sample research proposal on recruitment and selection

Recruitment and Selection Plan: an example

It is important to have a clear understanding about the differences between recruitment and selection. The primary aim of recruitment is searching for and obtaining potential job candidates in sufficient numbers and quality in order for the organization to be able to select the most appropriate people to satisfy its job needs. (Dowling and Schuler, 1990).Selection, on the other hand, involves selecting candidates among recruited pool of candidates in order to hire for the job. (Hackett, 1991)

The primary aim of recruitment is considered to be “to obtain at minimum cost the number and quality of employees required to satisfy the human resource needs of the company” (Armstrong, 2001, p.385) In order to employ the members of the team for the roles specified above the following recruitment strategy is going to be followed as proposed by Beardwell et al (2004):

Firstly, each individual vacancy within the team, and their roles and responsibilities are going to be specified.

Secondly, all available recruitment methods are going to be critically analysed in order to identify the most suitable ones taking into account the specifications and objectives of the team.

Thirdly, recruitment advertisements are going to be undertaken in accordance with the chosen specific recruitment method(s).

Fourthly, employment documentations are going to be dealt with as regards to each person recruited.

Fifthly, recruitment monitoring and evaluation is going to take place taking advantage of previous experiences regarding this matter.

Sixthly, recruited candidates are going to be shortlisted in order to proceed them to the next stage which will be the selection of job candidates.

The recruitment and selection process itself of the team members for the roles of ‘plant’, monitor/evaluator, co-ordinator, resource investigator, implementers, completer/finisher, team-workers, shaper, and ‘specialist’ will consist of following g stages:

Stage 1 . Leads will be generated for above roles within the team through advertising vacancies in external recruitment sources (internet and job centres), as well as internal recruitment sources (intranet and transfers from other departments). Only 800 applicants will pass the initial screening of their applications on the basis of basic requirements of the positions from among all of the applicants for the jobs.

Stage 2 . Further screening of applications will be undertaken on the basis of qualifications of applicants and other criteria and as a result only 300 applicants will be invited out of initial 800.

Stage 3 . Among 300 invited applicants only 60 will be chosen for the interviews. The rationale for the choice at this stage will be based on the suitability of candidates for the roles advertised on the basis of knowledge and other criteria.

Stage 4 . 60 remaining applicants will be interviewed for the positions in the team and as a result of interviews only 18 candidates will be remaining still with the chance of being employed to the vacancies in the team.

Stage 5 . Offers of employment will be made to all remaining 18 candidates and as a result of negotiating with them about their pay package and other aspects of their future employment, only 9 people who represent the roles of ‘plant’, monitor/evaluator, co-ordinator, resource investigator, implementers, completer/finisher, team-workers, shaper, and ‘specialist’ will be selected to be members of the team and they become new hires for the company.

The recruitment and selection processes need to be approached professionally in order to achieve their objectives. The primary objectives of recruitment and selection processes is the attraction of large number of applicants with suitable skills, experiences and qualifications in order to choose among them through various available methods for the employment in an organisation and these methods should be cost effective as well.

The recruitment and selection plan outlined above meets all the requirements outlined above and ensures that a large number of applicants are attracted for various positions within the team, the most suitable of them are selected though efficient selection methods which are at the same time cost efficient.

• Beardwell, I, Holden, L & Claydon, T, 2004, Human Resource Management: A Contemporary Approach, 4th Edition, FT Prentice Hall
• Bratton, J & Gold, J, 2001, Human Resource Management: Theory and Practice, Rutledge
• Dowling, P & Schuler, R, 1990, International Dimensions of Human Resource Management. Boston, Mass: PWS-Kent Publishing
• Hackett, P, 1991, Personnel – the Department at Work. Institute of Personnel Management

Recruitment Proposal

Proposal maker.

Recruitment is not as easy as it appear to be. It is not just a decision that is handled by one person. Moreover, there are a lot of processes that are needed to be implemented to ensure that the best candidates are hired by the business. This is the reason why recruitment policies are done. However, even with the presence of hiring guidelines and selection processes, companies may still need help in relation to this matter.You may also see  training proposal

If you are offering recruitment services, then you’re most probably aware on how recruitment proposals help you present your expertise to potential businesses or clients. Using  simple proposal formats  when making a recruitment proposal is highly recommended as it can make the document look more professional and easier to understand. If you have no idea on  how to write a proposal  that is effective, detail and complete; develop your own recruitment proposal through the help of downloadable  professional proposal examples & samples  available in this post.

Recruitment Proposal Template

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Recruitment Agency Proposal Template

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HR Proposal for Recruitment Template

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Recruitment Process Outsourcing Proposal

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Campus Recruitment Proposal

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HR Recruitment Proposal

Size: 164 KB

How to Make an Appealing Recruitment Proposal

For your recruitment proposal to stand out, it should present your uniqueness as a recruitment services provider. The recruitment proposal that you will send to prospective clients must strengthen the reason on why they need to get your expertise. Here are some ways on how you can develop an attention-grabbing recruitment proposal:

1. You should make sure that your recruitment proposal can showcase possibilities of efficient recruitment even with reduced costs. This can make your offer more desirable to companies who would like to get quality candidates without shelling out too much money in recruiting processes. Creating  short proposal examples & samples  is advantageous for this instance as a briefer and more precised discussion can directly showcase how fit your recruitment business is for the job at hand.

2. Ensure that you can present your deliverable when it comes to looking for talents that can provide added value to businesses. A brief presentation of your clients and how they are satisfied with your recruitment services can help you do this. Looking through  proposal templates and examples  can help you create a discussion flow that will work best for this situation.

3. List down the scope of your services so that businesses can be aware of your deliverable. If businesses are aware on  how to write a request for proposal  and would like you to answer the content of their request letter, then ensure that you can specify all the items that they are inquiring about.

Recruitment Fund Proposal

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General Manager Recruitment Proposal

Content of a Recruitment Proposal

There are already a lot of  proposal examples in PDF  and other software that you can refer to if you want to create a well-formatted recruitment proposal. However, it is not only the layout of the proposal that you need to prioritize. If you are knowledgeable on  how to write a proposal for a project  or how to create a  concept proposal examples & samples , then you must already be aware that the content of your recruitment proposal must be thoroughly planned, developed, and presented. A basic recruitment proposal is expected to have the following information:

1. The date of the recruitment proposal creation

2. The date of the recruitment proposal’s validity

3. A cover page or an introduction to the recruitment services that you are known for. You may also see  consulting proposal examples

4. The solutions that you can provide your clients with

5. The key features of the offer or the proposal and how these can be of help when it comes to achieving the recruitment objectives of the clients.You may also see  professional proposal examples

6. The service delivery model that you will follow

7. The limitations, scopes and terms of your services

8. The specification of the responsibilities of your business as well as that of the clients. You may also see  policy proposal examples

9. The cost of the recruitment services and any additional charges for added requirements and requests

10 .The terms of payment. You may also see  grant proposal examples

Proposal for Executive Recruitment Services

Request for Recruitment Proposal

Size: 88 KB

Size: 91 KB

Helpful Tips When Making a Recruitment Proposal

Just as how  research proposal examples & samples  are made, recruitment proposals also require a procedure that will help you efficiently develop both the information within the document and how these will be placed in the layout of the proposal. A few tips that you may find helpful when making a recruitment proposal include the following:

1. Ensure that the flow of the recruitment processes will be seen by your clients. They need to be aware on how the entire activity will go so that they can also be aware of their responsibilities.You may also see business proposal letters .

2. Be realistic. All the items in your recruitment proposal must be attainable. Especially when it comes to the timeliness of your recruitment services, you must base your claims on previous transactions so that you can be credible.You may also see  how to prepare a nonprofit grant proposal budget .

3. Refer to  Free Proposal Examples & Samples  if you need help in putting together all the information that should be seen in a recruitment proposal. Having document guides can make it more efficient for you to come up with a well-formatted recruitment proposal.

Recruitment Proposal Sample

Recruitment Budget Proposal

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Campus Recruitment Training Proposal

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Planning to Create a Recruitment Proposal

The discussion above is already enough to help you be aware of the basics of recruitment proposal development. Ensure that you will download any or all of them so you can have more idea on how you can create a powerful and impressive recruitment proposal. As any  service proposal examples  are done, ensure that proofreading will always be a part of your proposal development procedures. Review the document before sending it to potential clients.

