The recruitment and selection procedure helps organisations resolving manpower requirements. Successful organisations nowadays have a tendency to monitor applicants’ perspective in order to evaluate the fairness concerning the recruitment and selection process. There has been an ongoing argument on whether the applicants’ perspective towards the recruitment and selection process is the ultimatum to judge a fair recruitment and selection procedure. By considering several scholarly articles along with some real life evidences, the paper would assess the problem statement.

Findings from the past studies:

Recruitment and selection remains a top priority HR function as far as any business organisation is concerned. According to Anderson, Salgado and Hülsheger (2010), recruitment and selection process determines the quality of the candidates who are introduced within the workforce, depending on which, the workforce productivity is positively or negatively influenced. The majority of the contemporary brands have even altered the recruitment and selection process to a strategic recruitment and selection process. The Global Recruitment report produced by ICIMS highlighted that Resource Coordination around strategic objectives have become a priority agenda among the contemporary business organisations. The report has also presented that people and process have been the new priority agenda for strategic recruitment process along with the pre-existing parameters including budget, tools and (Lewis, 2010).

Kaplan and Norton (2011) highlighted some interesting facts about the applicant behaviour while undergoing the recruitment procedure. The findings suggested that one of the major motives during recruitment is to develop an interest among the candidates regarding the employer. However, the ultimate decision making remains to the candidates only and the process is likely to be influenced by a set of verbal and non verbal factors. A bigger brand is likely to attract more candidates compared to a brand with relatively less financial firepower or manpower (McCarthy, Hrabluik and Jelley, 2009). The study of Ryan and Huth (2008) highlighted similar findings as the author concluded that assured financial prospect and steady career development are the two major parameters that are likely to influence the applicants most.

When it comes to the selection process, the major goal remains to be selecting the applicants with the best job-fit index. However, the process of selecting the appropriate candidates remains a challenge for the HR personnel. Although researchers have developed several proven models for selection system, assuring a flawless selection process remains to be a myth. Considering the words of Verbeeten (2008), a selection process is likely to impact the applicant behaviour either positively or negatively. The applicant behaviour is supposed to be positively influenced with a positive result from the selection process. On the contrary, rejected candidates are likely to develop a negative perception regarding the brand.

Past records suggest that reactions of the job applicants do matter and it is crucial from the firm perspective. Contemporary brands even gauge the brand value depending on the feedback of the job applicants. Considering the UK’s employment statistics in the recent past, a steady rise in employment has been accounted over the last two quarters (Legal requirements, 2010). Leading brands like Tesco and ASDA are following a channelled selection process in order to avoid biasness. Tesco has even created an assessment centre where the candidates are assessed both individually and collectively. The process not only helps in evaluating the right candidates for the organisational workforce, but also helps evaluating the recruitment process as well.

Significance of the applicants’ perspective:

There has been an argument on whether the applicant’s behaviour and attitude matter impact on the employer’s reputation. While some authors believe the applicants’ reactions are of no concern to the employer, others contradict that the attitude and behavioural factors can help in reducing the complexity of the selection procedure. If a candidate applies for a job in a preferred company and does not get any notification, the candidate would tell about the experience to the friends and peers. However, such situation can easily be avoided if a notification mail is sent to the candidate. The fact can be supported with the proposition of Truxillo et al. (2009) who pointed some psychological, economic, legal and practical reasons that are needed to be focused by the employer. Analysing the author’s findings, the applicants’ reactions can be categorised into five categories, which would be discussed accordingly.

Disgruntled applicants are likely outcomes from a specific selection process. These candidates are likely to develop a negative perception of the brand and there is every possibility these candidates can communicate such perception within the social network, facilitating a negative word-of-mouth. Ford, Truxillo and Bauer (2009) cited that organisations need to make sure the selection process is fair enough so that the total number of disgruntled candidates can be minimised. The effect of a possible negative word-of-mouth might discourage potential candidates to apply for a job in the organisation. Adding to that, the consumers can be negatively influenced as well.

If the applicants experience an invasive selection process, the applicants’ experience is likely to be poor. According to Anderson (2011), this type of scenario occurs for the highly qualified candidates who have several competitive offers. These candidates have an option to choose from a number of job offers and select the best offer available. As a consequence, organisations might lose top candidates for particular job positions. For instance, an applicant having job offer from a medium scale firm and a large scale firm is likely to avail the later offer for better possibility of career fulfilment.

The negative perception can not only influence the applicant during the selection process but also after the selection process as well (Gilmore and Williams, 2009).

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