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GSJ: Volume 10, Issue 6, June 2022ISSN 2320-91861152GSJ: Volume 10, Issue 6, June 2022, Online: ISSN 2320-9186www.globalscientificjournal.comANALYZING THE EFFECTIVENESS OF RECRUITMENTAND SELECTION PRACTICES IN OMANTEL.Hamed AbdulAziz Al Khanjari, 17F1724317F17243@mec.edu.omStudent, Middle East CollegeMuscat, OmanGuided byMr. Bambang Rizki Pratomobambang@mec.edu.omFaculty, Middle East CollegeMuscat, OmanGSJ 2022www.globalscientificjournal.com
GSJ: Volume 10, Issue 6, June 2022ISSN 2320-91861153in most sectors, which led to a decline in theperformance of organizations worldwide.ABSTRACTSome companieschangeshave acceptedsmoothly,especiallythesetelecomThe effect of recruitment and selection iscompanies,noticeable in most companies. It is either aresources that help them work remotely. Incompany with high efficiency and effectiveaddition, some companies have relied onpractices or a low market value. This studyvisual communication programs to continueaims to analyze the impact of recruitmentwith the selection and recruitment aspect inandtelecomconnection with their relationship with thecompanies. A questionnaire was distributedcompany's performance and prevent lowto 32 employees to answer the project'sperformance. Moreover, telecom companiesquestions. The results show that Omantelin the Sultanate of Oman have launchedpractices recruitment and selection withinitiativesadvanced plans and mechanisms, such assystemonline recruitment, and attracts candidatescommunication and work online morewith attractive advertisements through itsaccessible and faster. Since online jobwebsites and social media programs. It hasinterviewsalso faced challenges during the Coronatelecommunications companies and otherpandemic and easily obtained qualifiedcompanies can complete these interviewsemployees. However, Omantel needs toand overcome the challenges they may face.change some of its recruitment and selectionProviding modern plans and strategies thatpractices and develop its recruitment plansalign with the current conditions required bytothe labor market in terms of recruitment recruitment and selection.becausetoandtheystrengthenhavetheir lection, especially since the entire worldhas experienced an electronic leap and theinternet is heavily relied upon in all mattersBackground of the edures.selectionproperpandemic, normal and practical life lawsrecruitmenthave suddenly changed. This resulted in apositively impact the company by raisingchange in recruitment and selection methodsefficiency and expanding the labor market.GSJ s
GSJ: Volume 10, Issue 6, June 2022ISSN 2320-91861154Statement of the Research Problem:Aims and Objectives of the Study:At the beginning of the Corona pandemic,Aims:there were direct effects on the labour To examine the importance ofmarket and the performance of private andrecruitment and selection and fically, Omantel and several nce. To discuss recruitment, selectiontelecommunications. Omantel faced manyand the nature of work in thechallenges in this period, including thetelecommunications sector duringcontinuation of recruitment and selectionthe Corona pandemic.and how to maintain its organizationalperformance. Especially since remote work,especially recruitment, selection, interviews,Research Objective: To evaluate the recruitment andand how to manage them remotely, may beselectionmore complicated than other tasks becausetelecommunication sector.face-to-face interviews are less focused.Recruitmentandselectionare Toanalyzecandidatesconsidered a great responsibility for thecompany.resourcesdepartmentinthetheTo discuss the recruitment andcompany's efficiency. This procedure ishumaninselection mechanism.crucialmatters that can increase or decrease theplan therequiredcriteriabyoftheTo identify the challenges thecompany, and any error in the selectioncompany faces in recruitment andexposes the department to issues by theselection.senior management or the company owners.But if the selection is correct, such astalentedcandidatesandthosewithexperience, this will be evident in thecompany'sproductivityintermsofperformance.GSJ 2022www.globalscientificjournal.com