Have you received request for proposal examples  prior to transacting with your leads? Read the proposal request first then start building a recruitment proposal that can help you connect and relate your expertise and services to the requirements and demands of the clients. Create a recruitment proposal now and make your recruitment services appeal to your target audience.

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Writing An Effective Recruitment Proposal: Tips & Template

Table of Contents

Recruiting top talent can be a challenging task for any organization. Identifying and hiring the right candidate requires a lot of effort and resources. But thankfully, recruitment service providers make it easy for companies to onboard the best candidates. With many recruiting agencies available, you want to pitch your recruitment services effectively and win over clients. If you’re wondering  how to write a recruitment proposal , this guide is for you! A well-crafted recruitment proposal can help convince companies of your expertise. This article will explore the essential elements of a successful recruitment proposal. Whether you’re just starting your recruiting agency or are a seasoned expert, this post will provide valuable insights on creating a winning proposal. So, let’s get started!

What is a Recruitment Proposal?

A recruitment proposal is a document that outlines a recruiting agency’s plan and strategy for attracting and hiring the best candidates for a company . The proposal typically includes information about the recruitment services’ scope and the solutions provided to clients.  The document highlights the service delivery model, i.e., the recruitment process that will be used to identify and evaluate potential candidates. It also specifies the terms of service, including the cost of the recruitment and any additional charges. The recruitment proposal may also include information about the recruitment strategy and the timeline for the recruitment process. Recruiting agencies often use recruitment proposals to convince companies of their expertise in identifying and recruiting top talents.

How to Write a Recruitment Proposal – Format

Your proposal should demonstrate a clear understanding of the client’s requirements, and expectations. This will help build trust with the client and show them that you deeply understand their needs. A winning recruitment proposal should include the following key elements:

Job Description

The job description is a critical part of the recruitment proposal, as it outlines the responsibilities, duties, and qualifications required for the position.  Sometimes, the company may request your recruitment proposal stating the positions they want to fill. Conduct a thorough analysis to understand the skills, knowledge, and experience required for the position. A clear and detailed job description can help companies confirm what they’re looking for in a candidate.

Recruitment Strategy

The proposal should outline innovative sourcing strategies beyond traditional methods of finding candidates. This could include social media, job boards, referral programs, and other creative approaches. The recruitment strategy should be tailored to the specific job opening and the target audience.

Candidate Screening and Assessment Strategies

The proposal should describe how you will screen and assess candidates to ensure that they meet the client’s requirements. This could include a combination of interviews, assessments, and reference checks. It could also include the qualifications, skills, experience, and other factors you’ll look out for. Communicating this to the company helps them gauge whether the selection process you want to employ is fair and transparent.

Performance Metrics

The proposal should outline performance metrics that will be used to measure the success of the recruitment process. This could include filling time, cost per hire, and retention rates.

Communication Plan

The proposal should outline a communication plan that includes regular updates, progress reports, and feedback sessions. This will help build a strong relationship with the client and ensure that everyone is on the same page throughout the recruitment process.

Onboarding Plan

The onboarding plan should provide an overview of what you offer new hires before integrating them into the organization. This may include orientation, training, and other activities. 

The timeline should outline the key dates and milestones in the recruitment process. Such as when you expect to start and close applications and when you intend to interview prospective candidates. 

The budget should outline the costs associated with the recruitment process, such as advertising and agency fees. This will help the company gauge whether they have the budget for recruitment. 

Contact Information

Include your contact information, so interested clients may ask questions or concerns. 

Recruitment Proposal Sample

Here’s a sample of a well-crafted recruitment proposal: [Company Logo] [Date] [Recipient’s Name and Title] [Company Name] [Address] [City, State Zip Code] Dear [Recipient’s Name], We are pleased to present our recruitment proposal for the [Job Title] position at [Company Name]. As one of the leading recruitment agencies, we are committed to providing the best candidates for your organization.

The position of [Job Title] requires the following qualifications: [Qualification 1] [Qualification 2] [Qualification 3] [Qualification 4]

To attract the best candidates, we will use the following recruitment strategies:

• Posting job openings on various job boards, social media, and the company website.
• Conducting an extensive search through our existing database and network of professionals.
• Utilizing various tools and platforms for screening and assessment.
• Conducting initial interviews with potential candidates to assess their suitability for the position.

We aim to complete the recruitment process within [Timeframe], starting from the Date of the agreement.

The estimated budget for this recruitment process is [Budget], which includes advertising costs, agency fees, and other expenses. Our team of experienced recruiters and comprehensive recruitment process will help you find the perfect candidate for your organization. We look forward to the opportunity to work with you and contribute to the growth and success of [Company Name]. Please let us know if you have any questions or require further information. Thank you for considering our proposal. Sincerely, [Your Name and Title] [Your Company Name]

Final thoughts

As a recruiting agency looking to stand out and win clients, crafting an effective proposal requires a strategic and thoughtful approach. Developing an attractive proposal that aligns with the recruiting company’s goals and culture is essential.  This article on how to write a recruitment proposal will guide you on writing a compelling recruitment proposal. Get ready to land your next recruitment gig!

Abir Ghenaiet

Abir is a data analyst and researcher. Among her interests are artificial intelligence, machine learning, and natural language processing. As a humanitarian and educator, she actively supports women in tech and promotes diversity.

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How To Write an Effective Recruitment Proposal

Navigating the world of recruitment proposals can sometimes feel like solving a puzzle with missing pieces. You understand the big picture – finding the best candidates for your clients – but putting the details into an offer that resonates? That's where the real challenge lies.

Your proposal needs to be more than just a list of potential candidates. It must show that you know your client's specific needs and how you intend to fulfill them. This is your moment to shine and show your clients that you're not just another short-term agency but a partner for the long haul who truly ‘gets it.’

In this article, we'll show you how to write a well-crafted recruitment proposal that ensures your agency is the first candidate on their list.

What is a recruitment proposal?

A recruitment proposal is an administrative document a recruitment agency prepares for its client. It's a well-thought-out plan that outlines the how, what, and why of attracting the best talent to the client's business.

Finding the right talent is more than just filling vacancies. Understanding the specific requirements and finding people who match the job description and share the company's values and vision is essential.

The recruitment proposal outlines your steps from the initial candidate search to the final selection. This will include background checks, comprehensive interviews, and methods you use to get between and beyond the lines of the resume.

Steps to writing a recruitment proposal

Writing a recruitment proposal form is about developing a customized strategy to find the perfect candidate for your client. We'll guide you through the key steps of writing an offer tailored to your client's needs.

1. Initial meeting and discussion with the client

Sitting down with the client is a great opportunity to fact-find. Use this time to pull as much information out of your client as possible. This includes how they talk about what makes the company unique, the specific open roles they need to fill, some background on the positions, and what they feel an applicant needs in order to be successful in each role. You will also use this time to start to build rapport. Show your client you actively listen to them and make sure they feel heard.

This meeting will give you valuable insights into the company's culture, values, and expectations. After this meeting and the research you'll do in the next step, you can develop a recruitment strategy perfectly aligned with the client's objectives.

2. Research and data collection

Now that you've heard from your client, you should also do your own research. This includes understanding the industry and job market and gathering important information about the positions you want to fill. You can then analyze this information and determine how you'll use it to support your client's needs.

To create a winning offer, you need a detailed research paper on market trends, salary benchmarks, and the quality of the talent pool. This research will help you tailor your offer accordingly.

3. Create a tailored recruitment strategy specifically for your client

If you want your recruitment proposal to stand out, you need to create a tailored strategy that speaks to your clients needs and how you'll address any external factors like the job market, competition and even the economic climate.

Having a deep understanding of your client's situation will help you put forth the most compelling strategy. And ensuring you can clearly articulate how you are the best person (or team) to support them, you may have the upper hand.

In order to really tailor your strategy, you might need to have some follow up conversations with your client. These additional conversations should help you build out your winning strategy and build their trust along the way.

4. Use recruitment proposal templates for efficiency

When it comes to your proposal, you want to work smarter, not harder. You don't have to start from scratch every time, even when building out a bespoke solution. Using recruitment proposal templates can speed up your process. The best templates are ones that add visual flair and help you stand out from competitors who are using bland Word documents or PDFs.

The Qwilr recruitment proposal template makes the proposal writing process simple and efficient. You no longer have to start from scratch and reinvent the wheel. This template guides you through all the essential elements of a recruitment proposal. It ensures that your offer is thorough but with plenty of room to add your own unique touch too.

