Identification and ranking of competency-based recruitment system criteria: an empirical case study

Abstract

This study aimed to identify and rank criteria of competency-based recruitment system in an empirical case study. The studied population was experts in human resources management and network administrators of Saderat Bank of Iran as an empirical case study. The study was conducted in two general phases based on qualitative methods (interviews and Delphi) in two stages and quantitative methods for assessing validity and ranking. The results showed that criteria of competency-based recruitment system could be categorised in 5 criteria and 22 sub-criteria. The identified criteria included competence, prospection, integrity, justice and flexibility. Second order factor analysis was used to examine construct validity of the extracted criteria and their questions; Cronbach's alpha was used to check its reliability. The results indicated good validity and factor loading of each component as a criterion of the competency-based recruitment system. Among the identified criteria, competence, prospection, flexibility, integrity and justice, respectively, were more important in the competency-based recruitment system.

Critically Discuss Challenges and Recommendations in Recruitment and Selection

“…However, the cost is high, and the audience is large, putting pressure on finances and the workforce. Some unpopular methods will waste money and energy because of their limited Audience accessibility [1]. For example, several businesses in Zimbabwe chose to advertise in the daily B-Metro, but this was a waste of time and money with unsatisfactory results due to the journal's poor distribution [12].…”

“…Poor employer branding is a significant barrier to attracting talent, resulting in a low response rate from job searchers but a high financial burden. When applying for a job, most job searchers examine the organization's reputation [1]. However, some circumstances, such as a delayed recruitment process or a poor rating of present employees, may harm an employer's reputation.…”

“…A large portion of the workforce comprises passive candidates who are not actively looking for work [14]. They are helpful to employers because they have exceptional professional talents and exhibit high levels of job satisfaction and devotion, which are attributes that many businesses want [1]. It may not be easy, though, because other competitors may contact these talents as well, and figuring out how to make the emails stand out would be difficult.…”

“…It may be more allencompassing and realistic if the conversation can connect with organizational culture, technological factors, and market conditions for general but realistic work requirements. For example, a new business department concentrating in China-Korea commerce in a foreign trade corporation found the needs examined by HR, business, and top managers to be quite valuable [16].…”

“…Competence human resources are viewed as the treasury of an organization since they are more difficult for competitors to mimic and copy than products and services [1]. Furthermore, employees who excel not only in professional domains (hard skills) but also in organizational values and culture (soft skills) would make a significant contribution to organizational development, highlighting the importance of human resource areas in leveraging these right people [2].…”