Recruitment Assignment: Mini Research Paper Draft ✓ Solved

Recruitment Assignment: Mini Research Paper Draft

This paper discusses the process of recruitment and how it has changed over the years. With organizations now facing nontraditional forces such as globalization and technology changes, the process of recruitment has become imperative for managers to update their strategies. Recruitment is key to determining the caliber of employees which translates to the productivity level. Today, organizations must update the recruitment process, which is a critical human resource function, to align with changing dynamics of the business world.

Article Summary 1

In “Gaming the System to Boost Recruiting,” Sarah Fisher Gale (2017) investigates whether the gaming strategy adopted by Unilever minimizes bias in the recruitment processes. In September 2016, the company announced the implementation of a digital recruitment program using gamification. According to the chief HR officer, Leena Nair, the initiative targets 250,000 graduate applicants who will participate in video interviews and other gaming activities. Gale cites Kyle Laguna, an analyst for IDC, stating that the system goes beyond playing games; it borrows gaming strategies to be applied in recruitment cases. Successful companies like Google, Marriott, Uber, and Deloitte have also adopted this system to enhance brand positioning, increase employee involvement, and save potential employee vetting time. The gaming activities provide Unilever with a profile of candidates' skills and abilities that are typically not found in their CVs. Moreover, these games illustrate candidates' ability to adapt to company culture, as companies are now focusing not only on skills and experience but also on cultural fit (Maurer, 2016). Gale concludes that while digital tools can help eliminate bias, managers must still curb their personal prejudices.

Article Summary 2

In “New Executives Realize Productivity Goes Beyond the Bottom Line,” Chris Swan (2016) offers insight on how organizational leaders can lead by example. Swan emphasizes that when hired into a company, it is crucial to develop an effective plan of action to strengthen one's reputation with other employees. He introduces the concept of the TOP performer, which seeks to evaluate past and present successes of candidates who have a vision. For those considered as TOP leaders, ethical practices and integrity are essential. Gale notes that such leaders must share stories that highlight their strengths and acknowledge their weaknesses. They should exhibit high levels of performance and integration capabilities, demonstrating qualities like courtesy and politeness. To be the TOP candidate, Swan suggests that leaders should excel in time management, listen effectively, make sound decisions, and dedicate themselves to taking opportunities with careful planning.

Article Summary 3

Nicholaus Garcia (2016) reports in the article “Women Still on the Outside Looking Into the C-Suite” on the gender disparity in C-suite positions, based on a study of 1,000 companies by Korn Ferry, a global executive search firm in America. The study found that only 24% of high management positions are held by women, with women in top life science positions at less than 1% and only 9% in the consumer industry. One notable finding is that many women are in HR roles, where skills like multitasking, collaboration, and negotiation are critical. According to Garcia, Melissa Lamson, CEO of Lamson Consulting, a greater focus on critical skills would promote women's advancement in their careers. Korn Ferry emphasizes that achieving gender equality in upper management can lead to increased productivity. Bryan Proctor from Korn Ferry identifies limited opportunities for women to demonstrate their leadership skills as a major barrier, compounded by the fact that women typically underestimate the importance of networking in comparison to men.

Synthesized Reflection

Recruitment is core to the operational structure of an organization, encompassing hiring, training, and orientation activities. The essential goal is to integrate employees into the company culture, aligning with its corporate vision and values. The extent of recruitment also influences employee performance, as highlighted by Swan (2016), who states, “after landing a new executive-level position, it is time to think about the best strategy for getting the work done.” A clear thesis statement at the end of the introductory paragraph would improve the organization of subsequent ideas.

Hiring managers bear the responsibility of proficient recruitment, essential for promoting the company’s objectives, goals, and values. Consequently, it is vital for them to be well-educated and actively involved in the process, ensuring a heightened sense of accountability in their roles. The challenges of diversity in the workplace can be daunting, despite existing employment laws designed to create conducive, productive, and safe environments. Companies regularly face issues of bias, which technology can partially alleviate.

With rising demands for equitable and transparent recruitment practices, various organizations — including Unilever, Google, and Uber — have embraced technology to foster efficiency during the recruitment process while enhancing brand identity and employee engagement (Gale, 2017). However, a more personalized approach remains essential. This strategy enables managers to evaluate candidates' potential beyond what is displayed on screens. As Lagunas states, “technology alone, no matter how fun or engaging, will not solve the entire problem of bias,” underscoring the continued relevance of diversity and bias in recruitment.

The underrepresentation of women in senior roles poses another pressing issue affecting organizations. Today's turbulent market conditions necessitate flexibility and problem-solving capabilities, which are contingent on accessing a broad talent pool. It is crucial to assess candidates based purely on merit instead of gender, particularly as more women pursue education and career ambitions. Citing the Korn Ferry study, only 24% of managerial positions are occupied by women, with many not represented satisfactorily across those roles (Garcia, 2016). Barriers such as cultural biases hinder women's advancement, reminiscent of the common belief that women are less networked compared to men, who engage significantly in professional socializing that enhances their careers.

The dynamics of recruitment encompass gender issues, technological advancements, and the overall performance level of potential employees, all of which are paramount in the modern workforce. With the shifting landscape of HR functions moving from rudimentary tasks like payroll to strategic roles requiring cohesive integration of various elements, it is essential that women also lead these initiatives to drive organizational impact.

References

• Gale, S. F. (2017). Gaming the System to Boost Recruiting. Retrieved from [insert URL]
• Garcia, N. (2016). Women Still on the Outside Looking Into the C-Suite. Retrieved from [insert URL]
• Maurer, R. (2016). 5 Recruiting Trends for 2016. Retrieved from [insert URL]
• Swan, C. (2016). New Executives Realize Productivity Goes Beyond the Bottom Line. Retrieved from [insert URL]