5. Create the content

Now that you've done all your research and built out your plan, it's time to actually create the content for the proposal. You'll want to make an outline and then fill in all of the details to bring your plan to life for your client.

You should be clear, concise, and compelling when it comes to the content itself. Appeal to the emotions of your potential customer and explain how you can take the stress of recruitment off of their plates and find great candidates.

6. Integrate visual components

Visual elements like pictures and graphics can make your proposal more interesting. It will also help your client understand your recruitment plans better. Use charts, graphs, or images to emphasize data points. This could be as simple as using a timeline instead of a bulleted list or a pie chart to show the makeup of the current talent pool.

Using your client's logo and colors will make your proposal look more professional and in line with your client's brand. Adding or updating these visual elements is really easy when you use Qwilr's recruitment proposal template .

7. Include case studies or examples

As always, ‘social proof’ reigns supreme! Who doesn’t like seeing someone else take the plunge to de-risk their own choices?

This means that you present real-life success stories and client testimonials with concrete results.

Start by selecting case studies or examples relating to your client's needs and challenges. Paint a vivid picture of the initial hurdles, your strategies, and the impressive results that followed. Also, explain what lessons you learned from each case study or example and how they inform your current approach. This highlights your expertise and your growth and helps clients understand what they can expect when working with you.

Example of a recruitment proposal template

The Qwilr recruitment proposal template is a comprehensive and straightforward tool that contains all the vital elements you need to wow your clients - and win their customers - in a fraction of the time.

• Executive Summary: This section is your first impression, where you summarize the value and strategy of your proposal. It sets the tone for what follows.
• Understanding Needs: Here, you showcase a deep understanding of the client's requirements and corporate culture. It demonstrates comprehension of both what is wanted and why it's needed.
• Priorities: Highlight your client's priorities. What are their most pressing hiring needs? By addressing these priorities in your offer, you show your client that you have addressed their immediate challenges.
• 12-Month Goals: Set out the long-term vision. What are your client's goals for the next year regarding recruitment and talent acquisition? In this section, you can align your strategy with the overarching goals.
• Our Approach: Describe your approach to recruitment. How will you find, screen, and attract top talent? Locally, or do you have a global network? Here's your chance to showcase your expertise and explain your methods.
• Services Overview: Provide a comprehensive overview of the services you offer. This section may include details about candidate searches, interviews, reference checks, and other services you offer.
• Our Achievements: Highlight your achievements and past successes. Provide case studies, statistics, or testimonials reinforcing your recruitment success story.
• Investment Required: Be transparent about the investment your client has to make for your services. This section should give your clients a clear understanding of the financial aspects of your services.

Every element in our template is designed to help you create an informative, engaging, and professionally presented proposal.

What's the best format for a recruitment proposal?

The best format for a world-class recruitment proposal typically includes starting with a clear summary, outline of the client's needs, description of your recruitment strategy, list of your services, and a clear cost breakdown. This way, the offer remains informative and easy to understand.

How should I present the cost and investment details in a recruitment proposal?

You should present the cost or investment details in a recruitment proposal clearly and concisely. Break down the pricing structure by listing the fees for the different services, any additional costs, and how they will be incurred. This will ensure the client understands what they are investing in and why it is valuable.

How long should a typical recruitment proposal be?

A typical recruitment proposal should be concise yet comprehensive, usually between 5 and 10 pages, depending on the scope of your services; yours may be longer or shorter. You must cover all the key aspects - from understanding the client's needs to describing your approach - without overwhelming the client with unnecessary information. Focus on the essentials and get to the point.

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Improving your recruitment proposals with a solid template

Your proposal should be a mirror of your world-class recruitment skills, showcasing your understanding of the market, your insight into candidate motivations, and your ability to foresee and mitigate hiring challenges. It's your opportunity to demonstrate not just your technical skills in recruitment but also your broader vision for how talent can shape and drive the business's success.

With this guide, you're well-equipped to craft a recruitment proposal that stands out, resonates with stakeholders, and positions you as a leader in the art of talent acquisition. And with Qwilr’s recruitment proposal template , you can do it all in a fraction of the time, too. (We won’t tell them if you won’t…)

About the author

Marissa Taffer | Founder & President of M. Taffer Consulting

Marissa Taffer is the Founder & President of M. Taffer Consulting. She brings over 15 years of sales and marketing experience across various industries to a broad range of clients.

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Sampling: how to select participants in my research study? *

Jeovany martínez-mesa.

1 Faculdade Meridional (IMED) - Passo Fundo (RS), Brazil.

David Alejandro González-Chica

2 University of Adelaide - Adelaide, Australia.

Rodrigo Pereira Duquia

3 Universidade Federal de Ciências da Saúde de Porto Alegre (UFCSPA) - Porto Alegre (RS), Brazil.

Renan Rangel Bonamigo

João luiz bastos.

4 Universidade Federal de Santa Catarina (UFSC) - Florianópolis (RS), Brazil.

In this paper, the basic elements related to the selection of participants for a health research are discussed. Sample representativeness, sample frame, types of sampling, as well as the impact that non-respondents may have on results of a study are described. The whole discussion is supported by practical examples to facilitate the reader's understanding.

To introduce readers to issues related to sampling.

INTRODUCTION

The essential topics related to the selection of participants for a health research are: 1) whether to work with samples or include the whole reference population in the study (census); 2) the sample basis; 3) the sampling process and 4) the potential effects nonrespondents might have on study results. We will refer to each of these aspects with theoretical and practical examples for better understanding in the sections that follow.

TO SAMPLE OR NOT TO SAMPLE

In a previous paper, we discussed the necessary parameters on which to estimate the sample size. 1 We define sample as a finite part or subset of participants drawn from the target population. In turn, the target population corresponds to the entire set of subjects whose characteristics are of interest to the research team. Based on results obtained from a sample, researchers may draw their conclusions about the target population with a certain level of confidence, following a process called statistical inference. When the sample contains fewer individuals than the minimum necessary, but the representativeness is preserved, statistical inference may be compromised in terms of precision (prevalence studies) and/or statistical power to detect the associations of interest. 1 On the other hand, samples without representativeness may not be a reliable source to draw conclusions about the reference population (i.e., statistical inference is not deemed possible), even if the sample size reaches the required number of participants. Lack of representativeness can occur as a result of flawed selection procedures (sampling bias) or when the probability of refusal/non-participation in the study is related to the object of research (nonresponse bias). 1 , 2

Although most studies are performed using samples, whether or not they represent any target population, census-based estimates should be preferred whenever possible. 3 , 4 For instance, if all cases of melanoma are available on a national or regional database, and information on the potential risk factors are also available, it would be preferable to conduct a census instead of investigating a sample.

However, there are several theoretical and practical reasons that prevent us from carrying out census-based surveys, including:

• Ethical issues: it is unethical to include a greater number of individuals than that effectively required;
• Budgetary limitations: the high costs of a census survey often limits its use as a strategy to select participants for a study;
• Logistics: censuses often impose great challenges in terms of required staff, equipment, etc. to conduct the study;
• Time restrictions: the amount of time needed to plan and conduct a census-based survey may be excessive; and,
• Unknown target population size: if the study objective is to investigate the presence of premalignant skin lesions in illicit drugs users, lack of information on all existing users makes it impossible to conduct a census-based study.

All these reasons explain why samples are more frequently used. However, researchers must be aware that sample results can be affected by the random error (or sampling error). 3 To exemplify this concept, we will consider a research study aiming to estimate the prevalence of premalignant skin lesions (outcome) among individuals >18 years residing in a specific city (target population). The city has a total population of 4,000 adults, but the investigator decided to collect data on a representative sample of 400 participants, detecting an 8% prevalence of premalignant skin lesions. A week later, the researcher selects another sample of 400 participants from the same target population to confirm the results, but this time observes a 12% prevalence of premalignant skin lesions. Based on these findings, is it possible to assume that the prevalence of lesions increased from the first to the second week? The answer is probably not. Each time we select a new sample, it is very likely to obtain a different result. These fluctuations are attributed to the "random error." They occur because individuals composing different samples are not the same, even though they were selected from the same target population. Therefore, the parameters of interest may vary randomly from one sample to another. Despite this fluctuation, if it were possible to obtain 100 different samples of the same population, approximately 95 of them would provide prevalence estimates very close to the real estimate in the target population - the value that we would observe if we investigated all the 4,000 adults residing in the city. Thus, during the sample size estimation the investigator must specify in advance the highest or maximum acceptable random error value in the study. Most population-based studies use a random error ranging from 2 to 5 percentage points. Nevertheless, the researcher should be aware that the smaller the random error considered in the study, the larger the required sample size. 1

SAMPLE FRAME

The sample frame is the group of individuals that can be selected from the target population given the sampling process used in the study. For example, to identify cases of cutaneous melanoma the researcher may consider to utilize as sample frame the national cancer registry system or the anatomopathological records of skin biopsies. Given that the sample may represent only a portion of the target population, the researcher needs to examine carefully whether the selected sample frame fits the study objectives or hypotheses, and especially if there are strategies to overcome the sample frame limitations (see Chart 1 for examples and possible limitations).

