Business Expansion and Sustainability - Impacts of the Job Requirements in Staffing - Research Paper Example

Business Expansion and Sustainability Business Expansion and Sustainability As earlier discussed in assignment the scenario revolves around a company, which own a tender to recruit employees. As the human resource manager, therefore, I developed the strategic staffing model as well as the staffing plans. In addition, I developed the human resource management model, which particularly involves external and internal staffing. This paper furthers the scope of human resource management studies by discussing more aspects in reference to the scenario. Job Requirements First, I would need certifications from the employees. In details, I would need the applicants to have a degree, say, in business administration or construction project management. The degree should be from a recognized university. Secondly, the applicants for the post should have an experience of not less than 3 years in the particular field required for the job position. Thirdly, the applicants should be registered with the professional bodies recognized by law and the government. Impacts of the job requirements in staffing Firstly, recruiting knowledgeable candidates who are conversant with the stated field will ease the placement of the recruits in the vacant positions. The job requirement of having a degree from a recognized university will make the staffing process easier in the placement stage. Also recruitment of qualified candidates ensures creates a pool of highly ranked employees in the organization and this improves the brand name of the company. As a result, the good brand name attracts more trained workers for the business operations (Bechet, 2008). Secondly, the previous work experience required from the candidates is essential in staffing since it enables selection of employees with of the right quality in terms of technical knowhow in the stated field. Additionally, the job requirement in previous work experience guarantees the organization little or no employee training in the future. In this way, the organization can be relieved from the costs spent in training and indeed direct it to other activities of the organization. The most effective strategy to ensure that the applicants meet the stated job requirements is by enquiring certificates and CVs from them. They should carry with them the academic certificates, work experience and registration documents from the professional bodies that are concerned with the particular field. In this way, you will screen the documents to ensure that there not forged, and, as a result select the applicants, which are just enough for the vacant position. Recruitment plan A long-term recruitment plan that is in line with the company’s recruitment strategy is essential so as to ensure easy selection of the right quantity and quality of employees. It should also address the succession planning in staffing, which involves obtaining employees from the company’s internal environment or hiring the retirees (Bechet, 2008). A typical recruitment would contain elements such as the recruitment timeline, placement goals, advertising resources and channels, as well as, the resume banks (manager inventory charts). The recruitment timeline is the most basic element of a recruitment plan. You should know the exact date, which you will fill the position so as to determine the most appropriate dates for advertising. Additionally, you should provide an application deadline date and specific dates for interviews. In this way, you will have successfully planned on how to recruit employees in a timely manner. The placement goals should also be stated in the recruitment plan. For example, a well-structured recruitment plan would ensure that the hired or recruited employees include women and individuals with disabilities. In this way, the plan can inform the managers involved in selection of employees in the long run, to include the minority groups, women and disabled people. These goals would also ensure the achievement of the entire staffing process in recruiting and placement of employees (Caruth and Pane, 2009). Another essential component that should be included in a recruitment plan is the advertising channels and resources of the organization to be used for this purpose. For example, it should be indicated in the plan whether the job descriptions are to be advertised on the company’s website, TV or newspaper. In this way, the human resource managers involved in recruitment of employees in the future would use the stated channels and resources. There should be a resume bank or the manager inventory chart where the human resource managers can use to recruit the employees in the internal business environment, as well as, the retired workers. These banks or charts are important in succession planning since they provide a history of the employees who have ever worked in that organization in line with their respective performances. Branding Strategies Employer branding strategies are necessary in attracting qualified applicants to the organization. Together with the favourable communication methods the branding strategies will reach out to many potential employees of the organization, as well (Gatewood, Field and Barrick, 2011). The first branding strategy would involve incorporation of the mission, vision and values of the organization during the job advertisements. It is more sensible to include the company name and brief profile so as to appeal to more applicants. It is evident that applicants tend to trust the job vacancies, which are accompanied by the company’s mission and vision and more so the company logo. There is indirect