1. Graduate Recruitment & Selection
Recruitment and selection forms the foundation of the core activities and processes
underlying human resource management and such activities include the acquisition, training
and development, and rewarding performance of workers (Gilmore, and Williams, 2009). The
success and sustainability of most organizations is directly proportional to skills and
competencies of the employees. Equally, the entry point into any organization is dependent on
the effectiveness of the recruitment and selection practices of the hiring team within the
organization. In light of this, competition in the UK employment market has increased
tremendously over the past few decades. This can be attributed to the inability of the
employment market to absorb the growing pool of graduates from institutions of higher learning.
According to Mohamed Branine, (2008, p. 497), graduate recruitment is one of the leading and
toughest challenges facing the majority of potential employers. Mohamed (2008) argues that the
causes of this phenomenon can be in part due to the complexities associated with the selection
of the most qualified individuals and as well, due to the availability of several graduates in
different disciplines from Ivy League institutions. To that purpose, the demand for quality
graduates will remain highly competitive, the most advantaged recruiters will be those with
strong recruitment policies, coupled with exceptional training and development policies. In some
instances, financial abilities of potential recruiters will play a substantial role in future graduate
recruitment and selection processes.
Varied researches and studies have been carried out and written up regarding the aspect
of graduate recruitment, the attitudes of graduates, and the attitudes of recruiters with respect to
choosing their employers, and as well, the perceptions of graduates towards their formative
years in the employment sector. Covered in past researches also includes the influences of
management executives on recruiting activities, the strategies and methods used to conduct
and communicate information regarding therecruitment process, and reliability and accuracy of
the recruiting tools and instruments. Much of this research has, however, concentrated on
different aspects within the recruitment and selection process in different organizations across
the work.
Scope of this Literature Review
In setting the context for the research undertaken in this paper, this research limits itself to the
discussion of graduate recruitment and selection process in the United Kingdom. It aims to

2. cover the gap that existed in previous researches that have been covered and written up on the
field of graduate recruitment and selection process by limiting the aspect of generalizations and
concentrating on particular aspects. To that purpose, it will define the concept of graduate
recruitment, examine the changes and types in the strategies and methods of graduate
recruitment and selection used in UK-based organizations, and identify the reasons behind the
variations in the changes and developments. Additionally, this literature review will examine
graduate recruitment tools and mechanisms applied in various recruitment processes, and as
well, highlight particular aspects that interest employers or recruiters during the graduate
recruitment process (Raybould, and Sheedy, 2005). Finally yet important, theliterature
review will provide a consistent conclusion based on the analysis of the graduate recruitment
and selection process in the UK and possibly offer recommendations regarding future
researches in general, and the graduate recruitment and selection process in particular.
In this literature review, the term „graduate‟ is used to refer to both undergraduate (bachelor’s
degree) and postgraduate (Master’s degree) holders from recognized institutions of higher
learning such as college or university. Therefore, any reference made herein referring to
graduates will be referring to applicants holding either an undergraduate degree or a
postgraduate degree. Majority of individuals in these categories is prepared to handle the
complexities associated with diverse forms of employment and work. Simply put, their
institutions equipped them with the requisite knowledge and skills required in the employment
market.
Graduate Recruitment and Selection
Graduate recruitment and selection forms an essential part in the central activities underlying
the management of human resources within many organizations. These activities include the
acquisition of talent, training and developing the talent, and eventually rewarding the
performance of the acquired talent. As such, the recruitment and selection process forms an
integral part of the works undertaken by human resource management and other specialists
involved in the graduate and recruitment process. According to Mohamed Branine (2008, p.
500) “graduate recruitment and selection process refers to the process of searching for and
obtaining potential job applicants from graduates in sufficient quantity and quality so that
potential employers can select the most suitable candidates to fill in their job vacancies (p.
500).” Universally, there is commonly accepted strategy or commonly agreed procedure of
recruiting and selecting graduates due to the different recruiting needs and selection methods