Examples of sample frames and potential limitations as regards representativeness

Sampling can be defined as the process through which individuals or sampling units are selected from the sample frame. The sampling strategy needs to be specified in advance, given that the sampling method may affect the sample size estimation. 1 , 5 Without a rigorous sampling plan the estimates derived from the study may be biased (selection bias). 3

TYPES OF SAMPLING

In figure 1 , we depict a summary of the main sampling types. There are two major sampling types: probabilistic and nonprobabilistic.

Sampling types used in scientific studies

NONPROBABILISTIC SAMPLING

In the context of nonprobabilistic sampling, the likelihood of selecting some individuals from the target population is null. This type of sampling does not render a representative sample; therefore, the observed results are usually not generalizable to the target population. Still, unrepresentative samples may be useful for some specific research objectives, and may help answer particular research questions, as well as contribute to the generation of new hypotheses. 4 The different types of nonprobabilistic sampling are detailed below.

Convenience sampling : the participants are consecutively selected in order of apperance according to their convenient accessibility (also known as consecutive sampling). The sampling process comes to an end when the total amount of participants (sample saturation) and/or the time limit (time saturation) are reached. Randomized clinical trials are usually based on convenience sampling. After sampling, participants are usually randomly allocated to the intervention or control group (randomization). 3 Although randomization is a probabilistic process to obtain two comparable groups (treatment and control), the samples used in these studies are generally not representative of the target population.

Purposive sampling: this is used when a diverse sample is necessary or the opinion of experts in a particular field is the topic of interest. This technique was used in the study by Roubille et al, in which recommendations for the treatment of comorbidities in patients with rheumatoid arthritis, psoriasis, and psoriatic arthritis were made based on the opinion of a group of experts. 6

Quota sampling: according to this sampling technique, the population is first classified by characteristics such as gender, age, etc. Subsequently, sampling units are selected to complete each quota. For example, in the study by Larkin et al., the combination of vemurafenib and cobimetinib versus placebo was tested in patients with locally-advanced melanoma, stage IIIC or IV, with BRAF mutation. 7 The study recruited 495 patients from 135 health centers located in several countries. In this type of study, each center has a "quota" of patients.

"Snowball" sampling : in this case, the researcher selects an initial group of individuals. Then, these participants indicate other potential members with similar characteristics to take part in the study. This is frequently used in studies investigating special populations, for example, those including illicit drugs users, as was the case of the study by Gonçalves et al, which assessed 27 users of cocaine and crack in combination with marijuana. 8

PROBABILISTIC SAMPLING

In the context of probabilistic sampling, all units of the target population have a nonzero probability to take part in the study. If all participants are equally likely to be selected in the study, equiprobabilistic sampling is being used, and the odds of being selected by the research team may be expressed by the formula: P=1/N, where P equals the probability of taking part in the study and N corresponds to the size of the target population. The main types of probabilistic sampling are described below.

Simple random sampling: in this case, we have a full list of sample units or participants (sample basis), and we randomly select individuals using a table of random numbers. An example is the study by Pimenta et al, in which the authors obtained a listing from the Health Department of all elderly enrolled in the Family Health Strategy and, by simple random sampling, selected a sample of 449 participants. 9

Systematic random sampling: in this case, participants are selected from fixed intervals previously defined from a ranked list of participants. For example, in the study of Kelbore et al, children who were assisted at the Pediatric Dermatology Service were selected to evaluate factors associated with atopic dermatitis, selecting always the second child by consulting order. 10

Stratified sampling: in this type of sampling, the target population is first divided into separate strata. Then, samples are selected within each stratum, either through simple or systematic sampling. The total number of individuals to be selected in each stratum can be fixed or proportional to the size of each stratum. Each individual may be equally likely to be selected to participate in the study. However, the fixed method usually involves the use of sampling weights in the statistical analysis (inverse of the probability of selection or 1/P). An example is the study conducted in South Australia to investigate factors associated with vitamin D deficiency in preschool children. Using the national census as the sample frame, households were randomly selected in each stratum and all children in the age group of interest identified in the selected houses were investigated. 11

Cluster sampling: in this type of probabilistic sampling, groups such as health facilities, schools, etc., are sampled. In the above-mentioned study, the selection of households is an example of cluster sampling. 11

Complex or multi-stage sampling: This probabilistic sampling method combines different strategies in the selection of the sample units. An example is the study of Duquia et al. to assess the prevalence and factors associated with the use of sunscreen in adults. The sampling process included two stages. 12 Using the 2000 Brazilian demographic census as sampling frame, all 404 census tracts from Pelotas (Southern Brazil) were listed in ascending order of family income. A sample of 120 tracts were systematically selected (first sampling stage units). In the second stage, 12 households in each of these census tract (second sampling stage units) were systematically drawn. All adult residents in these households were included in the study (third sampling stage units). All these stages have to be considered in the statistical analysis to provide correct estimates.

NONRESPONDENTS

Frequently, sample sizes are increased by 10% to compensate for potential nonresponses (refusals/losses). 1 Let us imagine that in a study to assess the prevalence of premalignant skin lesions there is a higher percentage of nonrespondents among men (10%) than among women (1%). If the highest percentage of nonresponse occurs because these men are not at home during the scheduled visits, and these participants are more likely to be exposed to the sun, the number of skin lesions will be underestimated. For this reason, it is strongly recommended to collect and describe some basic characteristics of nonrespondents (sex, age, etc.) so they can be compared to the respondents to evaluate whether the results may have been affected by this systematic error.

Often, in study protocols, refusal to participate or sign the informed consent is considered an "exclusion criteria". However, this is not correct, as these individuals are eligible for the study and need to be reported as "nonrespondents".

SAMPLING METHOD ACCORDING TO THE TYPE OF STUDY

In general, clinical trials aim to obtain a homogeneous sample which is not necessarily representative of any target population. Clinical trials often recruit those participants who are most likely to benefit from the intervention. 3 Thus, the more strict criteria for inclusion and exclusion of subjects in clinical trials often make it difficult to locate participants: after verification of the eligibility criteria, just one out of ten possible candidates will enter the study. Therefore, clinical trials usually show limitations to generalize the results to the entire population of patients with the disease, but only to those with similar characteristics to the sample included in the study. These peculiarities in clinical trials justify the necessity of conducting a multicenter and/or global studiesto accelerate the recruitment rate and to reach, in a shorter time, the number of patients required for the study. 13

In turn, in observational studies to build a solid sampling plan is important because of the great heterogeneity usually observed in the target population. Therefore, this heterogeneity has to be also reflected in the sample. A cross-sectional population-based study aiming to assess disease estimates or identify risk factors often uses complex probabilistic sampling, because the sample representativeness is crucial. However, in a case-control study, we face the challenge of selecting two different samples for the same study. One sample is formed by the cases, which are identified based on the diagnosis of the disease of interest. The other consists of controls, which need to be representative of the population that originated the cases. Improper selection of control individuals may introduce selection bias in the results. Thus, the concern with representativeness in this type of study is established based on the relationship between cases and controls (comparability).

In cohort studies, individuals are recruited based on the exposure (exposed and unexposed subjects), and they are followed over time to evaluate the occurrence of the outcome of interest. At baseline, the sample can be selected from a representative sample (population-based cohort studies) or a non-representative sample. However, in the successive follow-ups of the cohort member, study participants must be a representative sample of those included in the baseline. 14 , 15 In this type of study, losses over time may cause follow-up bias.

