Recruitment, Motivation PDF

## Recrutement, Motivation **II- Le recrutement** The success of any company depends largely on the quality of its human resources. Recruitment is generally the cornerstone of this quality. It is important to recruit "the right person for the right job". Who and how many candidates to recruit? Wh...

## Recrutement, Motivation **II- Le recrutement** The success of any company depends largely on the quality of its human resources. Recruitment is generally the cornerstone of this quality. It is important to recruit "the right person for the right job". Who and how many candidates to recruit? When and why recruit them? How to succeed at recruiting? What tools should be used to recruit the best candidates? How to succeed at a job interview? **1. The concept of recruitment** Recruitment is the means by which a company acquires the skills it needs. It is increasingly becoming a major concern for HR managers during economic downturns when it is difficult to find certain specific profiles. Recruitment brings together individuals with the necessary skills and companies that are looking for them on the job market. It is a concrete process in which the (im)balances between supply and demand for jobs play out. It is a commitment over time. In the short and medium term, it is about acquiring skills to meet specific and urgent needs. In the long term, it is assumed that a company's skills are developed and maintained based on the potential of newly recruited employees. Recruitment is an activity that consists of filling vacant positions. This activity involves establishing a procedure to attract and acquire a sufficient number of candidates with the skills required for the job. Recruitment also ensures a match between two sets: the job market and the company. The first set concerns individuals with skills and the second set includes the range of jobs and their profiles. So, recruitment enables a company to acquire competent and motivated employees. **2. The context of recruitment** Recruitment depends on several factors, including: globalization, competitiveness, diversity, technology, the company's strategy, other economic factors, employment and the HR system. In fact, given the opening of borders, companies are encouraged to "Think local, act global. Think global, act local,” which helps to expand the scope of recruitment, which becomes international, and consequently, which allows the company to have a variety of employee profiles: national, expatriates and other countries. Due to globalization, competition never stops growing. In fact, "it’s the people, through their skills and their motivation, who make the difference.” Therefore, it is necessary to recruit the best candidates and be interested in the diversity of employees. This helps to open up to a variety of profiles and to reduce the distance from customers as effectively as possible. Diversity is, in fact, about combating discrimination (ethnicity, gender, age, colour,…) and promoting equality of opportunity. "What will actually differentiate companies are the processes that they implement, such as non-discrimination processes, anonymous CVs, involvement in sustainable development." Technology is also a factor likely to have a significant impact on recruitment. Its use in this area has led to the development of e-recruitment, which has helped to improve responsiveness and to save time, and also to rethink the recruitment process: publishing job advertisements on professional social networks, company and ANAPEC websites, and recruitment sites, CV databases, etc. In addition, recruitment is influenced by certain economic factors such as unemployment, crisis and growth. The higher the unemployment rate, the more choice a company has. During a crisis, recruitment falls and layoffs increase, while during a growth period, recruitment increases. Recruitment also depends on the state of employment evolution, particularly government policies, such as creating jobs to combat unemployment, improving the operation of the job market through better communication between job offers and demand for jobs,… Finally, recruitment can be part of the strategic framework, insofar as it enables the company to meet its needs arising from its strategy. **3. The recruitment process** Recruitment is a process that begins with defining the need for recruitment and ends with signing the employment contract. The following diagram highlights the different stages of the recruitment process. | | | | | :-------------------- | :------------------------ | :------------------------ | | Identification of need | Analysis of the job | Search for candidate | | | | | | Selection | Welcome | | **The identification of the need** It can only take place when there is a need within the company which may arise following the creation of a new job due to the implementation of change projects: a new organization, quality approach, new strategy,... or simply following the vacancy of a job due to resignation, dismissal, retirement, mobility,... Once the need is identified, it is necessary analyzed in terms of activities and skills and to be validated. **3.2. Job analysis** The job represents the basic unit, the “chair” tool, of the defined structure and an addendum to the determined structure. The job corresponds to a situation of work, which is defined by the set of activities that the individual must carry out within an organization. It also includes the conditions defining the scope of these activities. Generally, activities indicate what the person actually does in his work and are expressed by action verbs (design, develop, implement,...). **Example of activities of a communications manager:** implement internal and external communication plans, ensure that communication actions are carried out, oversee the design and production of communication materials, build partnerships with institutions, and manage the communication budget. Once the activities are well defined, what are the characteristics essential and desirable