GSJ: Volume 10, Issue 6, June 2022ISSN 2320-91861155Literature Review:popular (Muduli and Trivedi, 2020). TheRecruitment.researcher agrees with the results of theAccording to Abbas et al., in their article,“Critical review of recruitment and ” which resulted that “during theperiod of the Corona pandemic, most small,medium and large companies resorted toelectronic recruitment. And that most of theprocessesrelatedtorecruitmentandselection became online, which was thecommon method during this period. Socialmedia makes things easier for her thanhiring agents to get applicants” (Abbas etal., 2021). The researcher agrees with thearticle's results, as most companies went todevelop their websites and accounts to dealwith their online operations. From theresearcher's point of view, some companieshave already shortened their dealings withrecruiting agents, and contract funds havebeen saved and reduced. In another article,according to Muduli and Trivedi, theirarticle "Social media recruitment: the role ofcredibility and satisfaction," concluded that"credibility in the information available onsocialmediaisessential.Whereemployment in social media is linked to tincreasestheattraction to the organization and is moreresearch. Credibility is the basis of the thingand is the path to sustainability in the labormarket. Both sides must have credibility,from the human resources professional andthe applicant in presenting his ’s information well and test it at thetime of the interview, whether online or faceto face so that the credibility of theinformation becomes clear.On the otherhand, according to Yockey, in his article "Theeffectsofworkexperienceoninterpretations of recruitment advertisementsand organizational attraction," the nal attraction are affected byperceptionsoforganizationalculture.Similarly, employees interpret recruitmentadvertisementswhereexperiencedemployees prefer to work in differentdepartments or businesses, away fromemployees with less experience or who haverecently been recruited” (Yockey, 2019).The researcher disagrees with the results ofthis article, and the reason is that employeeswith little experience or new recruits needthe support of those with expertise. So thatthey can develop themselves, get used to therequirementsGSJ in
GSJ: Volume 10, Issue 6, June 2022ISSN 2320-91861156additional experiences from their colleaguesvideo interviews: the role of expectedat work.chances to demonstrate potential and to usenonverbal cues," their research findings "usevideo communication for interviews andselection is less attractive to applicants.Applicants prefer face-to-face interviews todemonstrate their capabilities and increasetheir chances of getting a job" (Proost et al.,2020). The researcher agrees with thearticle's results because interviews via videocall may not allow applicants to highlighttheir best skills, capabilities, and abilities.Therefore,Figure 2.1: E-Recruitment Process.thetraditionalface-to-facemethod remains the best for determining thelevel and obtaining better applicants. VideoThe figure shows the electronic recruitmentinterviews for some jobs can be better andprocess from the beginning, which ismore manageable and shorten time on bothplanning and announcing vacancies and thesides, especially if the job does not need torequirements that these vacancies need. Anddelve into capabilities, capabilities, skills,then communication between the humanand experience. On the other hand, theresources professional and the job applicant,results of Kim and Heo, in their articleand then the applicant is selected. The"Artificial intelligence video interviewingapplicant is notified and then interviewedforonline to determine his level. If the applicantapplicants,succeeds, he is submitted to the lastacademicians,"interview by phone, video, or face to face.believes that interviews conducted lopers,thatfromand"everyoneartificial intelligence are more efficient. Italso saves companies a lot of effort, money,Selection.and time for human resource employees.According to Proost et al., in their articleSome applicants evaluated that they were"Applicants’better than traditional interviews. Face topre-testreactionstowardsGSJ 2022www.globalscientificjournal.com
GSJ: Volume 10, Issue 6, June 2022ISSN 2320-91861157face in terms of objectivity and proceduraleducational qualifications, and personalfairness. Also, some applicants expressedcharacteristics.dissatisfaction with this mechanism inmidwives for unfairness, evaluation, andinequality” (Kim and Heo, 2022). Theresearcher disagrees with the results of thisarticle. From the researcher’s point of view,artificial intelligence may not be as accurateas humans in interviews and the selection ofapplicants with the same accuracy. Face-toface interviews are more effective and fair,and the applicants' strengths and weaknessesare more accurately known. Moreover, theremay be a sudden glitch in the artificialintelligence algorithms, and it may causeinjustice to the applicants and miss rding to E.G. Bateson et al., in theirarticle "Psychometric sifting to efficientlyselect the right service employees," theyfound that the article's findings indicated"thatpsychometrictestsusedatthebeginning of the selection process contributesignificantly to improving the recruitmentprocess. It leaves a better, smaller, and moreamenable group for potential hires andexcludes unsuitable candidates efficiently”(E.G. Bateson et al., 2014). The researcheragrees with the results of this article, as thepre-psychometric tests reduce the selectioncycle and contain only qualified xcludingisalsounsuitablecandidates for the vacancies available in thecompany. On the other hand, according toOtoo, in his article "Human resourcemanagement(HRM)practicesandorganizational performance: The mediatingroleFigure 2. 2: Applicant Selection l performance affects theefficiency of employees due to some unfairThe figure shows the applicant selectionprocess as it goes through several stages thatthe HR professional adopts. Such as workexperiences,backgroundchecks,practices practiced by human resources. Thestudy shows that organizational performanceand human resource practices are mediatedby the efficiency of employees" (Otoo,GSJ 2022www.globalscientificjournal.com
