Recruitment and Selection, State of Rhode Island Department of Administration - Assignment Example

Recruitment and Selection Name Institution Date Recruitment and Selection Introduction There is a very positive relationship existing between the two connecting fields of recruitment and selection. The human resource department is responsible for ensuring availability of adequate human resource in the organization. According to Beardwell & Claydon (2010), decisions that the HR department makes affect the general organization performance. People gave different abilities and organization positions differ in their demand for skills. Selection is therefore necessary to determine the most suitable candidate to convey the best performance as the job requires. Selection in organizations involves putting the right kind of people from a group of applicants on the right kind of job (Ovensik, 2006). The process involves effective matching of applicants’ skills and/or qualifications with an organization’s requirements. It is a process involved in recruitment procedures for organizations which involves attracting applicants and screening them for suitability. Selection is then done and qualified persons are absorbed by the organization in the respective area of their qualifications. According to D'Annunzio-Green et al (2004), the two processes are both phases of employment process practiced by the human resource departments in organizations. The human resource department in an organization is responsible for the general management of a firm’s workforce. This includes attracting and selecting potential candidates, who are trained as employees, assessed and rewarded while it also manages leadership, culture and compliance to labor and employment laws within the organization. According to Bhagria (2010), the department has a sole responsibility of ensuring job specifications and duty description is clear to employees. This paper illustrates the recruitment and selection procedures in the administration department of state of Rhode Island. The paper also illustrates identification of staffing requirements in the administration department, attraction of applicants through newspaper and online advertisement, shortlisting and selection procedures and offers through offer letters. Recruitment and selection processes: State of Rhode Island Department of administration Administration department of State of Rhodes is headed by the director of administration and is capacitated with seventeen programmatic functions. The department aims at managing human, financial and other state resources with an attempt to provide efficient and cost effective services to citizens and also help support other state agencies perform their responsibilities. The administration department ensures that other state departments are accountable of the state finances or value and effective direction and coordination of the departments by offering supportive services to programs conducted in the departments and agencies. Another role of the administration department is to offer financial and administrative direction with respect to policy to the executive leaders and also implement policies or decisions that will ensure the service delivery by state organizations is administered and supported by the public to their benefit (RI.gov, 2013). Below is the departmental structure of the organization: Department of administration Planning and community development manager conducts statewide planning and housing and community development. Identification of staffing requirements The administration department of state of Rhodes Island pursues motivated and well qualified employees of different positions within the department. It has seven posts within the department. The state of Rhode Island job description and person specification (operations and program officer) Job title Role objective Accountability Knowledge and experience Role functions Person specification Programs manager To ensure that the overall program of work apprehends the anticipated benefits and at the same time ensuring that the programs and state projects related to the department are aligned to the needs of the state which are changing. To establish a management link between projects, programs and the general state, co-coordinating the programs portfolio of projects on day to day basis and focus on deviations that are likely to affect the programs. -Degree level of education. Should be formally certified in a project management methodology. - Work experience of 5 years or more as a project manager. -Experience in accountability of a project worth 2million dollars. - An experienced leader knowing when to take a grip on the situation and when to gently steer. - Experience of planning program strategies for risk management, testing, change control and quality. - Experience of working with the clients to understand their perceptions, have the dialogue and build a relationship at the appropriate level. -Ability to employ professionalism in telling or explaining situations as it really is. -Display ability to question assumptions while asking why it happened then -Confidence of putting ideas into play without all the varnish on. -Ability to manage complex situations without dieing in the detail. -Ability to ask question that seems obvious but unspoken. -Allowing experience to direct the view of situations: if it seems wrong or right, judgment should then be based on previous experiences of what it maybe by checking it out. -Clear ideas on what a program led and managed by you would look like. -You need to be realistic and determined but not perceived as (and not) negative. -Define the programs strategies for quality, change and risk management. - Maintain individual project briefs - Feed decision making processes with risk assessment options in order to make decisions based on reasons and not guesses. - Manage project interdependencies. - Report to and work with the programs executive. - Provide general direction and support to project managers. - Set and manage project tolerances. -Create a culture for your program. -Maintain programs levels change controls. -Overall financial management and reporting of the programs. -Maintain and monitor programs plans. -Maintain program level risks and issues. -An expert. Work and behave positively and constructively. -Have negotiation skills. -Accountable. -Takes responsibilities. -Experienced with knowledge -Delegation skills. -Presentation skills. -Team player. -Management skills. -Ability to work and link work with a range of specialists individuals and teams or functions. -Belief in your role and capability to deliver and it shows in the way you carry out your business. -Right set of behaviors that qualifies credibility. Accounts and control officer To ensure that all day-to-day accounting functions, including purchase ledger, sales ledger, bank accounts, cash controls and payroll are provided as an efficient and professional service to the state department staff and suppliers. The accounts and control officer is a key member of the administration department team with responsibility for accurately maintaining financial records and processes. Accountable of the state department accounts including records of revenues and expenditures. Should be able to link and work together with programs manager and allocate