Recruiting and selection of employees

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Recruitment and selection

As suggested by Rioux and Bernthal enhanced methods of recruiting and selection of employees always result in improved organizational outcomes. The more effectively organizations recruit and select candidates, more likely they are to hire and retain satisfied employees. Therefore Recruitment could be defined as, an organization searching for the potential job candidate with sufficient quality to fill its job needs. Selection on the other hand is the process of collecting information in regard to decide who should be employed in the particular job vacancy. (Dowling and Welch, 2004)

According to the Chinese labour laws, the organization can decide to themselves the timing and means of recruiting staff as well as the relevant requirement and number. This law would help the Management Frontiers in China, as the recruitment policy that would be adopted is set to be known as “Strategic recruitment policy”. The primary concern is to find a candidate, who will be able to effectively contribute to the business goals of the organization, thus fitment of the candidate psychologically with other team members. The major characteristic involved in the strategic recruitment is that requirement of the fulfilment of the position is decided by the business need. Moreover this policy would ensure that the company is getting the best out of the recruitment, by keeping the recruitment projected on the basis of the manpower plan and HR Budget.

Even though the power distance in China is very high scoring 80 in Hofstede's scale, Management Frontiers would make sure to maintain a somewhat centralized system of governance at all times in its operations in China.

Staffing Policy

Management Frontiers would deploy Sri Lankan's or rather PCN's in each of the key consultative areas and at the top level of management, while locals would be hired to work under the specific team leaders with the intention of developing these HCN's for the next generation of leaders within the operations in China.

Management Frontiers is hoping to use the following ways of recruitment as these are the major methods which is being used in China.

Employment Agency

At present, the majority of employment agencies in China are organizations under labour and social security departments as well as personnel departments. Therefore Management Frontiers would use human resource databases to meet the requirements of the company to hire staff.

Mass Media

With the prior approval of the local labour and social security department, Management Frontiers may place recruitment ads in the mass media such as newspapers, magazines, and radio/TV stations.

Human Resources Fairs

Currently, human resources fairs are a popular way to recruit employees in China. These events are specifically organized for enterprises to recruit staff; therefore Management Frontiers could make use of this opportunity to hire a better workforce.


Equal Employee Opportunity (EEO)

EEO involves taking increasingly conflicting national laws on employment into consideration. Basically dealing with the discrimination of existing and potential employees based on demographic factors such as age, gender etc. (Dowling and Welch, 2004) For ensuring the equal job opportunities of disabled people, Labour Law of the People's Republic of China provide that companies should not discriminate the disabled people in the recruitment of staff also the Chinese government has made consistent efforts to prohibit gender discrimination in the workplace by creating constitutional provisions and legislation that promote gender equality. Management Frontiers would obey the relevant laws strictly and would actively take various actions providing equal job opportunities to the entire workforce.

Recruitment and Selection of PCN's

Recruiting of PCN's might seem as an easy task but selecting the best candidate without disturbing the existing workforce would not be that much easy. Management Frontiers would recruit parent country nationals for the managerial operations within the Chinese Subsidiary. Therefore the company would have a fair assessment system in order to select the best candidate from the similar level of employees.

Moreover we would focus on factors that we should take into consideration when sending a parent country national to the foreign subsidiary such as family issues, cultural issues etc. in order to combat with mentioned issues we would form small groups of individuals who could lead the fellow members in regard. Management Frontiers would also make sure that all those PCN's who are selected will be promoted from the positions held in Sri Lanka as otherwise it will affect the Sri Lankan Operations in terms of employee grievance and de motivation.

Recruitment and selection of HCN's

Management Frontiers would focus mainly on skills when selecting host country nationals. Also the company could evaluate the quality of the potential hires total experience rather than whether or how long a candidate has worked at a foreign firm. Sometimes the most effective Chinese hires speak little English therefore a range of language abilities would be also considered. As many juniors and seniors and graduate students in Chinese universities have light course loads. These people would be ideal candidates who could provide their full time employment to the company.

All the recruitment of HCN's would be carried out by enlisting the services of a reputed recruitment agency stationed in china named as “china international contractors association (CHINCA)”.


Training and Development

Training and development adds value to the process of managing human resources as it can yield significant returns and become a key driver in organizations competitive advantage. Therefore training and development expatriates in order to integrate with the host country nationals are important as one should never underestimate the cultural backgrounds that they have to operate in.

In relation to the Chinese culture recent surveys indicate that a better work environment or career opportunities are heavily factored into a Chinese employee's decision to switch jobs or, conversely to stay in a current one. Therefore the following part explains some specific strategies to be used by Management Frontiers to train and retain their employees.

Cultural Training

Expatriates would be forced with factors such as culture shock where symptoms of culture shock would be homesickness, Depression and negative feelings towards the local culture. Management Frontiers would have training seminars which would help the employee to build skills.

Offer Job Rotation

Job rotation can keep employees interested in their work and expose them to all aspects of the company's operation.

Preventive Measures

Management Frontiers would minimize the programmes that require employees to move to another city within china for long periods of time as Chinese employees often have close ties to their hometowns and is unwilling to relocate.

In relation to expatriates in order to prevent unnecessary incidents they would be trained prior to arrival along with supporting their family members.

Retention Methods

The company would establish a career development path that is integrated with a track of merit based promotion. Also awarding certificates and holding acknowledgment ceremonies are an important tool in China therefore certification classes would be held in house in order to increase the retention level of the employees.