GSJ: Volume 10, Issue 6, June 2022ISSN 2320-91861158F.N.K, 2019). The researcher agrees withthe results due to the unfair practices thatoccur by human resources that affectorganizational performance. If some of thecandidates are hired with low efficiency, thisresults from a defect in the organizationalperformance. In another article, according toHamza et al., their article "Recruitment andSelection:RecruitmentTheRelationshipandFigure 4.18: Recruitment agencies.betweenSelectionwithAccording to the respondents, 40.6% agreeOrganizational Performance," their researchthat Omantel partners with recruitmentfindings are that "internal promotion inagencies, compared to 3.1% who do nottelecommunications companies is not relatedagree.to the race and gender of candidates. Therecruitment agencies is considered to easecompanies consider biographical data, grouptheinterviews, references, application forms,department. The recruitment agencies arepsychological tests, and assessment centersresponsibleimportant in selecting candidates." (Hamzaaccording to Omantel's requirements andet al., 2021). The researcher agrees with thisavailable vacancies. This is considered aresearch because internal promotions havepurchase of time, as Omantel pays amountsnothing to do with ancestry and gender butaccording to the agreement to the agencies,are related to efficiency and productivity inand in return, it gets employees withoutthe workplace. And CVs and interviews arewasting time searching for them. (Otoo,already considered essential in selecting theF.N.K, 2019).Sharingburdenrequired candidate for the desired place.Data Analysis:GSJ actinghumanprovidingwithresourcesemployees
GSJ: Volume 10, Issue 6, June 2022ISSN 2320-91861159The figure shows that 38.7% of therespondents were placed in the appropriateposition according to their experience andqualifications. On the other hand, 19.4% didnot agree strongly, and they were not placedin the proper place according to theirpreviousexperienceandqualifications.From the researcher's point of view, thecompanyFigure 4.22: Structured cializationwithtoThe figure shows that 59.4% of respondentsmaintain the company's system and avoidagree that Omantel uses formal interviews tojob overlaps and obstacles that occur due todetermine the suitability of candidates forthe lack of jurisprudence in the jobvacant jobs. On the other hand, 9.4%requirements (Kundu et al., 2019).disagree. The ratios show that the companyrelies on formally organized interviewsmore than unstructured ones. The reasonmay be the clarity of the candidates'effectiveness in formal interviews and theirwillingness to display their abilities andskills (Kim and Heo, 2022).Figure 4.25: Several nationalities applicantshiring.The figure shows that 41.9% agree thatOmantel faces challenges hiring applicantsfrom several nationalities. On the otherhand, 29% disagree. From the researcher'sFigure 4.26: Right employee in the RightPlace.pointof view,the challenge isthepercentage imposed by the Ministry ofGSJ 2022www.globalscientificjournal.com
GSJ: Volume 10, Issue 6, June 2022ISSN 2320-91861160Labor to implement Omanisation in theproblem, aims, objectives, and researchcompany. There is no doubt that there isquestions. Followed by the scope of thedifficulty in finding employees of otherstudy, its significance and limitations, somenationalities, and they may have strongerof the operational definitions of the terms,experiences and certificates than citizens.and finally, the research structure.However, the application of Omanisation ismore important so that the company willcontribute to providing job opportunities forjob seekers. Also, to adopt and develop localqualifications to be highly efficient andcompensate for the need for employees ofother nationalities for expertise and skills.