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Appointment and Induction

Once the selection process is complete, a job offer should be made verbally and in writing to successful candidates. Therefore, a formal employment offer should be made on behalf of the organization. This is executed on the basis of information stipulated in the appointment letter. This includes the terms and conditions associated with the job and any other relevant information. However, in instances where unsuccessful applicants are internal applicants, feedback should be given in writing in the event that they wish to re-apply in the future for a similar position.

In cases of new employees, the organization should implement an effective induction program to ascertain that new employees are comfortably settled while gaining a comprehensive understanding of the organization’s culture, policies and procedures as quickly as possible (Armstrong, 2006). This provides new employees with an opportunity to become motivated and effective members of the organization (Beatty, Huselid and Schneier, 2003)   . A well structured and defined induction program is critical to ensure that new employees are not poorly trained or inadequately informed on the organization’s practices, policies and procedures; hence eliminating employee attrition in the first periods of their employment.

Departmental heads and team leaders are responsible for verifying that adequate induction checklists and training is availed to the new employees. Induction seminars are created to inform the new employees on the organizational structure, mission, vision, goals and objectives; hence, the employee’s obligations and requirements in achieving organizational goals are communicated. The selection and recruitment process attempt at enforcing best practice of the human resource management in the organization (IRS, 2004). These processes aim at supporting the recruitment managers to determine the right candidate for the job. Best practice in human resource management is critical to the optimization of individual outputs while offering motivational incentives in the work environment. This ensures that the organizational objectives conform to individual and team development objectives.

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Human Resource Planning

The organizational needs for human resources are determined by human resource planning; therefore, human resources represent the organizations critical, strategic resource. Human resource planning addresses the qualitative and quantitative human resources required by the organization. Hence, it is essential in identifying the most qualified candidates for available vacancies in the organization. Therefore, human resource planning has a unitary purpose with the selection and recruitment process (Hartley, 2005). Human resource planning identifies the optimal methods of individual employment and development for the purpose of improving the effectiveness in the organization. The selection and recruitment process executes the human resource plans in seeking and acquiring the suitable candidates in fulfilling the human resource planning requirements. Human resource planning identifies the human resource needs in the organization while the selection and recruitment process fulfills those needs; hence, the link between the two human resource management functions.

The organization strategic plans identify areas where relevant organizational resources should be allocated. Therefore, human resources planning as an integral aspect of the organizational planning function; interprets the skill requirements and core competencies in terms of person specifications and requirements (Armstrong, 2006). The acquisition process of people with the stipulated competencies and requirements is executed by the selection and recruitment function.

Therefore, human resource planning involves a quantitative evaluation and analysis to determine the availability of the appropriate number of workers where and when needed. These workers are, however, required to demonstrate skill and competency in their duties; hence, they should illustrate positive attitude, motivation and commitment in achieving organizational goals. Human resource planning is premised on assessing the individual ability in demonstrating these qualities and measuring the extent of their existence through staff surveys, analysis of performance management review outcomes and focus group opinions. The selection and recruitment process ensures that all appointed workers meet the criteria and specifications put forward by human resource planning.

Work Analysis

The application of knowledge or exerting effort in order to achieve a defined purpose constitutes work. Therefore, an organization determines the extent of the available work and the required human resources to work optimally while observing the organizational goals and objectives. Hence, employment relationships govern the extent and nature of an individual’s work, thus, providing a guideline towards individual requirements and specifications necessary for sufficient execution of the work. Human resource management analyzes the available work tailoring in the essential qualifications, skills and experience required to execute the identified work.

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Therefore, based on these factors, the selection and recruitment process is initiated to identify the most qualified candidate for the job. Therefore, work analysis determines the scope and nature of the work available while the selection and recruitment process identified the optimal candidate for executing the work (Likierman, 2005). Significantly, work analysis examines the existing jobs in order to identify ways of monitoring and to control performance in the work environment. This aim at identifying the optimal methods of working; therefore, increasing individual output while reducing operational costs. Essentially weaknesses are identified in the work force where corrective action is proposed through promotions, demotions, transfers or termination of human resources.

