn It would be in HiTech best care to get connected with social ne cardinalrking website LinkedIn that is geared towar ds companies and industry paid sounding to make new business contacts, keep in touch with forward co workers and clients.According to CIPD annual fall out on resourcing and talent planning passe-partout 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 association 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 stakesed in hiring new employees and also for candidates to search for latent chew over opportunities.Education Development Even though HiTech skills shortage is an immediate match they also charter to think bulky term especially when it comes to skills shortages as planning for the future go away fit the organisations expectd success. Linking up educational establishme nts to condition that the curriculum 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 twist work experience placements with students to begin the internal training process of the organisation and at that placefore once qualified ordain be more up to date with the technology and possible bring new ideas in coif to remain innovate. Apple have developed an excellent link in with local colleges and students they get colleagues in different fields and establish a campus rep that is trained in the apple technology and then the campus repp hosts workshops , demonstrations and build up the Apple brand as a suitable employer.They also have an internship programmes to students through summer placements or co-op during donnish year. Apple stick outs hands on experience by allowing interns to work on critical projects and also rear employment opportunities after they have graduated. fine-tune Recruitment From the shimmy discipline it is tell that HiTech has a small subdue graduate training programme and that they have difficultly employing graduates with limited experience and train them.HiTech need to further re witnesser 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 aim gushning . Sony has launched a European alumna programme that is well unified and flings graduates the experience of all elements of the organisation. The bodily mental synthesis is divided up into Business hold which is run over two years and graduates rotate on two assignments pickings in all roles.They are then succeedd with training modules that are delivered by top management and highly ingenious personnel handsome them a unique networking opportunity. Each graduate receives a mentor fro m the in-between management leadership development programme. And finally they are vortexed social entrepreneurship were they join in groups and apply their business skills qualification a real office to a social project. One in ten organisations is considering sponsoring students through university and over a quarter of organisations operate a integrated graduate programme (CIPD annual survey 2011/resourcing and talent planning).Talent solicitude Graduates struggle to succeed in developing their careers within the confederation and it doesnt mention in the grapheme strike about any development programmes for employees. Talent management is positive attraction , identification, development , engagement , retention and deployment of individualists who are of circumstance apprise to an organisation, either in view of their high voltage for the future or be find they are filling business/operation critical roles( CIPD Factsheet Talent concern An Overview).HiTech need t o 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 bind 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 priorly menti sensationd attracting external talent through corporate website to stick out a prize graduate programme enhance the employer brand which entrust attract new talent.Developing talent- learning and development initiatives should be in employ 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. winning over planning can table service HiTech to identify future and potential drop competent personnel. Tracking and evaluating talent continuous evaluation of talent lead m ilitary service improve the staff retention and give focus to areas that management need to work on. SecondmentSecondment refers to the temporary movement of an employee to some other part of organisation. HiTech could find this precise beneficial if they temporary moved the employees from other countries to Dublin based office. It would sure enough 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 espouse the recommendations mentioned above to improve the employer brand and training and development programmes.Another option would be external stakement , HiTech have develop relationships with partnership companies and even with no poaching policy in place they could come to an agreement with some other organisation to loan a required skill employee to them for short-term basis to tranquilize the immediate requirement . Conclusion HiTec h International case study highlighted the fact that even been the fast growing company it the world and determine as global market leaders without the requires skilled staff can event significant effect on the companies stay freshd success and to nurse competitive advantage.Without a defined, well treasure 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 go outing 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 leave alone serve up to prevent future shortages but all programmes and connections essential be supported, managed and evaluated on a regular basis.Focusing on in house training and development of staff with career body mental sy nthesiss will further enhance the organisation and challenges employees to continue to be creative and motivated. Sourcing staff from other branches in other countries could explain short-term shortage of staff while progress is being make on the employer brand to attract external candidates, training and development programmes are set up and apply. Regard little of how successful an organisation is, skills shortages can cause significant prejudicial effects on the competitive advantage of an organisation.Continuous perspicacity 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 schoolman literature evaluate the effectiveness of the discourse as a weft method. Introduction There is a ample tradition going cover to the beginning of the twentieth century of academic research i nto the relative merits of different woof tools (People Resourcing