Researchers need to decide during the planning stage of the study if they will work with the entire target population or a sample. Working with a sample involves different steps, including sample size estimation, identification of the sample frame, and selection of the sampling method to be adopted.

Financial Support: None.

* Study performed at Faculdade Meridional - Escola de Medicina (IMED) - Passo Fundo (RS), Brazil.

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Recruitment And Selection Strategies Recommendations Research Proposal Examples

Type of paper: Research Proposal

Topic: Workplace , Employee , Diversity , Construction , Organization , Employment , Selection , Interview

Words: 2250

Published: 02/20/2023

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Introduction Management of Clapton Commercial Construction uses the recruitment and selection strategy to analyze the background of the applicants. It is essential for the management of any organization to recruit the most appropriate candidate with better qualifications and experience in the field of the required job. It helps to improve the performance of the organization and maintain the reliability of the company. The first step that is included in the recruitment and selection process is to manage the applications and screen the best talent suitable for the job. To attract most suitable candidates, Clapton must develop a proper recruitment plan. The paper presents the suitable recruitment and selection strategies that can be used by the Clapton to fulfill its needs for human resources.

Organizational goals

The goals of Clapton Commercial Construction are to select candidates who are properly fit for the roles and enhance the productivity of the company. The organization also aims to reflect the views, beliefs and values of the employees to achieve employee satisfaction. It is important to the Clapton and its management to assign the goals appropriately to meet the needs of the individuals as well as the organization. Hence, it is important to develop similar strategic goals for the employer and employees to fulfill both of their desires. Clapton Commercial Construction will recruit best employees and provide them with proper induction program to develop their skills and knowledge. It will further help to enhance the employees’ performance along with the performance of the organization.

Forecasted demographic changes

Identifying the requirements for further organizational growth, a long-term corporate plan has been developed to be achieved within the next five years. In the forecasted demographic changes of Clapton Commercial Construction, there are goals and organizational objectives have been added to make a list of aspects to be achieved. Meanwhile, creating developed workforce diversity has to be one of the primary targets of Clapton Commercial Construction to get the maximum business output from the organizational human resources (Joseph R. & Selvaraj, 2015). The talent pool and expertise of the employees can certainly make the maximum utilization of organizational resources to make market growth in the new market territory. Apart from that, a well-organized corporate culture has to be developed within the organization to nourish the workplace diversity for performance enlargement.

An analysis of projected workforce needs

Clapton Commercial Construction must recognize what expertise should be implemented within the workforce to improve the overall performance of the human resources. Identifying the moral shortcomings of the employees, organizational management of Clapton Commercial Construction can take essential steps such training programs, workshop presentation, knowledge sharing techniques and most importantly a well-though out employee hiring and selection process to ensure the learning curve of the organizational workforce can be improved at the highest level (Elsaid, 2012). Apart from that, an individual request basis training facilities can be considered as a versatile strategy to understand the major strengths and weaknesses of the organizational workforce.

Workforce Diversity objectives

Identifying particular workforce diversity effective for Clapton Commercial Construction, precise targets can successfully manage the business terms and development. The business environment of the organization and the business operational structure of the organization can play an effective role in the case of setting the workforce diversity objectives to be achieved according to the forecasted demographic changes. Recognizing the culinary preferences and business operations of the organization, the firm must set the under-mentioned objectives suitable for workplace diversity. Set up a sturdy commitment to the workforce diversity program: The diversity program to be utilized by Clapton Commercial Construction must present a strong message to the workforce to define an appropriate diversity program that can make a positive impact on the business performance. Identifying the essential components of diversity within a workplace, a unique employee culture can be created in this way. Define an accurate perception for the workforce to go forward: The management of Clapton Commercial Construction must understand the existing diversity practices to reflect a positive overview of the demographic changes. As a result, the employees of the organization must be provided accurate perception about how the changes will make a positive impact on the overall performance. Develop an effective workforce hiring and selection system: Last but not the least, identifying the requirement of proper expertise and knowledge resources, efficient employee recruitment and selection process must be developed to get the best workforce from the talented pool. Apart from that, adequate training facilities must be given to ensure that the employees continue their work according to the organizational goals.

The effects of organization diversity on the business

The organization diversity can set a unique trend at Clapton Commercial Construction, so that the human resources can utilize the maximum talent and knowledge resources to fulfill the organizational goals and objectives. Though it is very difficult to manage workplace diversity, proper management techniques can get the best out of workplace diversity. Meanwhile, workplace diversity can deliver impressive organizational output as knowledge can be shared from a diverse pool. Besides, effective recruitment and selection methods can improve the services of the organization as well-trained human resources can deliver quality services to the business clients (de Leeuw, Lokshin & Duysters, 2014). Apart from that, a diverse workforce culture can control several organizational issues providing effective ideas and approaches.

Laws to consider for recruitment and selection

The definite laws must be considered for recruitment and selection process of an organization. Identifying the terms and regulations of a particular law, the business administration can control several challenges and issues related to the same topic. In the below section, the essential law have been described that have been considered in hiring and selection of employees in Clapton Commercial Construction. The Civil Rights Act of 1964: The law has been considered by the employers of Clapton Commercial Construction has followed to prohibit any discrimination in selection and recruitment process based on race, religion, gender, culture or social background. Any organization that has more than 15 employees must follow this law. Clapton Commercial Construction has followed the regulations with effective cause. The Age Discrimination in Employment Act of 1967: Clapton Commercial Construction has followed the act as the private and public business organizations must follow the regulations of this particular act. The Act protects the right of the employees from any workplace discrimination due to age ("Laws Enforced by EEOC", 2016). The Americans Act with Disabilities Act of 1990: Clapton Commercial Construction has followed this particular act as every public and Private Corporation of the USA has to follow the act that forbids any hiring discrimination of competent individuals with physical disabilities. The Pregnancy Discrimination Act of 1975: This particular act has been standing for pregnant female human resources so that no lady can be refused to the job in case of pregnancy period ("Laws Enforced by EEOC", 2016).

Organizational Branding

It is important for the Clapton Commercial Construction to create awareness about the organization by spreading the news about the company among friends and family. Employees can use employee recommendation system to seek qualified and experienced applicants. It helps the Clapton to create a better culture and generate job satisfaction among the employees by making them feel trusted and valued. The desire for promotion and employee’s concerns helps the company to achieve important objectives (Brideau, 2003). The essential objective includes the creation of an excellence knowledge environment and recruiting proper individuals for the present openings in the company. The most important stage for Clapton Commercial Constructions is to manage the selection process of highly efficient architect, civil engineers and project managers. These positions are essential for the Clapton because its represents the company to its clients. Being a construction company, the role of an architect, civil engineer and project managers are of most important that presents the company capability to uphold a project. Hence, to develop a good brand image, the Clapton needs to recruit the best talent available in the market. It would help the company to enhance its market position and gain a good reputation in the new market.

Methods for recruiting Candidates

Different methods can be used by the Clapton Commercial Construction to recruit and select new employees. Clapton first needs to create job standards and ethics. After that, the company needs to develop a proper job description that presents the roles and responsibilities of the applicants that must be played in the selected jobs. The job description ensures that each and every applicant is aware of the expectations and job responsibilities. The job specifications must be presented to know what qualification and experiences are needed for a candidate to apply for the job.

Methods for screening candidates

The methods for screening candidates are discussed in the points given below: Interview methods: Different interview methods can be used by the Clapton Commercial Company to screen the applications of the candidates. It is a commonly used selection procedure that is used by any organization to recruit new employees. It includes face to face discussion and questions are asked by the interviewer to judge the skills and knowledge of the employees. It is used to analyze the analytical and communication skills of applicants (Rakowska, Valdes-Conca & de Juana-Espinosa, 2015). The interview method includes One-on-one interview, group discussion, and behavioral interview. Testing procedures: The testing procedures will include an IQ test, psychometric test, aptitude test followed by the interview process. First of all, the one-on-one interview will be conducted followed by all selection tests. After that, the group discussion and behavioral interview will be conducted. After completion of the selection tests and interview, a background check will be conducted to verify the background details of the applicants. Interview process considerations: It is important to consider several things while conducting an interview and selection test. It is important to avoid answering phones while conducting a formal interview. Any promises must not be made during the interview process. It is important for Clapton to fulfill the promises made during the interview session. It is important to evaluate the character, appearance, education, communication, knowledge, potential and talents of the applicants while conducting an interview.

