Recruitment and Selection - Assignment Example

The First Step to Staffing Success: A Reflective Report on Recruitment and Selection Introduction A company's number one asset, whether it is a small enterprise or a conglomerate, is its employees. The success of a company as a "well-oiled" machinery depends heavily on the interaction of its different departments and the people that run and work in them. Human Resource Management, therefore, is a very significant aspect in maintaining this order. The capability to select and recruit the best people to be part of the company is one of the most crucial tasks of the Human Resource Department, and as such should be implemented with a high understanding of the concept of the selection process and human behavior. In this reflective report, I will examine how the discernment of the theories for interviewing contributes to the success of an interview. This will also serve as a gauge of my understanding of the concepts studied. This exercise started with the modifying the original job description provided. The original job description was edited to give the recruiting company a more defined identity and to inject the personality of the management. This is an important step in "attracting" the right kind of people to answer the job posting. According to Ben Schneider's Attraction-Selection-Attrition Framework, the personality of the organization is the sum total of the personalities of its employees, thus "people are attracted to an organization on the basis of their interests and personality" as mentioned in the Recruitment and Selection Module of Hull University (5). After the modification of the job description, I created a person specification for what I think is the "ideal person" for the job. For the job person specification, I used Fraser's Five-Fold Grading System, referencing the Recruitment and Selection Module of Black's Academy (2). It is in creating the person specification that I understood the significance of Schneider's theory of "like-attracts-like". The conceptualization of the interview plan and the formulation of the interview questions followed. I made the interview plan loosely based on the WASP pneumonic (Welcome-Acquiring Information-Supplying Information-Parting) from the Business Online Learning Archive to guide me through-out the interview process. For the interview questions, I used a combination of questions based on Behavior Description Interviewing, Situation Interviewing and interjected some technical questions as well (Interview Techniques, University of Alberta, 1-3). I chose to use a combination of these questions to check if the person meets the person specification that I created. Reflective Report Looking back on the interview exercise, I think that it went quite well. I remember being confident during the interview and I was also able to put the interviewee or applicant at ease. Personally, I think the preparation step is very important for two reasons; one is that it enabled the applicant to open up and, two, as the interviewer, I was also able to observe the body language of the applicant without the nervousness. This may have worked because of the amount of preparation that I spent creating and revising my interview plant based on the WASP framework from the Online Business Learning Archive. The predominantly open-ended questions that I used gave the applicant an opportunity to share his experiences in detail which in turn helped me see beyond the CV of the applicant. This exercise helped me see the applicant as a person and imagine how he would fit in my organization. During the interview, although I did plan and succeed in making the applicant at ease, I may have over-emphasized my welcome. As my assessor commented, my statement that "we need you, rather than you need us" may have placed my applicant to mindset of having already secured the job. I think this may also have "weakened" my role as the representative of the employer or company. In the interest of having all of my questions answered, I may have hurried the interview and potentially caused the applicant some distress because he was not able to formulate good answers because of my speed in changing the questions. Another comment from my assessor that brought the interview into perspective is that I did not sell the job to the applicant. Another important lesson that I learned from this experience is that while the applicant is the focus of the interview, it is nonetheless a two way street - the job must also be highlighted to ensure that it is complementary to the applicant being interviewed. If I were to do this again, the first thing that I will strive to perfect is how I will close the interview. Despite the fact that I planned to wind-down the interview gradually, I closed it with the words "that's it," which I think is not very professional. I will also try to limit my questions so as not to use up too much time, especially since most of my questions were open-ended. Lastly, I will remember my role as the representative of the company and try to maintain professionalism all through out the interview, from the start to the end. Best Practice This assignment has really helped me understand the complexity of finding the best person for a job. This has also helped me realize that while I think the interview is the most "active" part of the recruitment process, it is not just a matter of sitting down with a person and asking them about their work experience and their background. The preparation that goes into the whole process has helped me change my view on Human Resource Management as a whole - it doesn't start in the company and with the people you already work with, it actually starts in recruiting and selecting them. Works Cited Black's Academy Publication. "Recruitment and Selection." Black's Academy Ltd. April 2003.: 3. 1 Feb 2007 < http://www.blacksacademy.co.uk> Human Resources Management Modules. "Recruitment and Selection". University of Hull Business School.: 5. 1 Feb 2007 Human Resource Services. "Developing the Interview Plan". University of Alberta: 1-3. 1 Feb 2007 Staff Selection. "Organizing the Interview Programme and The WASP Framework for Interviewing". Business Open Learning. 