The Ademine Institute of Technology - Case Study Example

Selection Decisions and Personnel Law Name: Institution: Date: Introduction The Ademine Institute of technology is a middle level institute training and developing students’ careers in technical and technological courses. The institution offers courses ranging from foundation diplomas through to advanced degree courses. In its mandate, the institution relies on the input of its workforce who double up as the trainers and apparent institution caretakers charged with the mandate of developing institutional strategies as well as managing its daily operations. As such, it is imperative for the institution to develop and establish a strong HR base. As such, the organization as developed a formal recruitment and selection framework. This review is an assessment of the organizational HR framework. Recruitment Process Brown (2011) described a recruitment process as the approach through which an organization attracts qualified and suitable candidates to apply for vacancies in its human resource workforce. In this case, organizations have a diversity of tools and alternatives through which such a base can be attained. The Ademine Institute of Technology relies on these two approaches to recruit its employees. On one hand, the institute has developed appropriate internal recruitment channels. In this regard, the institution has an internal job advertisement vacancies opportunity. In this regard, upon the emergence of an employment vacancy, the organization HR department circulates organizational memos and notices internally to all the organizational departments to allow and request qualified candidates to apply for the positions. The adoption of this internal sourcing approach allows the organization motivate its employees through career development. A study developed by Muhammad and Ha-Brookshire (2011) established that organizations using internal employee sourcing approaches possessed an increasingly motivated employee workforce. This as the study attributed is linked to the offering of a career growth opportunity. Therefore, Adamine Institute of Technology has over the years enhanced its employee’s performance and productivity through career growth opportunity enhancements. The use of this internal recruitment sourcing policy in the organization has facilitated the perpetuation of a strong organizational culture. Through employee promotion and subsequent retentions in the organization, the Institute has achieved an increased employee career growth enhancement. Consequently, this has facilitated its status as an ideal employer in the education sector. Besides its internal sourcing as a recruitment approach, the organization uses eternal recruitment sourcing approaches. In this case, the organization seeks to acquire new employees from the external market. This approach has a range of merits in its application as it allows acquisition of new talents as well as the development of new employees’ perspectives in the human resource. A recruitment process success depends on the value of the selection ratio (SR). In this regard, a recruitment drive is perceived as successful based on a low SR value. In its recruitment, the organization uses 0.25 as the recruitment drive success rate. As such, only recruitment processes that hit this value and below are considered for progression into the selection stage. In achieving this value, the organization uses a range of external communication channels such as the Institute’s website, the media as well as use of the available recruitment agencies. In particular, the organization focuses on utilizing the recruitment agencies as a majority of them often attain the desired SR value as they possess a large applicant’s pool. Upon the establishment of both internal and external applicants, the organization, through its HR departments approves the process onto the selection stage. Selection Criteria A selection criterion is described as the approach and process through which an employer organization sieves and filters off applicants to a job vacancy (“FL Memo Ltd”, 2006). As such, the recruitment process is characterized by the development and utilization of predetermined assessment criteria through which applicants qualifications and suitability are assessed. The Ademine Institute of Technology has selection criteria that evaluate both employees’ qualifications and suitability. On one hand, employee qualifications are assessed on the bases of individual applicants academic and experiences in comparison to the job requirements. On the other hand, suitability is assessed based on individual traits and principles in comparison to the organizational principles and culture. Besides contracting an external recruitment agency, the organization has a selection committee. The Committee is headed t-by the CEO or a representative, directly appointed by the CEO, has its secretary as the HR manager. Other members are drawn from across the departments uniformly. The HR staff plays the clerical and professional support to the selection committee. The committee is charged and mandated with the responsibility of evaluating the respective applicants and individually assessing the applicants. In this regard, the organization relies on interviews as its main selection procedure. As such, applicants are required to meet the selection committee either face to face or virtually as may be agreed upon by the committee. In these meetings, the selection committee forms an interview panel that grills the prospective employees for suitability and qualification. The use of interviews offers the organizational selection team an opportunity to meet the applicants. This presents an opportunity for the evaluation of the individual aspects that could not be well articulated in application forms. In its selection, the organization relies on selection batteries as its selection criteria. In this case, its selection batteries are classified into three levels namely the academic qualifications, work experience and personal traits respectively. In this regard, an individual must qualify and attain the minimum cut off in these respective aspects prior to admission and selection into the organization. In this regard, a minimum cut off for each of the aspects is set. However, the cut offs vary depending on the job vacancy and the selection team decisions. In particular, the organization relies on the development of multiple hurdles cut off criteria in its selection process. As such, the interview sessions are organized on a progressive basis. At first, the interview sessions evaluate individuals based on their academic and work experiences. It is only candidates who obtain the minimum cut offs in these aspects who qualify for a subsequent interview session for the traits evaluation. Thus, the organization progressively disqualifies unfit employees subsequently reducing wrongful hits while allowing for increased correct rejections. The organizational validity and reliability of the recruitment process is evaluated based on a percentage base value of a minimum 2.0 of success rates of previous batteries on employee job performance and success rates. Employment Regulations The organization is conversant and compliant with relevant international and national employment laws on employment, compensation and employee service termination. As such, Ademine Institute of Technology developed and employment policy framework through which such respective legal issues was incorporated. Among the organizational policies include a non discrimination clause. In this regard, the organization discourages discrimination and profiling of its employees based on their cultural, social or gender affiliations. As such, the organizations an only employee profiling is based on the employees service level and functions. Therefore, the organization abides by the equal pay Act that requires equal payments for all organizational employees performing related tasks. Moreover the organization selection process is free from discrimination and profiling employees inappropriately. In order to guarantee this conformance, the organization established an employee complaints desk. This function is equipped with qualified personnel in human resource management laws. As such, aggrieved employees report such discriminatory and rights violations acts to the function. In respect, the organizational management reviews such complaints and consequently develops appropriate corrective remedies in the development of future selection batteries. Finally, a legal review on the organizational framework is its compliance with the Family and medical leave Act (1993). In this case, the organization allows its employees paid leaves of up to 12 weeks annually for family related issues and sickness. The development of these policies enhances increases employee and organizational interests’ synergy consequently facilitating increased employee motivation and performance in the organization. References Brown, J. N. (2011). The complete guide to recruitment: A step-by-step approach to selecting, assessing and hiring the right people. Philadelphia, PA: Kogan Page. Muhammad, A. J., & Ha-Brookshire, J. (2011). Exploring job responsibilities and requirements of US textile and apparel sourcing personnel. Journal of Fashion Marketing and Management, 15(1), 41-57 FL Memo Ltd. (2006). Employment 2006: Law and practice, human resources. London: FL memo. Read More