Methods for selecting candidates

After the completion of test and interview process, the applicants are passed to the nest step in which the background information collected during the interview process are verified. After reviewing all information, the management of Clapton Commercial Construction will select the best applicant for the job. Clapton will send an offer letter to the applicants in regards to their selection that presents the job descriptions and remuneration clause (Lawless, 2011). After the acceptance of the job offer, the employment contract is made, and the individual is selected for the job.

Understanding the benefits of expertise and talented human resources, Clapton Commercial Construction must utilize effective strategies and policies in order to hire the best in the business. The competency and reliability of the candidates must be considered in selecting them as the part of the organization. Most importantly, the approach of the candidates must be taken into contemplation to judge the responsibility and accountability factor of the candidates.

Brideau, C. (2003). Improved Statistical Methods for Hit Selection in High-Throughput Screening.Journal Of Biomolecular Screening, 8(6), 634-647. http://dx.doi.org/10.1177/1087057103258285 de Leeuw, T., Lokshin, B., & Duysters, G. (2014). Returns to alliance portfolio diversity: The relative effects of partner diversity on firm's innovative performance and productivity. Journal Of Business Research, 67(9), 1839-1849. http://dx.doi.org/10.1016/j.jbusres.2013.12.005 Elsaid, A. (2012). The Effects of Cross Cultural Work Force Diversity on Employee Performance in Egyptian Pharmaceutical Organizations. Business And Management Research, 1(4). http://dx.doi.org/10.5430/bmr.v1n4p162 Joseph R., D., & Selvaraj, P. (2015). The Effects of Work Force Diversity on Employee Performance in Singapore Organisations. IJBA, 6(2). http://dx.doi.org/10.5430/ijba.v6n2p17 Lawless, M. (2011). Firm Diversity Within Strategy Types: Substrategies And Performance Effects.JABR, 5(3), 66. http://dx.doi.org/10.19030/jabr.v5i3.6350 Laws Enforced by EEOC. (2016). Eeoc.gov. Retrieved March 2016, from http://www.eeoc.gov/laws/statutes/index.cfm Rakowska, A., Valdes-Conca, J., & de Juana-Espinosa, S. (2015). Affecting Factors of Public Employees’ Ganizational Commitment. International Journal Of Synergy And Research, 3, 5. http://dx.doi.org/10.17951/ijsr.2014.3.0.5

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Recruitment and Selection Report Example

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Looking for a recruitment and selection report sample? This paper explains the methodology and the processes of recruitment and selection. Use it to prepare your own project.

Introduction

• Recruitment

Recommendations

Reference list.

Organizations are increasingly appreciating the importance of human capital. One of the main factors that best explain this shift is the rate at which globalization is taking place (Hitt, Ireland & Hoskisson, 2009, p. 289). In order to attain their profit maximization objective, firms appreciate the employees’ contribution.

Despite the increased adoption of various technologies as one of the ways through which a firm can develop its competitive edge, management teams are increasingly getting concerned about the future of their firms (Hitt, Ireland & Hoskisson, 2009,p.65) since such a competitive advantage can be short-lived.

One of the ways through which a firm can attain a high competitive advantage is by ensuring that it has competent human capital (Armstrong, 2006, p. 23). This means that employees are currently considered essential assets in the firm’s course of operation.

In order to attain this, it is paramount for firms to consider incorporating effective human resource management in their strategic management processes. According to Erasmus, Swanepoel and Schenk (2009, p.4), human resource management entails all aspects related to work and employees in an organization.

Mathis and Jackson (2007, p.4) believe that human resource management entails designing various management systems to ensure optimal utilization of human talent so as to achieve organizational goals. Despite the size of an organization, human resource managers have to ensure that effective recruitment and selection are undertaken.

The Aim of Recruitment and Selection Report

The aim of the report is to analyze the most effective ways through which a firm’s human resource department can undertake the recruitment process. In addition, the report also evaluates the various selection methods used by the human resource department.

The Scope of Recruitment and Selection Report

The report is organized into several sections. The first section gives a comprehensive analysis of recruitment. The second part evaluates the selection process. Finally, a conclusion and a set of recommendations are given.

Recruitment: Definition & Methodology

Recruitment refers to the process of identifying appropriate human resources with relevant skills and qualifications to fit a particular post in an organization. Alternatively, recruitment can be defined as the process of attracting potential employees to an organization (Evers, Anderson & Voskuijl, 2005, p.48).

The core purpose of recruitment and selection is to ensure that only the right person is appointed for the right job (Dale, p.1). The process is usually challenging, especially in case of a shortage within the labor market. Its inception and completion are marked by seeking new applicants and submitting applications within the stipulated period.

The Need for Recruitment

There are a number of needs that force an organization to consider recruiting. Some of them are outlined below.

Vacancies in an organization arise from various situations. Some of them include transfer, promotions, permanent disability of employees, labor turnover, termination, and retirement. The resultant vacancies created require to be filled through effective recruitment (Dale, 2003, p.35).

Organizational growth is paramount if a firm is to succeed in the long term as a going concern entity. There are various strategies through which an organization can attain growth. Some of them include diversification and expansion of business operations. As a result, growth results in the creation of vacancies. In addition, new vacancies may also arise as a result of new job specifications.

The Purpose & Importance of Recruitment

Recruitment is a vital process in an organization’s success. Through recruitment, an organization can attract a wide range of candidates to apply for various posts within the organization. In addition, a firm’s management team is able to identify potential job applicants whom it considers to be appropriate candidates.

As a result, an organization can develop a pool of talented candidates more efficiently. This increases the probability of the organization selecting the most appropriate employees. This is attained by minimizing the number of overqualified applicants (Dale, 2003, p.87).

Recruitment also enhances the firm’s management team in determining current and future employee requirements. This is attained in the process of job analysis and personnel planning. In addition, recruitment enables an organization to minimize the probability of employees selected leaving within a short period.

During the hiring process, organizations are required to adhere to stipulated social and legal obligations. This is mainly so with regard to the firm’s workforce composition. Through recruitment, an organization is able to attain this. Through recruitment, there is a high probability of a firm attaining short and long-term success. This arises from the fact that recruitment enhances both individual and organizational effectiveness.

Recruitment Process

In order for an organization to undertake effective recruitment, a comprehensive recruitment process must be undertaken. Aswathappa (2005, p.135) stipulates that five key stages must be put into consideration in the recruitment program. These include:

• Strategy development;
• Evaluation and control.

According to Aswathappa (2005, p.135), planning entails translating the available job vacancies and the related information into well-defined objectives or targets which should be attained. This is attained via the specification of:

• Number of applicants to be contacted;
• Type of applicant.

During the recruitment process, organizations usually attract a large number of applicants. In most cases, the firm receives varying responses from those contacted. For example, a certain proportion will either be unqualified or uninterested. However, the firm’s management team must approximate the number of qualified applicants who will fill the available posts (Aswathappa, 2005, p.135).

On the other hand, the type of contact refers to whom the information regarding the job will be targeting. Human resource managers should make this clear by defining the tasks, responsibilities, and qualifications associated with the job. These details should be given via the provision of a comprehensive job description.

Strategy Development

Upon determination of the type and number of employees required, the human resource team must decide how to acquire them. Various strategies are available to the management. One of the strategies which can be adopted includes a make or buy. This entails deciding whether to invest in an employee training program or hire experienced professionals (Aswathappa, 2005, p.135).

The firm must also determine the method of recruitment to use. One of the most effective methods which should be considered includes adopting technology. In addition, the human resource manager must also decide on the labor market, which has the necessary job seekers, and when to look for the skills required.

Recruitment should not commence until the human resource manager confirms that vacancies exist. Upon receiving applications, the human resource department must screen the applications. In the search process, communication is important. However, caution must be taken to ensure that the firm’s virtues are not oversold. To ensure that searching is effective, the HR manager must determine the credibility of the medium used (Aswathappa, 2005, p.135).

This helps in the elimination of unsuitable applicants so as to simplify the recruitment process. However, caution must be taken to ensure that suitable candidates are not rejected. During the screening process, a comprehensive criterion should be adopted. The criterion should consider the applicants’ knowledge, interests, skills, and ability to perform the job.

Evaluation and Control

This is important because significant costs are incurred during the process. These include salaries for recruiters, advertisement costs, administrative overheads, and the cost of outsourcing, among others. Via evaluation, the HR department is able to determine.