for the candidate to fulfil the job successfully? It is therefore necessary to define the candidate profile, focusing on the skills that the candidate must have for carrying out the activities related to the job. The profile is generally structured around three types of skills: knowledge, skills and attitudes. According to the example given above, a communications manager must have the following skills: a master's degree in communication or in management, with 5 years of experience, knowledge of technologies and of communication tools, mastery of management techniques and of languages (Arabic, French, English). Therefore, they must know how to develop a communication plan, manage the budget and lead a team, and have skills such as organization, communication, good interpersonal skills, and teamwork. **3.3. Candidate research** In principle, there are two options for acquiring the skills necessary: internal or external recruitment. The company chooses the one that will give them the best chance of finding the right candidate. It prioritizes internal recruitment to lower costs, to offer employees opportunities for development and because the employer knows the candidate better and the latter knows the organisation better. Most of the time, they only resort to the external market when looking for skills that they do not have or to supplement existing skills. When it comes to external recruitment, there are several sources of candidates: employment agencies such as the National Agency for the Promotion of Employment and Skills in Morocco, the National Employment Agency and the Association for the Employment of Executives in France, alumni forums or association of graduates from major schools and universities, classified advertisements, unsolicited job applications, commercial intermediaries, and the relational network. Whether recruitment concerns beginners or those with experience, it is important that the suppliers and demanders of skills are close together, that each takes a step in the direction of the other. For beginners, internship policies play a role and, double-edged, they facilitate the entry of young people into the job market and allow the company to better understand their potential and even to include them in a trend of integration into a service or team in the future. **3.4. Candidate Selection ** Three types of selection tools are often used in a complementary fashion: the examination of application papers ,tests and interviews. Examination of application papers consists of analyzing the CV and the cover letter. The analysis should be based, in principle, on objective criteria. This stage allows for a first confrontation of candidates with the requirements of the job, and this in order to eliminate candidates who are clearly out of the target. As for the tests, they highlight the weaknesses that could constitute counter-indications for the job and serve to rank the abilities of candidates in order to choose the best. Among the tests used, there are those of intelligence, personality, in a situation, aptitude and knowledge. Intelligence tests measure the ability to reason logically through series of dominoes, cards, numbers, etc. Personality tests, on the other hand, allow us to identify the main personality traits of the candidate and to assess their professional behavior (autonomy, sociability, openness,…). Situation tests consist of measuring a specific capacity. For aptitude tests, they allow you to assess specific abilities (memory, concentration, analysis and synthesis skills). As for knowledge tests, assess all types of knowledge: technical, linguistic in or a specific field,... The interview, for its part, is often used in recruitment. It can be described by three concepts: making contact, a moment of dialogue and an exchange of information and communication. In fact, the interview is a relation always asymmetrical characterized by different roles, obeying to a rule of conduct (methodology) established by the one who is in charge of the interview and controlling the situation according to the objective that they set. For the recruitment manager, this interview allows them to learn more and to complete the elements provided by the CV of the candidate, while, for the latter, it is the opportunity to present the best image of themself and convince the recruitment manager that they are the right candidate. Generally, the interview takes place in three stages: before the interview, during the interview and at the end of the interview, which leads to the conclusion. It goes without saying that the interview must be well prepared by the candidate, who is supposed to learn about the job, about themselves, to assess themselves and to arrive at the interview in good condition. During the interview, the person in charge is required to welcome the candidate and put them at ease, asking them to introduce themselves and explaining the purpose of the interview, presenting them the job as clearly as possible and inviting them to speak. During the interview, the candidate, in turn, must behave courteously, with a smile and simplicity, by adopting the right posture, listening carefully and choosing the right words, paying attention to their way of speaking. To conclude the interview, it is interesting to make a summary of the candidate, to ask them whether, after being informed, they are still interested in the job, to set a deadline for them to give a definitive answer, to thank them and to walk them out, while observing their attitude. **3.5. Welcome and integration** Before the candidate arrives, it is necessary to put in place a logistical organization (prepare the office space, computer, email, supplies, badge, key...), inform the entity concerned and management of the arrival of the new recruit. Upon arrival, it is necessary to greet the recruit, explain the duties of the job and possible career paths. Upon arrival, it is necessary to develop an action plan for the short term, submit it to the probationary period and train them if necessary.