 However, in the event one amongst these actions is taken, the selection and recruitment process is initiated to find a candidate who meets the criteria and specifications required for the job. The selection and recruitment process is essential in identifying motivated individuals who indicate positive attitudes and behavior towards the job environment. These attributes are critical in ensuring the work is not executed subjectively but employees work objectively with a view of realizing organizational and personal development goals. Therefore, work analysis identifies work nature and description of the job, while selection and recruitment process identifies the appropriate candidates illustrating the personal specifications for executing the identified work competently.

Job Design

Each job in the organization is influenced by purpose and structure of the job unit, demands on individuals involved, processes and activities defining the job, technology and technological changes and environmental conditions. These factors enable a job to be tailored to incorporate critical aspects that enable workers to grow in their roles while enhancing their competencies and expanding the extent of their duties; hence their input exceeds their expectations. Job design ensures that human resources are optimally allocated; therefore, a result oriented work force is recruited (Kearns, 2005). The selection and recruitment process ensures that defined attributes are identified which conform to the job design specifications. This process identifies the dynamics, and potential changes in the job description; therefore, flexible candidates capable of effecting change as it occurs in the work environment dynamics are sought (Armstrong, 2006). Human resource management is critical to designing jobs that are in line with the overall organizational design; therefore, organizational change is reflected through restructuring and designing jobs to incorporate the appropriate changes organizational design.

The nature of a job may incorporate various tasks to be executed; these may indicate varying degrees of complexity, different competencies and skill requirements, scope and extent of decision making, or uncertainty in predicting job outcomes. In this scenario, the human resource function is expected to recruit workers who can sufficiently execute designed jobs on the basis of their qualifications, skills and experiences in similar capacities. The selection and recruitment process has a critical role in identifying and presenting the designated job to potential candidates and determining the best suited applicant for the job based on individual attributes, qualifications, experience and skills. Therefore, an inherent relationship exists between the job design function, selection and recruitment function of human resource management.  The two functions are dependent on each other for effective and efficient operation in their contribution towards realizing organizational objectives.

Human Resource Development

Human resource development aims at enhancing the capabilities of the organizations human resources. These represent the inherent competitive advantage in the organizations human capital; therefore, it is critical to ensure that sufficiently qualified individuals present meet current and future organizational needs. This is realized through strategic selection and recruitment policy while implementing a comprehensive and coherent, developmental framework for available human resources. Human resource development includes the elimination, introduction, modification and direction of processes in order to equip all individuals with relevant knowledge, competencies and skills necessary to execute their current and future jobs (Armstrong, 2006). These attributes of human resource development are achievable through strategic selection and recruitment process which incorporates these factors in its processes. The selection process identifies flexible candidates illustrating capability and ability to tailor organizational development processes into their designate tasks effectively (Farnham, 2000). This process takes into consideration candidates illustrating the ability to utilize and acquire knowledge and new skills, therefore, creating a pool of innovative human resource; hence new ideas on how to improve organizational processes and operations.

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The selection and recruitment process is critical to human resource development since it entails acquiring untapped wealth of innovative ideas capable of latent potential. Hence, the development of the organizations human resources is realized. The human resource development function is premised on developing existing and new employees to optimize their input and production capacities; while the selection and recruitment process identifies and recruits suitable candidates on the basis of personal and job specifications. This illustrates the link existing between these two functions while aspiring to conform and achieve organizational goals and objectives.


The implementation of best practice in human resource practices significantly improves performance in employee and organizational functions. Therefore, the selection and recruitment process is critical to realizing overall organizational objectives through strategic acquisition of qualified and skilled human resources. These enable the creation of an optimal workforce hence improved organizational performance, conducive work environment and improved working relationships in the organization.  These aspects are critical in promoting motivation through incentives and growth opportunities in the organization; hence the encouragement of employee participation in managerial processes creates motivated and adequately trained employees.

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