• The return rate of the application
• How many candidates are suitable for the job
• Cost of recruitment
• Retention and performance capacity of the selected candidates

Legal Requirements

Employers are required by law to provide equal employment opportunities. For the recruitment process to be effective, it should not include any form of discrimination (Cantano, 2009, p.68). The HR manager must ensure no unfair, direct, or indirect discrimination. During the recruitment process, unfair discrimination may entail omitting certain issues.

Indirect discrimination occurs by an institution of conditions or rules aimed at favoring a small group of people. On the other hand, direct discrimination entails less favorable treatment, such as bullying or harassment, either based on race, sexual orientation, age, disability, religion, and gender.

Job Analysis and Job Description

A comprehensive job analysis should be conducted. This should be done by collecting data relating to the job. This will aid in developing a job description which is a clarification of the work functions. The HR manager may collect data from the existing employees via questionnaires or interviews. This will aid in ensuring that the applicants understand their job (Cantano, 2009, p.69).

Recruitment Sources

In order to improve the effectiveness of the recruitment process, both internal and external sources of employees should be considered.

External Recruitment

External recruitment can enable a firm to attract a large number of applicants. Some of the external recruitment sources which the firm can use include; direct applications, use of the internet, outsourcing staffing agencies and Professional Trade Fairs, advertising in the newspapers and magazines, and campus recruitment.

Internal Recruitment

Some of the internal recruitment sources include employee referrals, promotions, and transfers. The existing employees can refer the job to their friends by telling them the benefits of the job. This is an effective and low-cost method of recruitment. In addition, the incumbent employees know the type of employees the organization is looking for.

On the other hand, promotion entails moving an employee to a higher position. This is usually accompanied by an increment in pay. This is an effective method since it improves employee morale. On the other hand, transfer refers to moving an employee to a job with a similar status and with no pay increase. This increases the employees’ understanding of the organization’s operation (Jackson, Schuler & Werner, 2008, p. 201).

Selection: Definition & Methodology

This refers to the process of choosing the most appropriate candidate out of all the individuals recruited (Roberts, 1997, p.3). The selection process can either be conducted internally or externally.

Selection Methods

There are various methods that a firm can use to select employees, as discussed below.

Preliminary interview- This entails weeding out unqualified candidates. The prospective candidate is furnished with information relating to the job. In addition, the HR department also elicits information regarding the candidate, such as his or her skill and educational qualifications. The authenticity of the applicant’s documents and certificates is also proved (Dessler, 2005).

Selection Test

The firm may give the candidate psychological tests to determine the candidate’s performance, behavior, and attitudes. Predetermined cut-off points should be used in selecting the candidate.

Employment Interview

Selection cannot be complete without a selection interview. The interview should be personal, and the information obtained should be used to evaluate the candidate’s capabilities and strengths concerning their credentials.

Medical Examination

The firm’s physician or an approved medical officer should conduct a physical examination. This helps in the determination of the physical fitness of the candidate to do the job. It also prevents the organization from hiring people with contagious diseases. The firm can also limit liability which may occur as stipulated by the Workmen’s Compensation Act (Armstrong, 2006).

Reference and Background Analysis

In the application form, the applicant should give the addresses and names of at least two individuals who can testify on his behalf. These individuals should give a personal and frank opinion regarding the candidate.

Selection Decision

After approval of the candidate, the human resource department should decide to select the candidate. The various units of the department should recommend the most appropriate candidate. The executive of the various units should give consent to the shortlisted candidates.

The selected candidates should be offered employment by issuing them an appointment letter. The letter should clearly specify the following, amongst other terms.

• Salary grade;
• Date of commencement.

Employment Contract

Both the employee and the employer should enter into a contract of service. Afterward, the candidate is issued with a letter offering him the job.

Factors that Affect Selection

During the selection process, fairness should be incorporated. Accordingly, none should be discriminated against along racial, gender, or religious lines.

Validity and Reliability

Selection should also be improved by conducting reliable and validated tests to determine the most appropriate employees to perform the job. Validity tests increase the probability of success.

Selection of candidates as a result of pressure may result in the selection of ineffective employees.

Recruitment and Selection Report Conclusion

Effective recruitment and selection can contribute to an organization’s success. Both internal and external sources of employees should be considered during the recruitment process. This will increase the probability of organizations attracting a wide range of candidates. In addition, a comprehensive recruitment and selection process should be followed.

To enhance the effectiveness of recruitment and selection, human resource managers should consider the following.

• The process should not include any form of discrimination. This will ensure that the organization provides equal employment opportunities.
• In order to reach a wide range of potential applicants, various and valid communication mediums should be used.

Armstrong, M. (2006). A handbook of human resource management practice, London: Kogan Publishers.

Aswathappa, K. (2005). Human resource and personnel management . Chicago: Tata McGraw-Hill.

Cantano, V.M. (2009). Recruitment and selection in Canada . New York: Cengage Learning.

Erasmus, B. & Swanepoel, B. & Schenk, H. (2009). South African human resource management: theory and practice . New York: Juta and Company Ltd.

Evers, A., Anderson, N. & Voskuijl, O. (2005). The Blackwell handbook of personnel selection . New York: Wiley-Blackwell.

Dale, M. (2003). Managers guide to recruitment and selection. London: Kogan Page Publishers.

Dessler, G. (2005). Human resource management. New Jersey: Pearson Prentice.

Hitt, M., Ireland, D. & Hoskisson, R. (2009). Strategic management: competitiveness and globalization: concepts and cases . New York: Cengage Learning.

Jackson, S., Schuler, R. & Werner, S. (2008). Managing human resource . New York: Cengage Learning.

Mathis, R. & Jackson, J. (2007). Human resource management . New York: Cengage Learning.

Roberts, G. (1997). Recruitment and selection: a competency approach . London: CIPD Publishing.

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IvyPanda. (2018, July 12). Recruitment and Selection Report Example. https://ivypanda.com/essays/recruitment-and-selection/

"Recruitment and Selection Report Example." IvyPanda , 12 July 2018, ivypanda.com/essays/recruitment-and-selection/.

IvyPanda . (2018) 'Recruitment and Selection Report Example'. 12 July.

IvyPanda . 2018. "Recruitment and Selection Report Example." July 12, 2018. https://ivypanda.com/essays/recruitment-and-selection/.

1. IvyPanda . "Recruitment and Selection Report Example." July 12, 2018. https://ivypanda.com/essays/recruitment-and-selection/.

Bibliography

IvyPanda . "Recruitment and Selection Report Example." July 12, 2018. https://ivypanda.com/essays/recruitment-and-selection/.

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Proposal Letter on Recruitment & Selection Process

This is my own creation for Bangladeshi student that who doesn't know how to create the Proposal Letter for BBA Thesis or Report. I Assure This will be Accept by the Supervisor without any Hesitation.No Fault can be found in this. Help Yourself

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Marie Skłodowska-Curie Actions

Developing talents, advancing research

Doctoral Networks 2024 call: 6 steps to prepare your application

Get started with this funding scheme and learn how to prepare a successful proposal.

MSCA Doctoral Networks implement doctoral programmes through consortia of organisations from different sectors across Europe and beyond.

Selected networks expose the researchers to the academic and non-academic sectors, and offer them training in research, as well as in transferable skills and competences relevant for innovation and  long-term employability of researchers.

They also benefit participating institutions which receive funding to develop excellent doctoral programmes, allowing them to attract talent, increase their global visibility and foster cooperation with other sectors and countries.

The MSCA and Doctoral Networks focus on excellence in various aspects. Excellence does not only apply to the individual fellows supported or the collaborations fostered and knowledge transferred. The quality and novelty of the research and innovation methodologies applied, the research conducted as well as the training, supervision and career guidance provided to researchers are also crucial aspects of MSCA Doctoral Networks and key award criteria.

The MSCA are open to all domains of research and innovation, chosen freely by the applicants, and have a strong focus on interdisciplinary, international and intersectoral cooperation. Doctoral Networks support programmes addressing this triple dimension across all research fields, and provide specific incentives to encourage cooperation between academic and non-academic sectors.

If you are considering applying for MSCA Doctoral Networks, here are some useful tips and guidance to start preparing your proposal.

1: Get familiar with how funding works

Have a look at the Doctoral Networks page and key resources for an introduction to the scheme’s features.

