As part of its talent acquisition strategy, ImportantParcel must consider doing more than just placing a listing on it, infact, it must ensure that it is incorporating other forms of recruitment in addition to the traditional one that covers recruitment. Social media recruitment is one of the solutions and has continued to gain relevance with its wide coverage and affordability. Social networks like LinkedIn and Facebook enhance real-time interaction with a wide pool of candidates thereby accelerating the recruitment processes. This is especially advisable to ImportantParcel since the company is interested in filling up high-turnover jobs, including those of the delivery drivers and the warehouse operatives. Along with that, social media may be used to strengthen employer branding and improve the organization visibility (Abbas et al., 2021). But they must be carefully monitored to ensure similar messages can be relayed consistently and in a manner that is accessible to all; excessive use of the algorithms of the platforms themselves can (by accident) limit the ability to be seen by those who are underrepresented.
Another approach would be the employee referral programs that use the established networks of the current employees to find the potential applicants. Such a technique can reduce not only the cost of the selection process but enhance retention and result in a reduction in recruitment expenses specifically when the technique is combined with incentive frameworks (Abbas et al., 2021). When it comes to the scenario of ImportantParcel, where organizational culture and job expectation understanding cannot be overestimated, referrals will be able to speed the integration process essentialily. However, one must be careful about the danger of forming homogenous workforces through similarities on social networks by incorporating harsh affinity and diversity checks in this process.
Also, structured and predictive selection approaches should be adopted at ImportantParcel as a means to improve the level of accuracy in the hiring process. An example; the work sample testing is especially advantageous to operation jobs, where job-related skills, which include sorting and distribution of packages, navigation of routes, and operation of warehousing systems are directly evaluated. The empirical evidence proves the effectiveness of work sample tests that have a high predictive validity and reduce such crucial drawback as subjectivity, thus shaping a more equal employment environment (Altman et al., 2023). This practice may result in lower onboarding times and increasing new employee productivity. It is important though to take into account consistency in design to address logistic difficulties during the scaling up process across different positions or sites.
It is also important to embrace the use of e-interviews whose usage has increased during the COVID-19 pandemic. E-interviews help conduct efficient remote candidate screening (Temsah et al., 2021) and can be particularly beneficial in the context of high-traffic recruitment or applicants in different places. Although they are significantly time and cost efficient, their issues like digital literacy gaps and the lack of in-person reflections of the interpersonal communication need to be considered, which could be solved by a follow-up in-person test after the e-interviews. Altogether, the incorporation of these modern approaches applied to the recruitment and selection system of ImportantParcel will not only serve as an efficiency booster but will allow for implementing the more dynamic and egalitarian hiring process.
References
Temsah, M.H. et al. (2021) ‘Remote Interviews for Medical Residency Selection During the Initial COVID-19 Crisis: A National Survey’, Global Business and Organizational Excellence, 40(2), pp. 19–33. Altman, E.J., Kiron, D., Schwartz, J. and Jones, R. (2023) Workforce ecosystems: reaching strategic goals with people, partners and technologies. Cambridge, MA: MIT Press. Abbas, S.I., Shah, M.H. and Othman, Y.H. (2021) ‘Critical Review of the Recruitment and Selection Methods: Understanding Where We Stand’, Annals of Contemporary Developments in Management & HR (ACDMHR), 3(3), pp. 46–52.
