Importance of ensuring the section of the right people to join the workforce has become increasingly apparent as they emphasis on people as a prime source of competitive advantage has grown. Firstly, democratic trends and changes in the labour market have lead to a more diverse workforce, which as placed increasing pressure on the notion of fairness and selection. Secondly, the desire of multi-skilled, flexible workforce and an increased emphasis on team working has meant that selection decisions are concerned more with behaviour and attitudes than with matching individuals to immediate job requirements. Thirdly, the emphasis between corporate strategy and people management has led to notion of strategy selection that is , a system that links selection processes and outcomes to organisational goals and aims to match the flow of people to emerging business strategy.(Beaumont,1993). (Tim Claydon, 2004 P 189)
The use of sophisticated techniques to ensure selection of the right people frequently includes bundles of best HR practice. The contribution of effective recruitment and selection to enhance business performance is also illustrated by the findings of empirical study. Many of the traditional methods of recruitment and selection are being challenged by the need of organisation to address the increased complexity, greater ambiguity and rapid pace of change in the contemporary environment. (Tim Claydon, 2004 P 189)
It is becoming increasingly important to understand international differences in recruitment and selection: “Almost without exception, faced with mature ‘developed’ markets, major companies are turning to Eastern Europe and Asia as the source of their future growth. If they fail to find ways to work in these very different cultures, the most significant opportunities of the next 20 years will be lost to them.”(Hall, 1995 p:25) It can be said that people from the East Europe and Asia are travelling to UK mainly because of the economic impact of the British Pound as against the European Euro.
The current state of recruitment selection is complex because of a variety of internal and external factors continue to influence the process. The underline philosophy regarding the management of human resource and the degree of adoption of technological advances affects the way work is organised and the resultant skills needed by the employees. Externally, labour market conditions, legislation and government policies in training and education dictate who is available to fill contemporary jobs. Further complexity is added by growth of multinational enterprises. These factors are constantly changing, and the environment in which the recruitment and selection process operates is uncertain and increasingly ambiguous.
However, there is no universal solution to this complexity – no “One size that’s fits all” – and this is how one can account for the co-existence of both new and traditional approaches to the recruitment and selection of employees. Employment agencies tend to adopt a wide approach to attract and select employees based on current and future conditions. Thus one will find difference in approaches not only between organisations but also between organisations, depending on the level of vacancies and organisational requirements.
The most appropriate recruitment and selection techniques will continue to be those that balance the requirements of organisations with those of current and prospective employees, and the approach adopted is likely to be determined, at least in part, by external circumstances. If predictions about the demise of ‘jobs for life’ and the growth of portfolio careers, are true, then the experience of recruitment and selection may become an increasing feature in all our lives, regardless of the techniques involved.(Claydon 2004, p:224)
Employment agencies have traditionally been used in the recruitment and selection of temporary and permanent workers, but changing circumstances, especially the growth in fixed term and temporary contracts, may lead to a greater reliance on them in the future. Aims The aim of the study is to critically evaluate the process of recruitment and selection in UK with reference to Life Search and Selection Agency.
Objectives; 1) To assess the legal, moral and business objectives of a recruitment agency in UK. 2) To examine the techniques and processes which comprise the prescriptive approach to recruitment and selection? 3) Fair and consistency in recruitment and selection policies and procedures 4) To highlight the contemporary issues and controversies in the field of recruitment and selection. 5) To differentiate between public agencies and private agencies. 6) To find out the problems faced by the recruitment agencies while employing people from European Union and other foreign countries.
Design and Methodology
The external research will be carried out by referring to the published data and electronic media. Questionnaires will be used and there will be a requirement for conducting interviews, however this cannot be confirmed until the research data has been analysed. Of the many ways of conducting qualitative research the author will conduct one to one depth interview with the Managing director of Life research, Cardiff, UK. The interview will be casual and will aim to reduce the items non response error to almost nil. The question will be broad based initially and will be more specific as they get to the end of the questionnaire and special emphasis on the process and manner in which domestic and international recruitment is carried out will be analysed.