Consult the MSCA Work Programme and annexes for all details about the call. Doctoral Networks offer several funding modalities to set up doctoral programmes with specific incentives for Industrial and Joint Doctoral Networks – check which one matches the project you have in mind.

Standard Doctoral Networks

Promote international, interdisciplinary and inter-sectoral cooperation to train PhD candidates in various scientific areas. This is done with a focus on promoting entrepreneurial mind-sets, research-related and transferable skills and long-term career prospects within and outside academia.

Industrial Doctoral Networks

Train PhD candidates in skills outside academia, including industry and business. Doctoral candidates also benefit from joint industry andacademia supervision. These programmes bring together the academic and non-academic worlds, helping to transfer and encourage innovation.

Joint Doctoral Networks

Train PhD candidates through integrated programmes leading to joint or multiple doctoral degrees. These programmes promote structuring collaboration among institutions and require a joint governance structure with joint procedures for recruitment, admission, supervision and evaluation of doctoral candidates.

Check thoroughly the basic resources to learn more about the programme’s requirements

• the Guide for Applicants is the best starting point for any consortium interested in the scheme
• a set of official Frequently Asked Questions 
• proposal templates and application forms, evaluation forms and evaluation criteria, and many other resources
• attend or replay the dedicated information session on Doctoral Networks 2024 the European Research Executive Agency is organising on 7 June 2024
• you can also attend other webinars and hands-on workshops to help you prepare your application organised by MSCA National Contact Points and Euraxess Worldwide regularly. Contact them to find out about the next sessions.

The MSCA-NET project, run by MSCA National Contact Points, offers complementary resources to support applicants

• Doctoral Networks: Handbook and resources , these resources will be updated very soon with information about this call
• Frequently Asked Questions 

CORDIS, the official projects’ database of the European Commission, can help you find examples of previously funded Doctoral Networks .

Back to top

2: Make sure your organisation and consortium can apply

Doctoral Networks are open to international consortia of organisations from all socioeconomic sectors, including

• higher education institutions
• research institutions and infrastructures
• private sector organisations, including industry, businesses, and small and medium-sized enterprises
• public sector organisations, including national, regional, and local governments, agencies, and museums
• other socio-economic actors including NGOs, think-tanks, charities, etc.

The consortia applying to the call should comply with the following criteria

• include at least three independent legal entities, each established in a different EU Member State or Horizon Europe Associated Country and with at least one of them established in an EU Member State
• on top of this minimum, other organisations from any country in the world can also join, either as beneficiaries or as associated partners, depending on the status of the country as indicated below
• at least three independent legal entities in the consortium must be entitled to award doctoral degrees
• at least one of the institutions conferring a joint, double or multiple doctoral degree must be established in an EU Member State and/or Horizon Europe Associated Country
• all beneficiaries must recruit at least one doctoral candidate. They are required to host at their premises and supervise recruited researchers, or use associated partners linked to them to do so.

Organisations based in Member States and countries associated to the Horizon Europe programme are automatically eligible to funding.

Organisations based in low and middle-income countries can also apply and receive funding from the EU (see specific conditions in the MSCA Work Programme) .

If you are not sure about your country’s status, have a look at the list of participating countries to Horizon Europe .

If your organisation is taking part in an EU-funded programme for the first time, you will need to register your organisation and get a participant identification code (PIC) number to participate in this call.

Researchers

Doctoral candidates funded by Doctoral Networks

• must not have a doctoral degree at the date of their recruitment
• can be of any nationality
• should be enrolled in a doctoral programme leading to the award of a doctoral degree in at least one EU Member State or Horizon Europe Associated Country
• be employed for a period as of 3 months and maximum 36 months, except in the case of joint doctorates, where this maximum duration is 48 months
• should comply with the “mobility rule”: in general, they must not have resided or carried out their main activity (work, studies, etc.) in the country of the recruiting organisation for more than 12 months in the 36 months immediately before their recruitment date
• should spend at least 50% of their time outside academia, for Industrial Doctorates
• can carry out secondments during up to one third of the duration of research training activities carried out their MSCA fellowship. This limitation does not apply in the case of Industrial Doctorates and Joint Doctorates.

3: Find the best partners to prepare your proposal

To apply you will need to build an international and diverse consortium of leading organisations in the proposal’s research field (see specific conditions onthe scheme’s page in the MSCA Work Programme ).

You could start by exploring the existing links that your department and organisations have with institutions around Europe and worldwide. You can also use this call to find new partners and expand your network.

Every consortium has a coordinating institution and partner organisations that contribute to the implementation of the doctoral programme.

These resources can help you find new partners and advertise your organisation

• MSCA Matchmaking platform 
• Funding and Tenders Opportunities Portal (see “Partner Search Announcements”)
• if you want to find partners outside academia or get advice on research-business collaboration, especially for Industrial Doctoral Networks, contact the European Enterprise Network 

If you are still uncertain about the eligibility of your consortium, MSCA National Contact Points can help you go through the criteria.

4: Start drafting your application

To apply successfully, you must know the award criteria and call requirements

• award criteria and budget structure ( MSCA Work Programme, pp. 109 to 116)
• the MSCA Financial Guide offers guidance on the management and implementation of MSCA projects
• Gender dimension and inclusiveness (p. 16-20)
• Dissemination and exploitation of research (p. 31-39)
• Open science (p. 40-55)
• How to evaluate Open Science in Horizon Europe proposals 
• How to evaluate Social Sciences and Humanities in Horizon Europe proposals 
• How to evaluate Strategy for Intellectual Property Management 
• How to evaluate Dissemination, Exploitation, and Communication 

Core aspects

All future Doctoral Networks will be required to address these core aspects in their proposal.

Evaluation, selection and recruitment of researchers

Selected projects must publish and advertise vacancies as widely as possible, including on the EURAXESS Jobs Portal . They may also use their networks to ensure the widest possible dissemination of vacancies and information about the application process.

Networks will need to select doctoral candidates from all over the world in an open, transparent and merit-based process and offer attractive working conditions, in line with the European Charter for Researchers . 

Supervisory Board

Each MSCA Doctoral Network should have a clearly identified supervisory board co-ordinating network-wide training, research and in particular supervision activities in line with the It should also establish ongoing communication and exchange of best practice between the participating organisations in order to maximise the benefits of the partnership.

Research and training activities

Projects should provide training opportunities to researchers to gain new research and transferable skills and competences, foster entrepreneurship, engage interdisciplinary research, and work within and beyond academia, when applicable. They should also support good scientific practices such as research integrity, innovation and entrepreneurship.

Networks should exploit complementarities within the consortium, share knowledge and promote networking activities.

Selected networks should expose researchers to industry, business, SMEs and relevant non-academic activities whilst promoting an innovation-oriented mind-set and ensuring their long-term employability, in line with the EU Principles for Innovative Doctoral Training .

Supervision

Particular attention is paid to the quality of supervision and mentoring arrangements as well as career guidance in line with the Guidelines for MSCA supervision . Joint supervision of the researchers is mandatory for Industrial and Joint Doctorates.

Career Development

Projects should pay special attention to improving the employability and career prospects of researchers. The network will have to establish a career development plan for each recruited doctoral candidate jointly with their supervisor.

In addition to research objectives, this plan include the researcher's training and career needs, including training, teaching, publication planning and participation in conferences and events that aim to opening up science and research to citizens.

Green research

In line with the green objectives of the European Union, projects are strongly encouraged to adopt sustainable practices in line with the MSCA Green Charter . Projects should report on their efforts in this direction, and sustainability may even be considered as a criterion to decide between otherwise ex-aequo proposals.

Read the useful tips and guidance to increase the sustainability of projects.

5: Check your application with your peers

If you want to receive feedback on your draft and get advice from former applicants you can also reach out to

• the MSCA National Contact Point in your country
• your organisation, which may also have resources to verify and submit your application

6: Submit your application

The 2024 call for the Marie Skłodowska-Curie Actions Doctoral Networks open on 29 May with a deadline to apply on 27 November 2024, 17.00, CEST .

During this period, you and your partners can prepare and send your application and learn more about the submission process on the call page on the Funding and Tenders Opportunities Portal and through the portal’s online manual .

Become familiar with the Electronic Submission Service , which is the online system you must use to submit proposals.

Submit your proposal as early as possible before the deadline expires to avoid last-minute problems. You can update, download, or withdraw your proposal up until the deadline.

You can see an overview of the evaluation process on the European Research Executive Agency’s website .

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