Flow chart of the recruitment (top) and selection (bottom) process - Assignment Example

? Human Resource Management Semester, Task Flowchart for Recruitment and Selection process Figure Flow chartof the recruitment (top) and selection (bottom) process Discussion Recruitment and selection are two of the main staffing processes followed by a businesses when attracting and recruiting employees to expand its workforce; recruitment precedes selection and while both are steps in the same process, they are different in their characteristics and objectives. Recruitment can be done in two levels i.e. internal recruitment and external recruitment, although they both follow the same generic steps to accomplish the company’s objectives. Internal recruitment involves employment of individuals who have previously worked with the firm and includes processes like transfers, promotions and reinstatement of former employees. On the other hand, external recruitment involves the firm employing individuals who have never worked in the firm again from numerous sources available in the market. Internal recruitment has the advantage of increasing employee productivity since recruits are already aware of internal mechanisms of the firm, and they do not need a long time to readjust after appointment. However, internal recruitments deny the firm the benefits of innovation that come from employing people who are unfamiliar with the firm. Therefore, even firms with robust employee training and development programs should occasionally do external recruitments to enrich the quality and diversity of its human resources (Zhao and Liden, 2011: 225). Selection is the process that follows recruitment and involves the passing of the new recruits through rigorous tests and elimination processes to ensure that the firm employs individuals who are most suited for their jobs. Current and potential requirements of a position must be matched with the candidate that possesses the best knowledge, skill, ability, and other personal characteristics that would enable them to perform one’s duties effectively and efficiently. Firms invest a great deal of resources in the recruitment process since, if done correctly, the process saves company time and money in the long term, particularly if the firm succeeds in hiring individuals who are most suited for the vacant positions. These individuals are more likely to be satisfied with their job, less likely to be absent from duty, and are motivated to do their best for the firm as long as the firm takes care of their welfare (Cooper, Robertson and Tinline, 2003). The selection process takes a considerable period since the firm wants to assess the suitability of the individual; however, it also gives the new employee time to identify the suitability of the firm’s strategic plan to personal objectives. For instance, a suitable candidate would not want to work for a firm that does not reflect their personal values. Therefore, as the firm eliminates recruits who are unsuitable to work in its system, individuals get to choose if they want to work with the firm, ensuring both are sure of the possible consequences of the venture without having to make prior commitments (Cooper, Robertson and Tinline, 2003). Task 2: Catering Manager Job Description Job title: Catering Manager Reporting to: Managing Director Salary: ?30,000 per annum Hours: Full time (average 40 hours per week) Location: Greenwich Park, London Purpose of the Position The catering manager will oversee, direct, and organize all the catering functions. They will ensure successful planning and smooth running of events, work with clients to ensure that events are completed successfully, and get feedback from clients for use in future planning processes. Finally, the catering manager will have the duty of ensuring that healthy and productive relationship exists between employees and various product providers. Duties and Responsibilities Responsibility 1: The catering manager should assist clients in arranging their events, and even suggest service providers for other services that the events may need. Work standard: Should have contacts of other service providers. Responsibility 2: The catering manager is the link between the firm and clients, and should be available to be contacted before, during and after the event. Work Standard: Should be present to assist in case of any delay that may inconvenience the client. Personal Description Company Name: Any Company Job Title: Catering Manager Department: Catering Department Essential Requirement Desirable Requirement Method of Assessment Qualifications Any graduate degree related to the culinary, food science, and management fields. A catering management degree Candidate must present academic qualifications to the recruitment team Experience At least two year experience in a management position At least a year experience in the management of a hospitality firm Candidate must present copies of appointment letters from previous employer(s) Knowledge and Skills Exemplary management skills Ability to come up with novel solutions to daily challenges This will be assessed by managing director during the induction process Personal qualities Outstanding communication skills Attentive to details to avoid inefficiencies and redundancies Capacity to interact with clients and colleagues of different personalities Motivation and expectations Self-motivated and capable of working under little or no supervision The drive to advance one’s career Catering manager will not be under the direct supervision from the managing director Discussion A company’s job description is the firm’s way of informing potential employees of the requirements for a certain position, such that they have prior knowledge on what to expect in case they secure the job. The personal description is a document that describes the minimum requirements for a person to fit in the specified position. Therefore, the two documents act as links between the person and the position, which enables both the candidate to consider if the job description is favourable to personal goals, and if they fit the description given by the firm. The personal description offers the minimum requirements to enable a job seeker to range their level of qualification and to avoid applying for a job for which they are not qualified. On the other hand, it enables and overqualified candidate to avoid the position since all of their knowledge, skills and talents will not be exploited by the advertised position (Walker and Miller, 2009: 308; Recruiter, 2012). Task 3: Interview Plan On the interview day, the interview panel will prepare in advance to ensure that they do not inconvenience the candidates. On arrival, the candidate will be welcomed by professional but warm greetings, which will be followed by brief introductions and the interview will begin. After the panel’s questions to the candidate are asked and answered satisfactorily, the panel will avail a chance to the candidate to ask questions about the firm. The panel will answer these questions truthfully, after which the interviewee will be informed on the period within which to expect a response from the firm, and the interview will end cordially. Interview Questions 1. Tell us something about yourself. 2. In your management career, what is your greatest achievement so far? 3. Do you like change, or are you more comfortable if things remaining as they were? 4. Describe a situation where you used logic to solve a problem in the workplace. 5. Have you ever made an unpopular decision? How did you convince your subordinates/colleagues to adopt it? 6. How often do you take your job home so as to finish some unfinished projects? 7. How do you deal with stress resulting from pressure at work? 8. Why do you want to leave your previous employer? 9. What is your greatest source of motivation? 10. Is there anything we can do for you to increase your output? 11. Are you more comfortable with following guidelines, or you do like doing things in your own way? 12. What did you do the last time you failed to submit the results of a project in time? 13. Colleagues have resulted in delays that have inconvenienced a client, what would you tell the client? Would you do anything else about it? 14. Is there anything else you would like to tell us? Discussion According to Barker (2010: 104), the WASP interview structure forms a favourable impression of the firm on potential employees and increases their likelihood of accepting the job offer when given a chance. Funnel approach gives the interviewer a general overview of the interviewee, enabling the former to structure questions in such a way that they are most relevant to the latter (O’Briena and Rothsteina, 2011: 605). This increases the chances of the interviewer getting truthful and pertinent information from the interviewee within the limited period of the interview. Finally, behavioural questioning techniques deviate from the normal way of questioning interviewees about their beliefs, and ask them about something they did, in an attempt to confirm that they can apply the skills they have at the workplace (Turner, 2004). References Cooper, D., Robertson, I.T., & Tinline, G. (2003). Recruitment And Selection: a framework for success. Hampshire, Cengage Learning. Barker, A. (2010). Improve Your Communication Skills. London, Kogan Page Publishers. O'Briena, J & Mitchell G. Rothsteina, M.G. (2011). “Leniency: Hidden Threat to Large-Scale, Interview-Based Selection Systems.” Military Psychology 23(6): 610 – 615. Recruiter (2012). Hospitality & Leisure. Available at: http://www.recruiter.co.uk/hospitality-and-leisure/ (Accesses: 10th February 2012). Turner, T.S. (2004). Behavioural Interviewing Guide. Indiana: Trafford Publishing. Walker, JR., & Miller, J.E. (2009). Supervision in the Hospitality Industry: Leading Human Resources. New York, John Wiley and Sons. Zhao, H., &Liden, R.C. (2011). “Internship: A recruitment and selection perspective.” Journal of Applied Psychology 96(1): 221-229. Read More