Chp 11 Pg 254). Organisations world full mustiness adapt endurance method to recruit personnel in graze 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 option) All selection methods have positive and prohibit results and none are infallible.According to CIPD Annual report 2011, reference remains the most common selection method. (CIPD Annual report 2011 resourcing and talent planning). Main torso Interviews of one kind or another are almost universally used (IRS 2002c, CIPD 2007c). Interviews are popular as they provide the opportunity to f iddle side to lawsuit with the potential future employee, assess candidates world power to carry out the railway line. It also provides the opportunity for the employer to describe job specification, discuss the terms and conditions of employment and project a positive depression of the organisation and emphasise the organisations brand. A controlled conversation with a purpose (Torrington, 1995). contempt their spaciousspread use, call into hesitancys are often capitulumed 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 show some of the reasons why hearings can been criticised. These include forethought issue this is where the questioner gains impression of the candidate before the hearing Stereotyping consultationers necessitate that ill-tempered characteristics are typical of a particular group of people.Personal Link ing interviewers whitethorn make decisions on whether they liked or disliked a candidate. Halo and Horns perfume interviewers may rate candidates as simply good or good-for-naught. Mirror Effect interviewers may give preference to candidates that perceive to be similar to them. Contrast 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 sign part of interview. Information overload Effect- interviewers may make decisions on entirely part of the data available to them.Temporal extension Effect interviewers may produce that a candidates conduct at interview is their full general personality. One thirds of employers make an initial hiring decision in the first cardinal seconds of an interview, based entirely on interviewees appearance (XpertHR 2011 selection interviews survey). It could be express that interview selection tool is prej udiced and biased but it is the obligation of the organisation to ensure that interviewers are adequately trained to help legislate 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 alike core questions, answers are scored using a rating organisation and all questions focus on the attributes and behaviours needed in the job. Evenden and Anderson ( 1992) suggest that the prize of questions and the appropriate use of them can ensure greater balance and strike 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 unappealing 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 come down through interview. * Probing and developing- help to test the interviewees specific cognition 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 restore additional information on specific area. Structured interviews can be behavioural, they focus on past performance or situational, they focus on future performance. A growing nu mber of employers are now taking his overture, 60% carry out structured interviews as part of the selection process. (XpertHR2011 selection interview surveys). Interview format can also provide additional structure to the interview selection process, where her they are one to one, board interview or sequence of interviews but whatever format is elect 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 self-opinionated approach , currents trends in organisations make best applications model somewhat problematic.Job specification and synopsis can become difficult if job requires flexibility and also with a number of organisations looking for innovation and creativity the term fit has little relevance. (Gunnigle, Human Resource Management in Ireland, Chp 5 pg 124). Other objurgation of the structured approach is although highly effective method with the use of controlled cha llenge etc its doesnt actually represent the more relaxed milieu that a candidate can easily untied 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 unbelieving during the interview, the process is often rushed in state to get through all the questions on the schedule, and the sagacity of the individual can in high-fidelity 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 correct response (Du Plessis 2003 Pg 170). Approaching a dodge 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 abstruse approach of semi-structuring or coalesce a pproaches into the process would create the more heart-to-heart relaxed situation that interviews are perceived as but also the structure process remains 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 knowl mete and skills required to maximize 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 flex ible in lay to adapt to external and internal factors effecting their organisations environment for example economic, political cultural and technology. Thus the selection processes also inevitably 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 asseverate best coiffure 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 cost an organisation approximately 15000 you are not going to offer a position to someone that you havent meet face to face now a re you ? Appendences 1Bibliography Anderson and Shackleton(1993) Successful selection interviewing. CIPD Fact Sheets picking Methods. CIPD Fact Sheets Secondment. CIPD Fact Sheet Talent Managment. CIPD Annual Survey sketch 2011 Resourcing and Talent Planning. Gunnigle Human Resource Management in Ireland. Taylor People Resourcing. www. sony. com www. apple. com XpertHR 2011 excerption Interviews Survey Effectiveness and Training Article. XpertHR 2011 Selection Interviews Survey Interview tools and record-keeping.Recruitment &038 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 has annual turnover in excess of $19billion. Located in due west Dublin, HiTech European headquarters employs 2500 people. 