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Mistakes Commonly Made by Organizations

The consequences of recruiting the unsuitable individual can be significant. The cost of employing such individual may be no less than double their salary when factors like employer’s expenses, training, and contributions to their pension are added (Open Learn). Moreover, incorrect assumptions about physical ability, ethnic group, gender or class, or any other type of discrimination, can distort an employer’s impartiality in the recruitment and selection process. All the more, this may contravene the existing legislation that protects people from discrimination.

Nevertheless, it is indispensable for a company to make sure that...

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... the qualities of the successful candidate correspond with its needs, possibly in terms of being market oriented, customer focused or forward looking. It is easy to single out particular types of applicant during the recruitment and selection process through personal reactions and responses, given that the employers’ opinion to an applicant’s qualifications is normally influenced by exceptional characteristics.

More often than not, employers judge applicants more sympathetically with whom they have something in common (Open Learn). Unfortunately, at the end of the day, employers are seeking the best applicants for the job and any intentional or unintentional discrimination may prevent them from realizing the aforesaid objective. When recruiting applicants, human resource personnel must be observant to any personal preferences or prejudices they have which are not related to the needed qualifications to perform the job.

During interview, factors that are not related to the job sometimes influence the interviewer’s decision; such factors might include disability, physical features, accent, gender, ethnic origin, color or clothing. They must attempt to leave their biases behind and focus on the standards of fittingness related to the specific ability, experience and skills required to carry out the job. Advantages of Promoting Diversity in Hiring Process

At a time of economic uncertainty, the need to extract the ability of every applicant in order to produce a perfectly diverse workforce is increasingly important. Promoting diversity need not be a legal minefield, multifaceted or expensive for a company. Companies need no more than a simple effort to put into effect their specific job requirements, by extending as comprehensively as they can then hire, train or promote the most qualified applicant on merit.

Companies who look beyond the accustomed standards for workers and make use of people on the basis of their potential and abilities, irrespective of their religion, sexual orientation, disability, age, race or sex are generally expected to benefit in numerous ways, including: (1) higher productivity and morale, lower recruitment expenses as well as better retention rates; (2) bigger insight to reach unexploited markets as well as better understanding on the needs of customers; and (3) help in dealing with talents shortage.

Conclusion At present, the recruitment and selection process, in general, of companies is exposed to several extraordinary challenges. The high cost of making wrong recruitment and selection decision, for one, makes an effectively structured process even more indispensable for companies. In order to address the common mistakes involved in the recruitment and selection process, companies must continually develop a system that appropriately identifies the exact applicant for the needed position.

Given that a number of remarkable recruitment and selection stages are involved in the process, companies must therefore carefully evaluate and use each stage in order to obtain the most outstanding applicant for the specific job.

Reference

Open Learn. (n. d. ). Effective Recruitment and Selection. Retrieved April 27, 2009, from http://openlearn. open. ac. uk/mod/resource/view. php? id=210957

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