Contemporary business management is based on management of resources, particularly human resources. Planning, recruiting and selecting candidates are key human resource functions. Business leaders are continuously engaged in the process of reconsidering roles and goals, managing the business in the most appropriate way. Selection, based upon internal candidates recruitment was a rule in a lack of certain employees profiles. But, solving the human resources insufficiency problem, we often refocus our attention to external candidates recruitment and selection. Besides contacts and colaboration with media and recruitment agencies, we also need strengthening of our own potentials. Selection through our own human resource department or engagement of selection agency / professionals is a routine, but when we have to cope with several constraints like human resources and financial resources limits, then we have to rely on selection aproach more flexible and adaptive to ocassions. Media support, at least an adequate Internet promotion, lead to rising number of candidates applications. But choice of the right candidate is the art, we have to accept the fact. 3 C concept (Cost, communication, and concept itself) may help in improvizing our candidate selection process. Internet ensures wide communication to candidates, through social networks and Internet generally, but is not enough when focusing our attention to candidates and their potential. In order to ensure choosing the right one, or at least to follow the rule - not to choose “the wrong” candidate nor to exclude “the right one”. Systematic approach ensures planned results and candidates choices, so we have to be aware of the fact that further development and focus onto new potentials and resources are basics for our business survival.
Keywords: human resources, candidate, selection, recruitment, external resources, 3C concept, Internet
Table of Contents
1. Introduction
1.1 Contemporary business goals
1.2 Human resources functions
1.3 Literature on selection of human resources
1.4 Selection among human resources functions
1.4.1 Case study “KRAŠ“ d.d., Zagreb
2. Selection of candidates
2.1 Initial selection of candidates
2.1.1 Applications review
2.1.2 Biographic information
2.1.3 Recommendations
2.1.4 Selected criteria for initial selection
2.1.5 Testing and interviews
2.2 Selection of candidates
2.2.1 Standardized psychology tests
2.2.2 Questionnaire on personality and interests
2.2.3 Interview
2.2.4 Other methods
2.2.5 Additional techniques for internal candidates
2.2.6 Conclusion on selection
3. Conclusion
Research Objectives & Topics
This work aims to provide an insightful overview of the candidate selection process within human resource management, specifically highlighting the strategic importance of tailoring selection models to business needs. By examining both internal and external recruitment procedures and utilizing a practical case study, the author establishes a comprehensive framework for selecting high-quality personnel in dynamic and ever-changing business environments.
- Strategic integration of recruitment and selection into corporate planning.
- Methods for initial selection, including application and biographical data reviews.
- Deep analysis of standardized testing and interview techniques as evaluation instruments.
- Practical approaches for internal candidate assessment and performance evaluation.
- Managing the complexities of candidate evaluation to minimize costs and hiring errors.
Excerpt from the Book
1.4.1 Case study “KRAŠ“ d.d., Zagreb
“Kraš“ is regionally well known company, globally a tiny one, but locally known as market leader and successful company with growing tendency and continuous need for highly educated and professional employees. That is related especially to need for food technology, biology engineering, biotechnology and similar profiles. Company have its own human resource department and successfull track of human resources recruitment and selection.
Department for human resources is the key in the process of building of corporate development strategy, especially in the part related to human resource management and development. For the beter understanding and problem solution in “Kraš”, for example, we used case study of recruitment for following positions:
1) Product quality controler – 4 employees,
2) Independent technologist for production – 8 employees, and
3) Technologist II in the candy products development department – 10 employees.
Job description for working positions is recorded in “Kraš” normative acts, and short overview is given hereafter, upon example of products quality controler. For the purpose of objective review, original documants from the “Kraš” human resource department were used, and for the practical reason they are presented in simple way.
Summary of Chapters
1. Introduction: This chapter defines the goal of the work, emphasizing the necessity of viewing human resources as a strategic function and presenting the Kraš case study as a focus for analysis.
1.1 Contemporary business goals: This section addresses how changing environmental conditions demand flexibility in business models and human resource management for success and survival.
1.2 Human resources functions: This chapter outlines the systemic nature of human resource management, covering activities from planning and recruitment to performance evaluation and retirement preparation.
1.3 Literature on selection of human resources: This section reviews historical phases of selection (Personnel era, Staff era, Human resource era) and discusses various academic contributions to selection methodologies.
