Position Description
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Introduction
In present competitive scenario job market is becoming highly competitive and the requirements are becoming more diverse, so full fill the job market demand recruiting practices are becoming more selective, since the poor recruitment process can produce long -term negative impact on organizational efficiency. At, worst organizations fail to align their objectives to long term strategy and finally it leads to loss of competitive edge and its share in market
Effective recruitment is critical to organizational victory (e.g.. Barber, 1998; Breaugh, 1992; Rynes, 1991). Huselid (1995)found a positive relationship between low selection ratios and organization monetary performance. Lower selection ratios are achieved by attracting larger numbers of applicants with poor quality. Terpstra and Rozell (1993) found that organizations that uses follow-up studies to decide the most effective recruitment sources had greater annual profits and greater annual profit growth.
Recruitment is essential to effective Human Resources Management. It is core component of the whole HR systems in the organization. The effectiveness of many other HR actions, such as selection and training depends mostly on the excellence of new employees attracted through the recruitment the recruitment process.
Recruitment is the most important mechanism used by organizations to draw talent from available candidates. Rynes (1991) defined recruitment as "all organizational practices and decisions that affect either the number, or types, of individuals who are willing to apply for, or accept, a given vacancy" (p. 429). Recruitment is not a single activity it is set of activity which finally determines the process. . Barber (1998) said that recruitment process is acombination of various sub stages (p. 12). She suggests there are three recruitment phases—(a) Attempts by the organization make out to find applicant population to convince some portion of them to become applicants, (b) attempts to persuade applicants to remain interested in the organization and to continue to pursue the job opportunity until the organization determines whether to offer them a position, and (c) attempts to convince candidates to accept job offers.
According to Grimme (2002), to achieve the objective of locating and selecting quality personnel to fill vacant positions, organizations focus on three issues of recruitment, screening and selection.
1. Recruitment.
Organizations seek to attract a sufficient quantity and quality of employment candidates from which to choose.
2. Screening.
The most potential contenders are winnowed from the recruited pool of candidates. Once identified, organizations utilize multiple forms of evaluation, including phone and in-person interviews to compare and contrast employee aspirants and further reduce the candidate pool until one individual is ultimately identified.
3. Selecting.
Correctly implemented and utilized, the recruiting and selection process results in the identification of the right candidate for the position who is ultimately offered the vacant position.
The primary purpose of a position description is to identify the essential functions of a position as well as identify the necessary knowledge, skills, experiences, and abilities needed by the individual to adequately perform the job related task(s). Robbins & DeCenzo explain that “job “job descriptions tell employees what they are supposed to do” (2001 p 205).