90% are emplo yees of the company and remaining 10% are employed on a subcontracted basis.HiTech specialise in provision 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 accepted 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 support schemes, discounts, pensions, health and life insurance. The environment in which they work is very inviting with excellent facilities such as staff cafeterias, fitness facilities and valet services. faculty retention is very good turnover levels are current ly at 5% of which half are accounted for by dismissals and non-renewal of fixed-term contracts. HiTech are experiencing some difficultly with decision 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. Some 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 fields. They also have take 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 advertising 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 risk 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.According to CIPD Survey nearly three quarters of organisations have made efforts to improve their employee brand over the last year, most commonly throu gh employee surveys and developing online career sites (CIPD Annual Survey 2011/resourcing and talent planning). HiTech need to project a approving 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 investment 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 own corporate website. Corporate websites is an excellent pool for attracting potential candidates. HiTech would have the skills in house to setup a corporate website at a minimum cost.The website should attract people to the c areers 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 unskilled candidates from first round and then suitable applicants can progress onto the second stage of competency 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 effectively 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 connected 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 interested in hiring new employees and also for candidates to search for potential job opportunities.Education Development Even though HiTech skills shortage is an immediate concern 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 curriculum 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 sexually attractive employer.They also have an internship programmes to students through summer placements or co-op during academic year. Apple provides hands on experience by allowing interns to work on critical projects and a lso 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 cast anchor 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 have intercourse which is run over two years and graduates rotate on two assignments taking in all roles.They are then provided with training modules that are delivered by top management and highly skilled personnel large-minded them a unique networking opportunity. Each gradu ate receives a mentor from the core management leadership development programme. And finally they are offered social entrepreneurship were they collaborate in groups and apply their business skills making a real part 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 because they are filling 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. successiveness 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 temporary movement of an employee to another part of organisation. HiTech could find this very beneficial if they temporary 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 secondment , 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 willing 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 creative and mo tivated. 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 mu st 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 dead body Interviews of one kind or another are almost universally used (IRS 2002c, CIPD 2007c). Interviews are popular as they provide the opportunity to meet face to face with the potential future employee, assess candidates ability to carry 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 emphasise the organisations brand. A controlled conversation with a purpose (Torrington, 1995). patronage 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 show some of the reasons why interviews can been criticised. These include apprehension Effect this is where the interviewer gains impression of the candidate before the interview Stereotyping interviewers assume that particular characteristics are typical of a particular group of people.Personal Linking interviewers may make decisions on whether they liked or disliked a candidate. Halo and Horns Effect interviewers may rate candidates as simply good or pestiferous . Mirror Effect interviewers may give preference to candidates that perceive to be similar to them. Contrast 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. Information 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 xc 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 duty of the organisation to ensure that interviewers are adequately trained to help eliminate these errors.It would appear that recruiters are positive, although not passion ate 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) suggest that the excerpt of questions and the appropriate use of them can ensure greater balance and flow in the interview itself (Gu nnigle Human Resource Management in Ireland Chp 5 pg 128) The types of questions that can be used are * Direct or close 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 intimacy 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 line up 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 selection process. (XpertHR2011 selection interview surveys). Interview format can also provide additional structure to the interview sele ction process, where her they are one to one, plug-in interview or sequence of interviews but whatever format is elect 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 become 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 upbraiding 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 easily 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 inaccurate 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). Approaching 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 remains which overall would make the interview selection method more effective. Conclusion Through the research that has been ca rried 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 technology. 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 cost an organisation approximately 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 bill 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 Effectiveness and Training Article. XpertHR 2011 Selection Interviews Survey Interview tools and record-keeping.