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Recruitment and Selection Process Report

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Updated: Dec 20th, 2019


For any organization, the composition of the workforce is a major contributing factor to the success of the organization in achieving its organizational goals. For this particular reason, the process of recruiting new staff is of critical importance to the management as to the organization.

This explains why the management often than not invest many organizational resources in the recruitment process. This paper pay attention to the last two steps in the process, which are among the most important in the process and can influence the success or failure in the recruitment process.

Background Checking

The main concept revolving around this stage is approving the information provided by the applicant and establishing from various sources whether they meet the requirements of the organization before extending the offer to work with the organization (Herbert & Timothy, 1995). One of the checks important to mangers at this level is the credit checks.

The hiring manager or their administrative support need to verify the validity of the educational information, employment history and professional associations including licenses if any (George & Scott, 2009).

In the case of internal applicants, the hiring manager might not require checking references but might be required to conduct the organization-based supervisor. Verifying the education information requires the manager to start from the highest level achieved to the lowest. On the other hand, verifying the professional licenses is important only if these licenses are relevant to the position applied for

The other verification that is of paramount importance is that of the criminal records. In this verification, the manager is not necessarily required to check criminal records but rather the applicant reports on personal records and the management then reviews the information provided by the applicant (George & Scott, 2009).

At this point, it is important that the information be reviewed in line with the context to avoid wrongful disqualification of candidates.


Candidates who pass the backgrounds checks are eligible for employment in the organization and therefore, at this stage, the employer makes an offer and extends a contract to the recruits.

One of the most important roles of the employment contract is that it sets out right and responsibilities between the two bargaining parties and secondly it states the terms of service (White, Willard & Thorner, 1982). The contract must comply with the requirements of law and therefore may vary from country to country based on the legal requirement.

The contract must bring out clearly certain aspects of the agreement. The first is the duties and remuneration of the recruit. This must expressly clear to the extent that the employee can articulate what they must offer in quality.

It should also be general to allow flexible assignment of tasks during the employment (John, 1904, p. 256). Further, the contract must set out the basis for remuneration and in addition, the currency and amount inclusive of both benefits and allowances.

In addition to this, the contract must set out the term of service and the termination of the term. This must answer the question of whether the employment is at will or for a specific period or for a specific task upon whose completion the employment tern terminates (John, 1904, p. 258).

The contract must take care of any loopholes that the employee might take advantage of at the expense of the organization. In the case of a specified period, the contract needs to specify any causes of early termination of the employment and the consequences of the termination.


George, W.B. & Scott, A.S. (2009). Managing human resources. Columbus, OH: Information Age Publishing.

Herbert, G.H. & Timothy, A J. (1995). Staffing Organizations. Australia: McGraw-Hill

John, M. (1904). Classification of Forms and Contracts of Labor. Journal of the Society of Comparative Legislation. New Series, Vol. 5, No. 2, 253-261.

White, C., Willard, A.F., & Thorner, A.W. (1982). Managing the Recruitment Process. USA: Aspen Law & Business.

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