Hiring Employees for a New Office - Research Paper Example

Hiring Employees for a new office Grade (Feb. 3rd, Hiring Employees for a new office The recruitment of new staff to fill existing or new job positions require that adequate planning and strategizing is done. The recruitment process follows a series of steps, which are relevant for ensuring that the recruited staffs are well qualified for the job position, while at the same time ensuring to adhere to all the legal requirements guiding staff recruitment. Thus, for the Chief Human Resource Officer (CHRO) to be able to recruit the best and brightest employees to fill key roles at the new office, the following steps are necessary: Identifying the existing vacancies and evaluating their needs The proper evaluation of the existing vacancies that needs to be filled in the new office, as well as the accurate determination of the needs and requirements of the new position is essential for recruiting the right candidate (Farmer, 2004). Therefore, a job analysis is necessary for all the vacancies in the new office, since it makes it possible to tailor the job position to the competencies required, and thus allows for proper classification of each job vacancy. The evaluation of the needs of all the positions to be filled in the new office requires the understanding of the strategic goals of the organization, as well as that of each department in the new office. Considering the fact that the new office to be open is part of an already existing organization, it is essential to establish the core competencies of the staff serving in the different departments of the existing office, which can then be formulated as the qualification requirements for the staffs to be recruited for the new office. While evaluating the core competencies of the new office staff, there is the need to establish the existing gaps in the core competencies, which will in turn help to determine whether the recruitment of the staff for the new office should be done internally within the organization or otherwise (Drinan, 1998). Where there exists a skills gap in the existing employees of the organization, then external recruitment is necessary. The full determination of all the vacancies that exists in the new office and the core competencies that are required in the staffs that will fill these vacancies paves way for the second step in the recruitment process. Developing position descriptions The formulation of the right description for each job vacancy forms an essential key success factor for recruiting staff (Shermont & Murphy, 2006). This is because; more than anything else, a well formulated and written job description acts as the documented evidence to prevent or defend the legal claims that might arise in the recruitment process, through showing that the recruitment followed valid determinations and requirements. Title VII of the Civil Rights Act of 1964 is a constitutional provision that created the Equal Employment Opportunity Commission (EEOC), to safeguard all employees against any form of discrimination (Shannon, 2010). It requires that the staff recruitment process provides equal access to the available job opportunities for all the potential employees. Thus, a well formulated position description enhances the chances of all the potential employees to access the available job openings in the new office, since they can only do so by meeting all the requirements of the job description. Further, the proper formulation of the position description offers an opportunity to meet the legal requirements of the Americans with Disabilities Act of 1990, which prohibits the discrimination of people with disabilities in any job offering, through specifying the duties and responsibilities of the position (Farmer, 2004). This way, it becomes possible to create exceptions to the category that can qualify for such jobs, for example based on the physical demands of the job, and thus avoid recruiting a certain category of individuals being termed as discrimination under this legal provision. Additionally, a well formulated job description is helpful in the staff recruitment process, since it is through the appropriate job descriptions that the recruitment interviews, qualifications, interview evaluations and references are developed. The formulation of the position description is also essential, since it acts as a safeguard for equity, through ensuring that both the internal and the external recruitments are based on equal qualification requirements, thus averting any chances of discrimination (Rosen, 2003). Therefore, the complete formulation of the position description for all the job openings in the new office ends up creating the list of the essential job functions, the minimum qualifications and the full description of the purpose of the job position. The finalization of this step then gives way for the next step in the recruitment of the best staff for the new office. Formulation of the recruitment plan The formulation of the recruitment plan is an essential step towards attracting the right candidates who are qualified for the job positions open in the new office. The development of an elaborate recruitment plan is an essential step towards avoiding the legal problems that are associated with staff recruitment, most especially related to the legal provisions for the period and mode of advertisement for different category of job openings (Shermont & Murphy, 2006). Thus, developing an elaborate recruitment plan allows for the posting of the advertisement for job positions at the right time, considering that some job openings require the advertisement of the vacant job positions for a period of ten days before closing the application duration, while others demand fifteen business days of advertisement before the closing date of receiving the applications (Drinan, 1998). Secondly, the formulation of a good recruitment plan is essential for staff recruitment, since it is the roadmap to devising