(Kim and Heo, 2022).The second chapter is the literature reviewrelated to the objectives of the current study,where the researcher clarifies and criticizessome previous articles through the findingsand searches for gaps that can be filled withregard to employment and selection. Theresearcher summarized the articles, thenexpressed his opinion about the findings andConclusion:linked them to the study's objectives.In conclusion, the project is "A study toThe third chapter is the methodology andanalyze the effectiveness of recruitment andincludes the research design and the targetselectionThestudy population. Sampling Technique andresearch evaluates the plan followed inSample Size is 100, followed by tions companies, especiallyTesting, followed by the data collectionOmantel. Discussing the recruitment andtechnique, which was by distributing aselection mechanism, analyzing the requiredquestionnaire to employees, and the datacriteria, and knowing the challenges facinganalysis technique via Google Form. It alsoOmantel. Where the researcher relies on theincludesresults of the questionnaire analysis andConsiderations.Legal,Ethical,andSocialprevious articles related to the current study,the project contains five chapters, which areThe fourth chapter is data analysis, wherethe researcher analyzed the questionnairesummarized as follows:questions that were distributed to employeesThe first chapter included the background ofvia a link and barcode to Google Form,the study, a statement of the researchwhere the chapter deduces the requiredGSJ 2022www.globalscientificjournal.com
GSJ: Volume 10, Issue 6, June 2022ISSN 2320-91861161answers to the four questions related to theof the Human Resources Department atresearch and its objectives.lower costs and better polarization.Recommendation:Focus on social networking sites when aOmantel must reconsider the recruitmentcandidate applies for a vacancy. The humanand selection process, especially since someresources specialist should not focus only onemployees have clarified that links impactthe CV. Instead, check the candidate'sthese processes. What constitutes additionalaccounts in social media programs and siteschallenges for the company, such as the lackto obtain more information that may not beof efficiency, productivity, and experiencementioned in the CV. This information helpson the part of the employees hired byto know the candidate's behavior and ethicsmediation. It also takes away opportunitiesand to visualize whether they are suitable tofrom applicants who are more deserving ofbe in the work environment and thethe job than others and may be moreavailable vacancy or not.efficient and qualified than the companyReferences:inevitably isingthepercentageandofOmanisation in the company, and investingin employees by intensifying internal andexternal training. It is possible to bringglobal expertise to conduct training ndfromtheirlearnhowinternational telecom companies work.Opening additional departments that carryout agencies' work to reduce costs, asOmantel contracts with agencies to provideemployees and shorten the effort. However,these contracts can be abandoned byopening departments under the supervisionAbbas, S. I., Shah, M. H., & Othman, Y. H.(2021). Critical review of recruitment andselection methods: Understanding thecurrent practices. Annals of ContemporaryDevelopments in Management & HR, 03.005E.G.Bateson,J., Wirtz,J., Burke,E. and Vaughan, C. (2014), "Psychometricsifting to efficiently select the right serviceemployees", Managing Service Quality: AnInternational Journal, Vol. 24 No. 5, pp.418-433. https://doi.org/10.1108/MSQ-042014-0091Hamza, P. A., Othman, B. J., Gardi, B.,Sorguli, S., Aziz, H. M., Ahmed, S. A., &Anwar, G. (2021). “Recruitment andSelection: The Relationship betweenGSJ 2022www.globalscientificjournal.com
GSJ: Volume 10, Issue 6, June 2022ISSN onal Performance. International”,Journal of Engineering, Business andManagement, ttraction", American Journal of Business,Vol.34No.2,pp.5874. https://doi.org/10.1108/AJB-09-20170027Kim, J.-Y. and Heo, W. (2022), ent: perspectives from applicants,companies,developerandacademicians", Information Technology &People, Vol. 35 No. 3, pp. 861878. https://doi.org/10.1108/ITP-04-20190173Muduli, A. and Trivedi, J.J. (2020), "Socialmedia recruitment: the role of credibility andsatisfaction", Evidence-based HRM, Vol. 8No.2,pp.237251. https://doi.org/10.1108/EBHRM-082019-0069Otoo, F.N.K. (2019), "Human resourcemanagement(HRM)practicesandorganizational performance: The mediatingrole of employee competencies", EmployeeRelations, Vol. 41 No. 5, pp. 949970. https://doi.org/10.1108/ER-02-20180053Proost, K., Germeys, F., & Vanderstukken,A. (2021). Applicants’ pre-test reactionstowards video interviews: the role ofexpected chances to demonstrate potentialand to use nonverbal cues. EuropeanJournal of Work and OrganizationalPsychology, 020.1817975Yockey, M. (2019), "The effects of workexperience on interpretations of recruitmentadvertisementsandorganizationalGSJ 2022www.globalscientificjournal.com
To evaluate the recruitment and selection plan in the telecommunication sector. To discuss the recruitment and selection mechanism. To analyze the criteria of . and human resource practices are mediated by the efficiency of employees" (Otoo, 1157 www.globalscientificjournal.com. F.N.K, 2019). The researcher agrees with