1 Feb 2007 Appendix A - Job Description Job Title: Office Manager Division: Administration Reports to: Managing Director Company Background RasGas was established in 1993 to produce LNG and related products from Qatar's North Field. Discovered in the early 1970s with estimated reserves of over 900 trillion standard cubic feet of recoverable gas, North Field is the largest offshore non-associated natural gas field in the world. It covers a total of 6,000 square kilometers and extends from slightly onshore all the way north to the three contract areas, RasGas (RG), QatarGas (QG Operations) and North Field Alpha (NFA). Since 1993 RasGas has met every milestone, overcome every obstacle and has set the pace for the global LNG industry. The Administration Area The Administration function covers all general and personnel administration as well as the reception area. There are three receptionists who are responsible for all incoming telephone calls, sending and receiving faxes, delivering messages, organizing teas and coffees for clients and visitors and for maintaining adequate stationery supplies. They also undertake typing for the Sales Team. Turnover in this area is fairly frequent and the successful candidate will be expected to try to address this. There is an office move planned in the next six months and the successful candidate will be expected to assist in the selection of suitable premises, plan the mechanics of the move and handle all associated administration as required by the Managing Director. Overall Responsibility The Office Manager is responsible for all general and personnel administration as well as for the smooth running of the reception area. Main Tasks and Responsibilities Personnel To handle all recruitment administration from placing advertisements and handling first line enquiries through to taking up references. To organize temporary staffing requirements. To maintain holiday and sickness records. To be responsible for the payroll. To maintain all Personnel files. To undertake first line interviews for administrative posts arising within the organization. Reception To supervise the reception area. To recruit, train and motivate receptionists. To supervise the ordering and maintenance of adequate supplies of stationery. General Administration Duties To undertake all confidential typing and project work for the Managing Director. To purchase office equipment, finding the best sources and negotiating the best prices. To produce presentation slides using Company graphics packages. To organize international travel arrangements for Managers and Consultants. To maintain Managing Director's filing. To deal with office cleaners and the maintenance of office equipment (e.g. faxes, photocopiers, etc.). General To undertake any other duties or projects as could reasonably be required. To actively promote the professional image of the Company. To attend external training courses as required. Career Prospects and Benefits Package There is a possibility that there may be a requirement for a full time Personnel Officer in the medium term and the successful candidate may feel that this would be suitable career progression. Benefits include 20 days holiday rising to a maximum of 25 days, one day for each completed year of service. There is a pension scheme which staff may join once they have completed a year's service. On joining the pension scheme, staff are automatically entitled to free life insurance at twice annual salary. (You may substitute your own organisation's benefits if you prefer). Appendix B - Person Specification Essential Desirable Experience At least 5 years work experience in a similar capacity 8 years of experience in a similar capacity Successful track record of office competence leadership Experience in handling people of different personalities Ability, Skills and Knowledge Able to think and act strategically Knowledge and significant understanding of the company's industry. Ability to build positive relationships with colleagues. Able to multi-task Knowledge of basic computer applications (e.g. MS word and excel) Knowledge of advanced computer applications (e.g. MS powerpoint, access) Leadership and Personal Qualities Flexible to the demand of work Able to command respect and confidence Qualification and Training Basic managerial skills training and people handling skills Analysis and Problem solving skills training Appendix C - Interview Plan Before the Interview Reserve interview room, and make sure that there will be no interruptions during the interview. Arrange/Make sure that the arrangement of the furniture inside the interview room is conducive to interaction. Read the CV of the applicant before the interview. Beginning of the Interview Welcome the applicant and introduce myself (the interviewer). Make the applicant comfortable with a little small talk. Middle of the Interview (Body of the Interview) Start the interview proper by asking the applicant to tell a little something about himself/herself and a short summary of the applicant's responsibilities from the applicant's most recent position to up to his past 2-3 jobs. Ask the following questions and follow-up with related questions depending on the answer of the applicant 1. As an office manager, you will be in charge of a lot of people and would have to make really tough decisions. Can you tell be about a time when you had to make an unpopular decision and how did this affect your working relationship with the rest of the office. 2. Have you had an experience when you had to make an important decision with limited facts What did you consider or how did you use the limited facts that you had to make the decision 3. What would you do if the Managing Director, on the eve of an important meeting with a client was stranded in another state due to weather conditions You are the highest ranking officer in office present. 4. As general manager, you will be in-charge of the company's personnel file and will be responsible with the payroll. Fortunately, everything in the company is already computerized. May I ask what programs you are comfortable working with and other technical skills that you think might benefit the company At this point, sell the job to the applicant in conjunction to the answers provided. Highlight the experience and the skills that the position will be able to give the applicant. Also "challenge" the applicant to react to the amount of responsibility that the position entails. (by "challenge" this means stir the conversation in such a way that the applicant will see the job as an opportunity to grow as a professional.) End of the Interview Ask the applicant about his salary expectations and date of availability Ask the applicant for written consent for reference checking regarding applicant's previous employment Inform the applicant of the selection timeline. Ask the applicant if he/she has any questions about the job Wind-down conversation after the applicant has finished his/her questions will small talk. Close the interview by thanking the applicant and a firm handshake. Read More