3. among many employers. The differences and variations in recruiting and selection methods
among employers are dependent on the operations, size, and needs (Sackett & Lievens, 2008).
The graduate recruitment and selection process is structured in such a manner that it involves
planned rational activities comprising of particular sequentially linked phases within the
employee resourcing process.
Graduate recruitment and selection process comprises of two aspects that can be broken down
to its constituent parts. Having defined ‘graduate’ to refer to undergraduate and postgraduate
degree holders, the terms „recruitment‟ and „selection‟ can be defined as separate constituent
parts. ‘Recruitment’ entails the process of generating a pool of capable people who qualify to
apply for employment positions in certain organizations. On the other hand, ‘selection’ refers to
the process of whereby managers and recruiting officials utilize specific instruments to choose
particular individuals from a pool of applicants in which a person or persons are more likely to
succeed in that particular job position and this is mainly dependent on the goals of management
and respective legal requirements. Raybould, and Sheedy, (2005, p. 63) posit that, however the
two functions (recruitment and selection) are closely connected, each function calls for the
application of different sets of skill and expertise, and they are fulfilled different members within
the hiring process. As such, the recruitment activity can be outsourced to outside agencies but
the selection cannot be outsourced and this explains the reason as to why it is advantageous to
treat the two items separately.
Speaking of the roles, the recruitment and selection process plays a pivotally important role in
any organization as far as shaping the performance and effectiveness is concerned. For
instance, if organizations are capable of acquiring workers with the requisite skills, knowledge,
and aptitudes, then, it becomes obvious that these organizations are capable of making
accurate predictions regarding the future abilities of the selected employees/workers. This
premise suggests that following an effective and efficient strategy in recruiting and selecting
workers enables organizations to avoid undesirable costs such as high staff turnover costs, poor
performance among workers, and dissatisfied customers (Raybould, and Sheedy, 2005).
Eventually, it engenders a mutually beneficial employment relationship within the organization
and it can be evidenced by increased commitment among the involved workers. To this
purpose, the recruitment and selection process forms an integral part in the organizational
process of leading and managing people and the recruitment and selection process is
increasingly important in the strengthening of competitive advantage within that organization.

4. The UK Graduate Recruitment and Selection
The objective of this review is to examine and uncover the effectiveness of the recruitment and
selection process among UK-based organizations. As noted, graduate recruitment and selection
process forms an essential part in the central activities underlying the management of human
resources within many organizations (Gilmore, and Williams, 2009). These activities include the
acquisition of talent, training and developing the talent, and eventually rewarding the
performance of the acquired talent. Mohamed (2008, p. 497), even though the number of
individuals entering the higher education market has doubled over the past two decades, many
employers still find it difficult to recruit the type of employees that fulfill their hiring needs and
requirements. The list of desirable qualities among employers has become sophisticated
desirable qualities from job applicants. The Association of Graduate Recruiters reports
recruitment and hiring agencies receive thousands of applications fromgraduates, but the
employers still find it difficult to find the applicants who meet their quality.
Could there be a problem with the recruiting and selection process? Do graduate
applicants fail to fulfill the hiring needs, qualities, or qualifications? These are examples of
questions that need answers in order to understand the reasons as to why employers still find it
difficult to get the right candidates for their jobs (Shiona, 2010). Despite the availability of limited
vacancies, potential employers have had to cope with increased volumes of job applicants.
Mohamed (2008) argues that employers in the UK search for graduates, who are capable of
adding value to their economic strength and well, enhance their reputation. Employers often
recruit workers whom they can train and develop in order to utilize their skills and knowledge
(Roberts, 2005). Nevertheless, what does it take to be a good graduate? What processes do
employers use to identify good graduates? Another important revelation of the recruitment and
selection process within the UK job industry is the relationship between the employment
(graduate) labor market and the higher education sector. While higher education is supposed to
nurture and prepare graduates for the job market by enhancing knowledge and learning, it is not
their duty to secure employment opportunities for the graduates. This can be attributed to the
fact that the higher education market is responsible for preparing graduates to fit the needs of
different employment sectors thereby making it difficult to provide training to specific individuals.
An exploratory study by Carless (2007) revealed that institutions of higher learning play critical
roles in ensuring efficiency and efficacy among graduates. Studies by Silvester, Anderson,
Haddleton, Cunningham-snell, and Gibb (2000, p. 16) point out that the graduate recruitment
and selection process in the UK has undergone tremendous changes in the recent past and the