funds for state projects. -Certification by the Association of Accounting Technicians (AAT) and qualified by the Association of Chattered Certified Accountants (ACCA). -Excellent knowledge of, and experience in, the use of Accounting Sage 50 and Sage -Payroll to maintain purchase ledger, sales ledger , bank reconciliations , preparation of financial statements, financial reports, payroll system including transferring data from payroll to accounting software. -Must be Proficient in using the Microsoft Office 2010 suite including Word and Excel etc. -Must demonstrate experience of working effectively as part of a small team in a busy and complex environment -Honesty, integrity and trustworthiness. -Ensure financial policies and procedures are adhered to by all users and contribute to the -Maintenance and development of internal financial controls. -Ensure that data entry into the accounting system accurately and in a timely manner and that all ledgers are updated and reconciled for the preparation of monthly management accounts and reports. -Ensure that all invoices, correspondence and back up documents are filed promptly and in an appropriate manner, and that computerized accounting and payroll -Systems are updated and backed up regularly. -Undertake the day-to-day input of transactions onto the accounting system and the maintenance of financial records covering sales, purchases, petty cash, expenses and banking. -Oversee all banking transactions to ensure that they are collated regularly, agreed to -Schedules and promptly banked. -Maintain all payroll records and other supporting documentation and also update the payroll system. - Prepare and manage the processing of monthly payroll within the set deadline. - Ensure that all salary-related control accounts are reconciled on a monthly basis. Sound knowledge of local government in state of Rhodes Island, preferably of the functions and operation of town and community councils; Experience of financial statement preparations of state offices or state accounts High-quality inter-personal skills, able to develop effective trust-based relationships with member councils and other external partners; Highly-motivated, able to work on own initiative and as part of a team; and good quality ICT skills, familiar with MS Office applications, email, internet and QuickBooks. List of terms and conditions Employees are required to observe the provisions of ISO quality standards in attending to the public All staff including executives are required to report at work and leave within the duration provided for state offices to operate, from 8am to 5pm. There is no compensation whatsoever for over time. The accountants and controls officer must submit reports to the management and respective units regarding financial matters. Project manager must give reports of each project conducted and lias with the accounts unit. Job performance guide The state of Rhode Island department of administration prepares a form for job performance guide as illustrated below: State of Rhode job performance guide (performance review and work planning form): Attracting applicants through advertisements Shortlisting The organization’s shortlisting criteria involve two lists: the essential category and the desirable criteria with about two times the essential criteria in the list of desirables. Screening will be conducted by Thomas Mullaney, the administration and budget officer. Human resource management falls in the administration unit headed by the official. The department requires only two candidates and therefore screening will be done by including the minor elements of candidates’ experience. The candidate will be required to display potential elements for a permanent of long term employee. The process will start from setting of minimum criteria, exclusion of inconsistent applicants, and filtering. Qualities considered include; 1. Educational qualifications including university and college education 2. Evidence of capabilities: Including a review of the applicants’ curriculum vitae to identify experiences being looked for. 3. Professional experience and qualifications: this includes the years of relevant experiences that applicant or candidate has and relevancy to roles which can be incorporated on job training. Selection process Selection process in The State of Rhode Island administration department is discussed by the selection panel. Initial stage is the constitution of the panel. The interview and selection panel will constitute of: The director, Thomas Mullaney Officer for legal services, Fred Stolle The officer for planning and community development, Kevin Flynn Officer for policies and strategies, Kelly K. Mahoney Selection process The panel first needs to verify the applications with respect to job title and right addresses depending on requirements. The should ensure that job applications are for the jobs being offered by the state department. This stage involves considering that applicants have complied with the indicated procedures. The panel also separates the applications depending on job title applied. Applicants are then called in for interviews which are conducted within the organization’s board and conference room by the selected panel. Each applicant’s skills are evaluated with the job requirements qualifications. The rating of applicants is based on level of qualification and degree of competence. The employment verification is also conducted to facilitate analysis of the skills profile. Certificates of the applicant are then analyzed against qualifications indicated in the resume (Roberts, 2000). The decision made will depend on qualification, competency and applicant’s presentation. Applicants can be hired directly as a permanent employee, b disqualified or considered as candidate for second interview so as to narrow down to only two applicants when applicants are still more than two. Job offer draft for the programs officer position Conclusion It is evident that selection and recruitment have a positive relationship in an organization. Departments employ these procedures in ensuring that they attract the right kind of people for the right jobs. Job description, performance guide and person specification is important so as to clearly inform candidates of what the organization needs and expects from them. The state of Rhode department of administration employs these procedures to acquire the right staff for the organizations tasks so as to meet its obligations to the general public. References Gatewood, R. D., Feild, H. S., & Barrick, M. R. (2011). Human resource selection. Mason, OH: South-Western, Cengage Learning. R.I Government agencies. State of Rhode Island Department of administration. R.I.gove. Retrieved at http://www.admin.ri.gov/ Roberts, G. (2000). Recruitment and selection: A competency approach. London: Institute of Personnel and Development. Compton, R. L., Morrissey, W. J., & Nankervis, A. R. (2009). Effective recruitment & selection practices. North Ryde, N.S.W: CCH Australia. Ovensik, R. (2006). Destination management. Frankfurt am Main: Lang. Top of Form D'Annunzio-Green, N., Maxwell, G. A., & Watson, S. (2004). Human resource management: International perspectives in tourism and hospitality. London: Thomson. Bhagria, A. (2010). Roles and functions of the human resource department. Bottom of Form Read More