Leaving the company
For the selection procedure, the results of the interviewees have indicated that the company leaves it to the hiring managers to conduct the interviews that are usually used as basis for hiring decisions, however, it was found that hiring managers are not trained in conducting interviews, they rely mostly on their judgment and experience. This findings mirror the widely researched limitations of the interview process as a selection tool (Dipboye, 1992; Byham, 1992; Wedderburn, 1980).
Moreover, there is no standard interview form with specific questions in it, the interviewees feel that the interview is subjective and is not enough to base the hiring decisions on. Since most companies rely on the interview as the major selection tool, research have identified the measures in which interviews can become objective and standardized such as the use of behaviorally anchored interview questions, the use of standard interview forms for each job, training hiring managers or interviewers and in the proper way of conducting interviews (Campion, Palmer & Campion, 1998) which sadly this company fails to implement.
This shortcoming is again a product of the limited influence that the HR department has over its own basic functions. Reference checks are conducted by the HR for all
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This feature can be categorized as an attempt by the HR to give more weight to the hiring decisions of the managers, but the popular sentiment is that it does not have any bearing to the decision to hire or not. This indicates that the employees themselves know that being hired in the company is based on how impressed the interviewer is with the applicant (Dipboye, 1992). This also contributes to the assumption that HR is not seen as part of the strategic planning team.
The selection tools used are therefore quite limited and that the HR does not evaluate its selection procedure. In terms of over-all efficiency, it was found that the HR seemed to over rate itself, while the departments tend to rate it adequate for their purpose and the interviewees themselves rate it lowest, which means that they generally feel that the HR should not be complacent with its present system and should take a more active role since recruiting and selecting the best employees would mean that the company would have a more productive workforce.
When compared to the industry best practices, this company seemed to falter behind what has been identified by previous literature as the best means of attracting the most number of qualified applicants (Rioux & Bernthal, 2002). Although the company seem to have the essential procedures for recruitment it is not intensified and fails to attract potential employees, from the interviewees it was clear that the company does not provide information regarding salary, benefits, company culture and opportunities for self-development in their job postings.
For the selection tools, the company is deficient in terms of not using behaviorally anchored interview formats, the lack of training for hiring managers, the absence of a standard interview form and the lack of objective data for hiring decisions (Rioux & Bernthal, 2002).
It is evident that from the findings of the study the company adheres to the principle of hard HR and contains elements that support this concept, like the minimal role and function of the HR in terms of recruitment and selection of employees, also the recruitment process stress the skills that the company looks for in an employee rather than identifying applicants who has the potential for growth and productivity.
Moreover, productivity is measured in terms of how the company can fill the vacant positions rather than how to avoid or stop people from leaving the company (Legge, 1995). Instructions 1. delete the previous abstract and replace it with this one (page 1) 2. then go to chapter 4 and go to the last part, summary of findings. Delete the whole section and replace with this one (pages 2-5).