5. majority of such changes entail the streamlining of selection procedures to reduce costs. Among
the highly adopted strategies are the use virtual selection methods such video interviews,
telephones, and internet means.
Traditionally, organizations in the UK recruiting industry found it a lot easier to recruit candidates
from the list of job applicants, who accepted any form of job offering (Mohamed, 2008, p. 498).
In the contemporary UK job market, thousands of applicants can apply for vacant job positions
but it becomes a difficult task to recruit the ideal candidate. This can be attributed to the different
trends and developments that have occurred in the recruitment and selection methods.
Increased competition among graduate employers, technological advancements, and socio-
economic and political changes are other factors that have led to complexities in the recruitment
and selection processes. Keenan (2005) postulates that the recruitment and selection process
in the UK follows a sequential process referred to as the resourcing cycle.
Resourcing cycle of the recruitment and selection process
As earlier mentioned, the recruitment and selection process follows some defined sequences
characterized by distinct and inter-linked stages. These sequences are referred to as the
resourcing cycle of the recruitment and selection process. This cycle begins when graduates
identify an available vacancy and ends when the selected candidate lives up to the expectation
of the case by performing to the required standards. To graduate, the organization is a
prospective employer while to the organization the candidate is evaluated to fill the vacancy
(Raybould, and Sheedy, 2005). In order to ensure that best candidates are selected to a
particular post, it is forcefully crucial that the recruitment and selection process be handled in a
timely and professional manner characterized by effectiveness and efficiency.
The first step of the recruitment and selection process entails the announcement of a vacant
position within an organization. This move is subject to thorough decision-making by members
of the management regarding the strategic impacts within their organization (Tineke, & Maddy,
2008). At times, situations exist where a vacant position resulting after an employee leaves are
organization is replaced with automated machines. If the decision is made that, the vacant
position requires to be filled, job specifications are drawn down to reflect the duties and
requirements needed for that job in addition to requisite skills, experiences, and personal
attributes. The next step involves the process of attracting candidates in order to produce a
large pool of applicants from where the ideal candidate will be selected. Very often this function

6. of the recruitment and selection process are outsourced to recruiting and hiring agencies in
order to eliminate the number of unsuitable candidates applying for the vacant position. The
third step is the resourcing cycle that entails short listing the number of candidates to a
manageable level whereby it will be easy to make an employment decision (Tineke & Maddy,
2008). The selection process generates an optimum number of job seekers and the majority of
applicants are rejected during this stage. Many things happen during this stage because the
recruitment tools and strategies are applied during this stage including interviews, face-to-face
meetings, and other forms of communicating the selection procedure.
Once the recruiting tools and methods have been utilized, recruitment decisions are made
and the actual selection is made. Nonetheless, the selection process does not mark the end of
the job recruitment and selection exercise because their abilities and capabilities to perform the
allotted job to maximum cannot be ascertained. To avoid uncertainties regarding the capabilities
of selected individuals, a probationary period is imposed whereby the performance and potential
of employees is assessed and evaluated. This period marks the transition period or the post
selection phase where the selected employees are inducted and integrated into the
organization. This is a critical process because the selected candidates are taught several
issues relating to the organization such as the organizational culture, normal routines, and
ethical processes within the organization. The final stage under the resourcing cycle is the
evaluation of the entire post-selection process and conducting a reflection of the lessons learnt
from the entire process and as well, suggesting future implications.
Statistics of Variations in Recruitment and Selection methods
According to survey findings undertaken to determine the causes of variations in recruitment
methods used by employers in UK,each year, 91 per cent of employers and potential graduate
recruits prefer the internet as the ideal method for large organizations (Mohamed, 2008, p. 504).
Closely behind the internet at 89 per cent was the use of career literature such as Prospects,
Prospects Today, and GET directory ((Mohamed, 2008, p. 504). Other methods such as milk
rounds and career fairs were less popular after the survey findings estimated its popularity at 45
per cent each while recruitment agencies was the least popular at 15 per cent (Mohamed, 2008,
p. 504).
Similarly, the survey also considered the cause of variations in terms of selection methods used
by employers in the UK graduate recruitment and selection industry (Mohamed, 2008, p.

7. 506). From the survey, the use of CVs and Cover letters was mostly preferred by small and
medium-sized employers while the use of assessment centers and aptitude tests were less
preferred by most employers (Mohamed, 2008, p. 506). Short listing of respondents before
inviting them for the interview was also revealed as one of the commonly used selection
methods (Mohamed, 2008, p. 506). In situations where interviews were conducted, a
combination of both single and panel interviews was used with variations in compositions of
members in the interviewing panel (Mohamed, 2008, p. 506).
Speaking of reasons for the variations in recruiting and selection methods among the graduates,
accuracy and relevancy of the selection and recruitment methods seemed to be the overriding
factor (Mohamed, 2008, p. 508). To that purpose, employers cited the employer application form
as being the most accurate and reliable method for assessing the characteristics and qualities
of potential employees (Mohamed, 2008, p. 508). This can be attributed to fact that employer
application forms provided high levels of accuracy when gathering information, assessing the
company’s competencies, and as well, in simplification of the selection process (Mohamed,
2008, p. 508). In terms of cost saving, the CV and covering letter provided the highest cost
saving levels due to the ease of sending and in providing more information. Equally noteworthy
was the use of interviews in gathering crucial but first information about the applicants. The two-
interaction, fairness, ability to fill gaps left by other forms, and the ease of validation were cited
as the factors that promoted the use of interviews in the selection process (Mohamed, 2008, p.
508).
Types of Graduate Recruitment and Selection Methods
Milk Round
This recruitment method involves the process of conducting annual recruitment programs during
career fairs different institutions of higher learning whereby potential employers and companies
converge to give public lectures, presentations, and as well meet and/or interview final year
students. This strategy was immensely popular in the UK some two decades ago before the
expansion and development of the information age. Additionally, companies advertise and
promote the available employment opportunities directly to the participating students. Many a
time, the associated companies involved in these milk rounds had periodic graduate trainee
programs that were specifically developed and designed to absorb fresh graduates, train them,
and provide the requisite exposure to issues relating to the business world. Career services