1.4 Selection among human resources functions: This chapter highlights the challenges of sourcing high-quality staff and the importance of harmonizing recruitment strategies with overall corporate goals.
1.4.1 Case study “KRAŠ“ d.d., Zagreb: This section provides a concrete example of recruitment within the Kraš company, focusing on the specific need for food technology engineers and detailing their job descriptions and organizational requirements.
2. Selection of candidates: This chapter serves as a practical guide for dividing the selection process into manageable initial and final phases to improve efficiency.
2.1 Initial selection of candidates: This section explains the pre-selection process, emphasizing its role in reducing the number of applicants to a manageable group through application and data review.
2.1.1 Applications review: This section details how application and questionnaire reviews act as primary sources of information for evaluating candidates.
2.1.2 Biographic information: This section discusses the use of CVs and resumes as a foundational step for screening candidates and deciding their progression in the selection process.
2.1.3 Recommendations: This section examines the importance of recommendations and guidelines for obtaining useful, unbiased, and valid references.
2.1.4 Selected criteria for initial selection: This section covers the necessity of maintaining equal opportunity while applying specific criteria to match candidates with job requirements.
2.1.5 Testing and interviews: This section introduces the role of standardized tests and initial interviews in the broader context of candidate screening.
2.2 Selection of candidates: This section discusses the more intensive final selection phase, applying rigorous methods to ensure the best fit for the role.
2.2.1 Standardized psychology tests: This chapter evaluates the use, types, and importance of standardized psychological testing in candidate selection.
2.2.2 Questionnaire on personality and interests: This section discusses how personality and interest questionnaires provide data for forecasting future candidate behavior and job fit.
2.2.3 Interview: This section provides a deep dive into interview types, preparation, and conducting techniques necessary for effective candidate evaluation.
2.2.4 Other methods: This section reviews advanced selection techniques such as assessment centers, job simulations, and projective methods.
2.2.5 Additional techniques for internal candidates: This section explores how performance and colleague evaluations provide valuable data for internal promotion and development.
2.2.6 Conclusion on selection: This section summarizes that combining various selection techniques is essential to achieving the goal of selecting the right candidate.
3. Conclusion: This final chapter synthesizes the work, reiterating that recruitment and selection must be strategic components of corporate plans to navigate continuous environmental changes.
Keywords
human resources, candidate, selection, recruitment, external resources, 3C concept, Internet, management, strategy, performance evaluation, psychology tests, interview, assessment centers, Kraš case study, business survival
Frequently Asked Questions
What is the core focus of this publication?
This work focuses on the selection of employees as a critical component of human resource management, specifically exploring how to effectively source and select candidates for specific job profiles within a company.
What are the primary thematic areas covered?
The core themes include recruitment planning, initial versus final selection phases, the use of psychological and standardized tests, various interview methodologies, and performance-based evaluation techniques.
What is the primary objective of the research?
The primary objective is to demonstrate that recruitment and selection should not be isolated HR tasks but must become an integrated, strategic part of corporate planning to ensure business success and survival.
Which scientific methods does the author utilize?
The author uses a systematic and contingency-based approach, combining a literature review of industrial psychology with a specific, practical project-based case study from the company "Kraš".
What is addressed in the main body of the work?
The main body provides detailed, step-by-step guidance on selection processes, starting from initial screening methods like application and recommendation reviews, to advanced final selection techniques such as standardized testing, structured interviews, and assessment centers.
Which keywords characterize this work?
The key concepts include human resources, candidate selection, recruitment, 3C concept, strategic management, assessment techniques, and performance evaluation.
What makes the Kraš case study unique in this document?
The Kraš case study provides a practical, real-world application of selecting three different profiles of food technology engineers, detailing their specific job tasks, required qualifications, and the structured recruitment model implemented by the author.
How does the author view the role of psychological testing in small and medium enterprises?
The author acknowledges the legal and professional constraints regarding who can administer and interpret these tests, while highlighting that many smaller companies utilize alternative, non-psychological tools like checklists and structured interviews to achieve similar screening objectives.
- Arbeit zitieren
- Darko Lugonja (Autor:in), 2010, Selection of Candidates as a Function of Human Resources Management in the Company, München, GRIN Verlag, https://www.hausarbeiten.de/document/177176
