The Recruitment Process - Article Example

Statistical Analysis Recruitment is an essential component in the functioning and operations of any given organization. Recruitment is usually done upon release of advertisements concerning various job positions. An organization that has good public image often receives large number of applicants who exceed the available positions. The public service especially requires a human resource service that caters for its extensive and intensive requirements in its line of product and service offering. Effective and efficient human resource services necessitate the need to have a functional coordination of activities in such a way that the objectives and goals of the hiring sector are met (Armstrong & Tina 147). The public service caters for publicly provided goods and services. In this regard, the public sector human resource department needs to be competitive and responsible prior to service delivery. As an organization mandated to offer human resource services to the Australian States and Federal Government, Talent Seek manages 500 employees. These employees play different roles and purposes. About 80% of employees in Talent Seek are under the permanent basis of employment. Among the 500 employees in Talent Seek, there is one senior human resource manager who oversees all recruitment processes. Under the senior HR manger, there are 6 departmental recruitment mangers. Each recruitment manager gets assistance from 6 HR coordinators serving in the respective departmental levels. Talent Seek makes known its job vacancies by the way of advertisement. On average, Talent Seek receives about 18000 to 26000 applications within a month for advertised 300 job vacancies. Talent Seek has successfully taken the role of conducting recruitment for the public service in Australia. Jenny Deakin, Business Analysts and other Business Analysis & Improvement team members in the company have identified statistical and cost concerns that need to be analysed with regard to proper functioning and realization of the company’s objectives in a bid to put in place in place the most effective and efficient workforce for the public service. In order to do this, the company has to take into account all aspects of its recruitment procedures. This will enhance the undertaking of the improvements required in the recruitment process by Talent Seek. Statistical variables that need to be critically evaluated and assessed with regard to the recruitment process by the company are: optimal number of employees, business aspect of the company, size of the public service and other clients to the company, knowledge and skill requirements for different job segments and labour force trends surrounding the company’s clientele environment. Given these variables, it is easier for Talent Seek to identify its strengths and weaknesses, benefits and shortcomings in the recruitment process and consequently identify critical aspects that need to be improved. The recruitment process as currently practiced by the company considers diverse aspects of both client and service offering side. The progress observed is fit for the process but the above highlighted issues need to be accounted for. Time factor is an important aspect in the hiring process. There are client-provider activities coordinating prior to the consideration of workforce profiles. Clients advertise unlimited employment positions but only a number are required. Labour statistics show that a lot of time is wasted in the hiring process (Rampersad 274). The Talent Seek should account for this loophole, and consequently advice their clients appropriately. It is noted that up to 80% of public service permanent positions are dealt with by the Talent Seek Company. The company’s business aspect is primarily based on its service base; recruitment and human resource undertakings. Optimal hiring requires effective time management. The company’s recruitment process can be improved through reducing time used in activity coordination between the company and the clients. Over and above this, the company appreciates the fact that the public service is a major client in its business. This and other clients need to be assessed and evaluated with regard to labour trends in the operating environment in order to put in place recruitment measures that meet the labour market demands. On the same note, job segments, knowledge and skill requirements and the underlying remuneration must be critically matched prior to the recruitment process if any improvements are to be noted. Cost analysis Human resource undertakings are an expensive affair. Hiring and firing of employees provides an added cost to the operations of hiring and firing company. On the same note, the hiring of employees by a company can be undertaken by a separate entity as it is the case with Talent Seek. The company recruits workforces for different clients in the labour market. In so doing, there are costs incurred by both the hiring company and the recruiting agency. In other words, Talent Seek and their clients have costs to incur in the human resource activities. Job level Number of managers Pay for each per year CLA 8 1 Au $110,000.00 CLA 6 6 Au $89,000.00 CLA 5 6 Au $62,000 CLA 3 1 Au $42,000.00 Cost variables to account for in pursuit of improving the company’s recruitment process are: clients’ human capital expenditure and requirements, Talent Seek cost of recruitment, labour market trend information costs and recruitment precautionary costs. The costing procedures by the company are more or less properly structured. However, there are certain aspects that relate to the above variables that have not been accounted for. The company intensively considers matching job segments, knowledge and skill requirements with the minimum and maximum salaries that the clients are offering in order to aid the recruitment process (Rampersad 298). This is a critical point of consideration, but it does not encompass a fully variable-treated process of recruitment. As earlier mentioned, human capital is an expensive factor. Talent Seek operate within specified budget, with staff qualities to observe under a given time frame. The quality, cost and time factor combination matches human capital to subsequent compensation for services offered. The recruiting agency should ensure that the two are critically evaluate before making a move to advice the client. It should not be taken as if Talent Seek does not match human capital requirements to expenditures. As it stands, combing quality, cost and time factors have not been fully integrated into the company’s recruitment pursuit. By so doing, the company will achieve a reforming strategy towards improving its recruitment process to match client standards within operational limits of the company. Cost of doing business is another integral component to the improvement of the company’s recruitment process. Business Analysts should monitor cost changes and shifts in the environment that the company operates in. In this regard, employee relations must be assessed and evaluated prior to the objective of improving the primary activity that the company performs; recruitment of human resource (Forssell 321). The recruitment case study presented a scenario where Jenny and the Business Analysts hardly conform to operational guidelines and coordination of activities. These are just part of the larger company leadership and staff. The resulting inefficiency is likely to increase operational costs and a high time lag in the recruitment process. All the stakeholders need to cooperate and coordinate recruitment undertakings with an objective to reduce operational costs in all aspects of the company. Shifts in labour markets lead to changing trends from time to time. These trends must be identified earliest possible in order to maintain high competitiveness. Talent Seek acknowledges the fact that it is not a monopoly recruitment agency and thus the need to remain competitive over time. This comes with a cost, and the company should identify alternative aspects where operational costs are minimized to cater for information costs in monitoring labour market trends. Closely related to this are precautionary costs in recruitment. These are emergency expenditures that result from emergency changes in company-client dealings. The Talent Seek Company does not account for this anywhere in its recruitment process. Therefore, an improved recruitment process is one that factors in precautionary emergent procedures.   Read More