8. such as university outreach programmes and linkages were responsible for organizing the trade
fairs in liaison with particular companies. However, this method slowly lost its popularity due to
technological advancements and increased use of the internet. Most companies have created
web-based recruitment strategies such as CV databases, job boards, and recruiting agencies.
Companies have even gone to an extent of using the internet for job advertising, filling online
application forms, and even conducting online tests such aptitude tests (Mohamed, (2008,
p.500).
Employee Referrals
The current employees within the organization can act as a rich source of providing linkages to
potential recruits. They might hold vital information about graduates who can match the
available position within the organization and such individuals might not be in a position of
responding to normal recruitment methods (Shiona, 2010). This can be attributed to the fact that
most of such employees might be occupied in other jobs and might not be actively searching for
job placements. However, they might be enticed to look for other available employment
opportunities if the right opportunity presents itself along the way. Such a strategy can be
encouraged by offering bonuses to employees who provide leads through referrals.
Recruitment Brochures, Magazines, and Print Media
This involves the use of graduate recruitment literature such as GET Directories, and Prospects
of the UK because these brochures are direct targets for most graduates. Organizational
recruitment brochures are also availed to participants during graduate recruitment fairs. Other
forms that are still increasingly used by prospective employers and companies include
advertisement in local dailies and newspaper whereby job adverts are placed on the adverts
and targets potential applicants due to the increased velocity of their circulation and area of
coverage.
Advertisements
Although it can be related to the above-mentioned forms of job recruitment methods and
techniques, advertisements form an ideal method that is increasingly utilized by employers to
market their job vacancies and openings. Adverts are often placed on local newspapers, and
online platforms. Majority of adverts are found on job websites because job seekers frequently
visit such websites.

9. Job Databases
This involves maintaining a job filling system or job database for prospective employers using
resumes and CVs that have been collected over extended periods. Such CVs and
Resumes might have been collected from career fairs, manual deliveries, and as well from the
company’s mail system. Once a job opening avails itself within the organization, the people
responsible for recruiting services visit the database and select potential employees from the
available list.
Employment Agencies
Recruiting agencies specialize in the provision of job recruitment initiatives whereby they screen
job applicants are subjected to tests relative to the positions they have applied for, based on
their skills and qualifications. The costs of utilizing services from the recruiting agency might be
high but they offer the best services in terms of selecting the ideal candidates for particular
positions (Roberts, 2005). The long-term rewards are often advantageous to the hiring
organization.
Internal Recruiting
This recruitment method is one of the most essential strategies of filling up available vacancies
because the current employees within an organization can be suited to fill up positions that have
opened up within their organizations. This employee matching strategy reduces the costs
associated with other traditional hiring methods. Hiring employees from within enables a
company to obtain increased value in terms of employee relation benefits. Equally noteworthy is
the idea that hired employees from within often demand lower compensation as compared to
hiring employees from external sectors. Lastly, internal recruiting enables companies to
decrease their expenditure turnovers through the provision of advancement opportunities for
existing employees.
Career and Recruitment Fairs
Career and recruitment fairs are often ideal places for promoting entry-level jobs for fresh
graduates and as well, for those individuals, who are willing to change their jobs. Responsible
organs within many universities in conjunction with respective companies organize majority of

