ATTRACTING CANDIDATES & SCREENING APPLICATIONS IN THE ORGANIZATION

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Attracting Candidates and Screening Applications in the Organization

Attracting Candidates

Person–organization fit and person–job fit are established predictors of performance (Goodman and Svyantek 1999).

Person–organization fit is described how well a person’s perceptions of the values held by a company map on to the values that the person holds themselves (Cable and Judge 1996).

Person–job fit is refers to the match between a person’s abilities and personality, and a job’s demands and what it offers (Edwards 1991).

A range of factors will be influenced by the candidates, including the real value of a job to their career and assume that how successful they would be in getting a job by cultural norms, previous experiences, and other personal beliefs and interests (Eccles 2005).

A pool of applicants who are both attractive to the organizations and attracted to the organization. Companies invest large amounts of time and money to attract applications to their vacant positions (Freeman, C et al, 2007).

If someone applies for the job ,an employer’s brand and reputation will be one of the most important predictors, variations in job adverts attract different types of candidates who go on to perform differently on the job. (Linos and Reinhard,2015)

 

Screening Applications

Candidate screening is the process of reviewing job applications. This is after candidate sourcing and involves skimming through resumes and cover letters to find the closest applicant-job-description matches keeping in mind qualifications, experience, skill sets, and projected candidate-organization fit (Ghosh, 2019).

Further Ghosh (2015) described the three Steps of the Candidate Screening Process as follows.

Step 1- The candidate must qualify in – for example, having the legal allowance to work     in the country where the role would be based or the need for basic coding skills in a website backend role.

Step 2- These would build a stronger case for the CV, since these extras would enable the candidate to do a better job on the role.

Step 3- This is where candidates are shortlisted to go onward to the interviewing and testing phase.

 

In modern environment, HR managers are also pushing for the whole recruitment system to be re-designed (Cullen,2001). The use of e-recruitment methods has advanced so much that in the future, companies will have to have automated resume screening and searching equipment to remain competitive in their respective industries (Du Plessis & Fredrick, H 2012).

 

References

·       CABLE, D.M. and JUDGE, T.A. (1996) Person–organization fit, job choice decisions, and organizational entry. Organizational Behavior and Human Decision Processes. Vol 67, No 3. pp294–311

·       Cullen, B 2001, E-recruiting is a driving HR systems integration, Human Resource Department Management Report.

·       Du Plessis, A & Frederick, H 2012, Effectiveness of e-recruiting, Science Journal of Business Management, Science Journal Publication.

·       ECCLES, J.S. (2005) Subjective task value and the Eccles et al. model of achievement-related choices. In: ELLIOT, A.J. and DWECK, C.S. (eds). Handbook of competence and motivation. pp105–121. New York: Guilford Press

·       EDWARDS, J.R. (1991) Person-job fit:a conceptual integration, literature review, and methodological critique. In:

·       Elizabeth Linos and Joanne Reinhard (2015) A head for hiring: The behavioral science of recruitment and selection(CIPD)

·       Ghosh, P 2019, Candidate screening & Section process, HR Technologist.

·       GOODMAN, S.A. and SVYANTEK, D.J. (1999) Person–organization fit and contextual performance: do shared values matter. Journal of Vocational Behavior. Vol 55, No 2. pp254–275

·       Marie A Delany T 2010, Attracting candidates to organizations, Handbook of employee selection, Routledge/Taylor & Francis group.

 

 

 

 

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