Selection and recruitment
Recruitment and selection have an important role within the process of leading, managing and developing
people. Bratton and Gold (2012, p.239) separate recruitment and selection, at the same time creating a
bridge between them in the following statement: Recruitment is the process of generating a pool of
capable people to apply for employment to an organisation. Selection is the process by which managers
and others use specific instruments to choose from a pool of applicants a person or persons more likely
to succeed in the job(s), given management goals and legal requirements.
To prepare for this essay:
�Consider your organisations� approach (or that of an organisation with which you are familiar) to
managing diversity � whether it is a preventative approach designed to avoid litigation or a positive and
�Reflect upon best-practice examples of selection and recruitment.
TM. COLL. W3: Selection and Recruitment
Selection and recruitment play a key role in the functioning of an organization.
Recruitment and selection allows entities to generate a pool of potential candidates to execute
specific tasks as well as choose the most competent ones to be part of the organization.
Organizations as well adapt to various approaches to managing diversity for varied purpose,
hence, the focus of this discussion.
The approach that my organization has taken to manage diversity is a positive and
inclusive approach. This approach is part of the organization policies and initiatives to ensure
that all people work as a team to ensure achievement of the organizational goals and vision
(Equality and Human Rights Commission, 2010, p. 3). The organization embraces and respects
human rights principles of equality, respect, fairness, autonomy, and dignity. These are values
espoused in the organization across its functions.
The work place culture is welcoming as everybody is treated with dignity and respect and
this makes all people to feel valued (Holloway & Carnes, 2011, p. 79). All employees in various
departments are important despite having different skills and level of competency because they
contribute to the success and achievement of the organization goals (Ekstrom, 2008). The
organization has put in place policies on human rights and equality, dignity at work, working
conditions, fair recruitment, employee welfare, and procurement practices. Employees and other
members of the organization as well understand the values in the organization and therefore,
participate in the decision-making as well as in development of policies. The participation of
employees in such issues makes them to have sense of belonging hence, improves their morale
Part of the workforce is made up of underrepresented groups and local communities. The
customers as well come from the local community (Equality and Human Rights Commission,
2010, p. 4). Furthermore, the organization encourages all its employees in various job groups to
consider advancing in their careers. Sponsorship opportunities are availed to all the employees
that show interest regardless of their group levels. There is no segregation and unnecessary
hierarchies in the organization as well. Senior staffs and management are in the forefront in
promoting inclusive strategies and ensuring that they are supported fully.
The reason for adapting to this approach is because, the organization acknowledges the
potential of working with people from various cultures, background, and races. These people
have different experiences that if utilized well can benefit the organization; creativity and
innovation in the organization is deemed to improve (Ekstrom, 2008). Other benefits for
embracing this positive and inclusive approach are to help the organization attract new talent,
maximize productivity, and increase employee commitment through utilization of potential of
different individuals. It also has helped to promote the brand reputation of the organization in the
Organizations need to embrace best practice in their selection and recruitment process.
This is achieved by considering job related factors when recruiting and selecting candidates to
fill up the vacancies. They also need to consider merit and other employment principles during
this process. Example of best practices is to have a plan. Planning before recruiting and selection
will allow the organization to understand the skills required (Piedmont & Weinstein, 1994, p.
255). Through job analysis, the organization is able to determine the best criteria of selection and
recruitment. Potential candidates should be given an opportunity to apply for various job
openings. Marketing is also important hence, the organization should use appropriate
communication channels to reach wide and potential candidates. Candidates should be
shortlisted, then invited for an interview to select those that meets the threshold. The process
should be fair to all candidates. For example, candidates that merit should be considered
regardless of their races, ethnicity, color of skin or their place of origin provided they handle
their duties well to achieve the organizational goals. It is also best practice to provide feedback to
unsuccessful candidates and a person should be assigned by the interview board to advise them
on what they should do next.
In conclusion, with globalization, organizations have to embrace diversity. Adopting a
positive and inclusive approach is beneficial to an organization as it foster increased
productivity. Using best practices in selection and recruitment such as providing equal chances to
applicants is also important to promote the success of an organization.
Ellis, C, & Sonnenfeld, J 1994, ‘Diverse Approaches to Managing Diversity’, Human Resource
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Ekstrom, G. (2008). An inclusive approach: A strategy for diversity in the central government
sector. Retrieved from: http://www.arbetsgivarverket.se/upload/Avtal-
Equality and Human Rights Commission. (2010). Creating an inclusive workplace. Retrieved
Holloway, M, & Carnes, W 2011, ‘Using the new approach to diversity in assessing the
effectiveness of achieving managing workforce diversity course objectives’, Review Of
Management Innovation & Creativity, 4, 9, pp. 79-91, Business Source Complete,
EBSCOhost, viewed 27 August 2015.
Piedmont, R, & Weinstein, H 1994, ‘Predicting supervisor ratings of job performance using the
NEO Personality Inventory’, Journal of Psychology: Interdisciplinary and Applied. Vol
128 no. 3, pp. 255-265