10. recruitment and career fairs. Such places are also ideal for enabling potential employers to
collect CVs and resumes to be used in future vacancies.
Graduate Recruitment mechanism/tools
The mechanisms used to select graduates for various positions vary from one recruiter to the
other and it depends on the type of job being offered. Commonly used mechanisms and tools
include face-to-face interviews, internet, agencies, and tests, among others.
Face-to-face Interviews
This is the most commonly used recruitment strategy among many employers in the graduate
recruitment and selection process within the UK. Job applicants are required to appear before a
panel of interviewers whereby general assessment is undertaken. Among the aspects examined
during the interview is verification of the originality of documents and testimonials, cross-
examining the application to find out the reasons and interests for applying the job, gauging
his/her awareness and knowledge concerning matters within the industry. During specific
interview sessions, the interviews are technically focused on the examination of particular
details regarding the position, job description, and personality traits. The applicant is subjected
to a series of questions and tests to determine different capabilities and levels of sustenance for
the interviewee (Gill, & Banks, 1978). Follow-up questions are often directed to applicants to
probe deeply into more details about the applicant including his special skills, points of
difference, and qualifications.
Recruitment Agencies
Recruitment agencies are gaining increased popularity within the UK job industry particularly in
the search of graduates and executive talent. This mechanism is one of the most expensive
mediums irrespective of whether an organization uses the retainer or the contingency firm.
Recruiting agencies specialize in the provision of job recruitment initiatives whereby they screen
job applicants and subject them to tests relative to the positions they have applied based on
their skills and qualifications. Recruitment agencies are experienced in matching the
qualifications of candidates faster than the speed with which other organizations are capable of
achieving (Roberts, 2005). Most recruiting agencies have job databases with details of
thousands of applicants in addition to having a wider access to potential employees. Similarly,
they have greater access to the criteria needed by the hiring companies.

11. Online Application
The internet is one of the fastest and cheapest mechanisms of recruiting workers when
compared to other traditional methods of recruiting workers. Organizations wishing to recruit
workers often post their jobs to internet sites for a modest period where they remain available
24-hours a day. Potential job applicants will be able to view the detailed information about the
job opening and position being advertised and send their responses through electronic means.
Organizations will be able to screen the applications by assessing the experience of applicants,
their skills, and qualifications, and matching them with the skills required in that particular job.
Due to advancements in technology, online screening processes and systems are capable of
performing automatic filtering of applications send to the receiving mail. This mechanism often
enables the organization to filter large volumes of job applications sent to the company.
Psychometric Testing
This hiring mechanism is often conducted by qualified staff and involves subjecting applicants a
wide range of tests. To that purpose, psychometric testing covers varied abilities of applicants
include personality profiling, ability testing, and aptitude testing. Such tests often involve two
levels-A and B (Sackett, and Lievens, 2008). The first level involves aptitude testing and ability
testing whereas the second level B involves personality profiling. Aptitude tests and ability tests
covers a wide range of aspects that include mechanical abilities, numerical ability, verbal ability,
general intelligence, sensory. and motor abilities. This strategy often allows feedback to be
offered to participants. Personality profiling involves testing particular behaviors of applicants by
subjecting them to things that might affect their suitability for some posts (Sackett, and Lievens,
2008).
Presentations and group exercises
Presentations involve giving applicants a particular topic and asking them to deliver a
presentation on that topic within a given period. On the other hand, group exercises encompass
the division of applicants into particular groups and selecting a role-play or discussion from
where every member of the group will be expected to contribute. At the end of the exercise, the
group should be in a position of coming up with a meaningful project to enable them to acquire
marks.

12. Interests of employers
The interests of employers during the graduate recruitment and selection process vary from
employer to employer, and depend on the type vacancy. Within these factors are varied aspects
such as skills, qualifications, knowledge, experience, organizational capabilities, team spirit, and
resilience, among others. To this purpose, graduates should prepare extensively when called for
interviews by being committed to the needs and requirements of the recruitment and selection
process. Any misunderstanding should be communicated in advance.
According to survey findings from Mohamed (2008, p. 508), employers expectations varied
depending on the size and nature of operations within the organization (p. 508). Good
transferable skills was more preferred to having excellent academic grades. As such, only 21
per cent of respondents argued that the level of degree qualification was more important as
compared the degree subject. However, a large percentage (87 per cent) stated that the degree
classification was more important than other factors.
Summary of the Review
The graduate recruitment and selection process in the United Kingdom has undergone various
changes over the past few decades and this is likely to bring an impact to future recruitment and
selection processes. This can be attributed to the inability of the employment market to absorb
the growing pool of graduates from institutions of higher learning. The demand for quality
graduates will remain highly competitive, and the most advantaged recruiters will be those with
strong recruitment policies, coupled with exceptional training and development policies.
Traditionally, organizations in the UK recruiting industry found it a lot easier to recruit candidates
from the list of job applicants who accepted any form of job offering (Mohamed, 2008, p. 498). In
the contemporary UK job market, thousands of applicants can apply for vacant job positions but
it becomes a difficult task to recruit the ideal candidates.