the placement goals, which determines whether a job position is to be filled through either internal or external recruitment. Finally, it is important to formulate a recruitment plan, since it defines all the staff recruitment processes, labor and financial resource requirements, hence aiding in the development of the recruitment budget (Shannon, 2010). It is the recruitment budget that determines the number of the recruitment panelists that will be required for recruiting the staffs to the new office, the duration of recruitment and the best mode of advertising the existing job vacancies. The development of a good recruitment plan paves way for moving to the next step in the recruitment process. Selection of the recruitment panel The selection of the recruitment panes is an essential step in the recruitment of the staff to the new office, since it is this panel that interviews and evaluates the potential candidates, thus determining the most suitable one for each job position. The selection of the panel of recruiting the staff to the new office requires that more than one individual is selected for interviewing and evaluating candidates to different job positions, such that the personal bias can be eliminated (Rosen, 2003). In this respect, it is the duty of the Chief Human Resource Officer to select panelists that have adequate knowledge of the requirements of each job position, based on the specific vacancy and the nature of the qualifications required for the position. Under circumstances where the job opening does not require more technical knowledge, the Chief Human Resource Officer can select the panelists from among the management and other high-ranking officials serving in similar departments within the existing office of the organization. However, on the event that high technical knowledge is demanded for any job position, then, the Chief Human Resource Officer can enlist the assistance of the professional consultants in the specific field of knowledge demanded by the job position (Shannon, 2010). In doing so, it becomes certain that the interviewing and evaluation of the candidates to the job position will be based on adequate knowledge of the field, thus increasing the chances of selecting the most suitable candidate. The selection of the recruitment panel is followed by adequate briefing and where necessary training of the panelists, so that they are in a better position to interact with the candidates productively, and thus be able to select the most suitable candidate. Additionally, the briefing and training of the panelists also ensures that they are well informed on the requirements of different job positions for which the staffs are recruited, thus they are able to respond to any questions and inquiries that the candidates for the different job position may have (Farmer, 2004). Posting the vacancy advertisements The selection and adequate preparation of the selection panel is followed by the advertisement of the job positions that are open in the new office. The nature of the advertisement for the job positions is determined by whether the recruitment will be internal or external (Drinan, 1998). The posting of the advertisement should be done at the right time, and all the necessary channels of advertising the specific job positions followed, so that the chances of legal claims from anomalies associated with the job advertisement are minimized. Additionally, the selection of the best mode of advertising the job position is important for the Chief Human Resource Officer, since it is only through the use of certain advertisement modes such as print and mass media, that it is possible to attract a wide range of talents for the job openings available (Rosen, 2003). Application reviewing, interviewing and short listing The next step is the review of the applications sent in by various candidates, interviewing the candidates who submitted their right applications for different job positions and then short listing the candidates who are well qualified for the job positions. This process is undertaken by the selection panel, and the final list of the potential employees to the new office is delivered to the Chief Human Resource Officer for further evaluation. Section and hiring Upon receiving the list of the final candidates who have been shortlisted for different job positions, the Chief Human Resource Officer is then responsible for convening a hiring committee, which then settles on the most appropriate candidate for ache job positions based on the interview outcomes. At this point, the hiring committee can decide the final procedures that the potential employees should undergo, which may entail subjecting the candidates to a drug test, on the event that it is provided under the organization’s policy (Shermont & Murphy, 2006). It is the candidates that will pass such tests and also score highly in the other job position tests that is finally selected. However, to be able to settle on the best and brightest employees for the new office, it is essential that the hiring committee does not only consider the fulfillment of the minimum requirements and qualifications for the job position, but also focus on the special interests, talents and commitments of the final candidates (Farmer, 2004). This will ensure that the committee to ends up with the candidate that is qualified, talented and also committed to sharing in the vision of the organization. References Drinan, T. (1998). Recruitment and selection. Businessdate, 6(1), 8. Farmer, J. (2004). Hiring staff in private practice: practice makes perfect. PT: Magazine Of Physical Therapy, 12(9), 46-49. Rosen, L. S. (2003). Ten Signs an Applicant is a Lawsuit Waiting to Happen. Occupational Health & Safety, 72(1), 16. Shannon, M. P. (2010). Managing the Changing Face of Talent. Law Practice: The Business Of Practicing Law, 36(4), 56-57. Shermont, H., & Murphy, J. M. (2006). Shadowing A winning recruitment tool. Nursing Management, 37(11), 30-40. Read More