communication between the company and the prospective applicants. Therefore, when you communicate the company details, you will increase the number of qualified applicants. Effective communication is also a branding strategy that attracts highly qualified employees. It ranges from written, oral to audio visual communication. For example, the job advertisers on TV should be clear and unambiguous. The written description of the position should include all the details ranging from requirements, roles to the amount of salary. Another important branding strategy is advertising with digital channels, for example, on the company’s website or the TV. As a human resource manager, I would advertise the job opportunities via the company website, the daily newspaper and on TV. Using the company’s official website is formal and would reach out the prospective applicants very fast. The integration of the website with effective written communication is likely to attract highly qualified applicants. Also, the use of social networks would make sense if the information about the job is communicated in formal way. Common social networks that can be used include LinkedIn, Facebook and Twitter. Employee Selection Processes Interviewing the applicants is a major process towards selecting the required employees who meet the job requirements stated earlier. The company should have deployed the resources required for the interview long before the interview takes place. After the interview, as the human resource manager, you should shortlist the candidates that have qualified for the next interview. In this way, you can obtain qualified employees at the end of the process (Caruth and Pane, 2009). The best selection criteria can be broken down into five different components. First, the human resource manager should arrange for competency-based interviews. They should draft interview questions that would guide the HR panel to select the best candidate. Those who win in the competency-based interview after succeeding in the set questions should be referred to the next interview or placement to the vacant positions. Secondly, the interviewers should assess the communication skills of the applicant by engaging in discussions with them. The panel members should point out the certain points with communication problems and grade the candidates accordingly. Other than that, the company HR should assess the ability of the applicants to read, write and operate a computer. In this way, they would be assessing whether the applicants are worth for job. Those with excellent communication skills should be selected for the subsequent interviews or else declared ready for placement in the organization (Caruth and Pane, 2009). Another important component of the selection criteria is the evaluation of the organizational skills in terms of how you have arranged your documents, dressing code and the overall movement particularly on the seat. The interviewers can select good employees using those criteria. The last selection criteria are assessment of the ability of the employee to cope with future changes. It involves performing aptitude and psychometric tests on the applicants. Competency-based interviews would guarantee the selection of the competitive workers, who would increase and preserve the organizational knowledge. Additionally, selection of employees with excellent communication and organizational skills ensures healthy internal business environment. This environment would contribute to the growth of healthy corporate culture that retains employees. The selected employees who can read, write and can cope with the future organizational changes are very important to an organization. These employees will not resign from their job in times of administration or technological changes in the future. Employee Assessment Methods The most effective and common method used in evaluating the employees is through interviews. Interviews provides direct access to the candidates where the panel members ask the subjects questions. You can test the confidence levels, communication skills and organizational skills of the candidates through an interview. Another aspect that makes interviewing the best method of assessing the job applicants is the competitive nature of the whole process. The interview questions are presented to every applicant and thus the analysts get an opportunity to compare the performances of the candidates and rank them accordingly (Mayo, Goodrich and PLA, 2002). Another test commonly used in interviews is the intelligence/aptitude testing. It involves presentation of written questions or problems so as to measure the applicants’ ability to use logic, reason and learn quickly. The aptitude test focuses on the mental and cognitive abilities of the candidates. Validity and Reliability of the Assessment Methods Competency-based interviews are valid because they give out results immediately in matters concerning communication skills and ability to relate with people. However, these interviews are not reliable because they may assess the wrong behaviour of candidates. For example, the candidates who normally fear interviews would be anxious during the meeting and most likely behave in a disorderly manner. Interviewers who follow the tests based on competency-based interviews may end up losing qualified employees. Similarly, the aptitude tests may confuse knowledgeable candidates who eventually fail due to fear and anxiety. The intelligence tests are not reliable methods of assessing the candidates’ mental abilities especially on a long term basis (Caruth and Pane, 2009). Assessment of the KSAO’s There are several predictors, which can be used in assessing the candidates’ knowledge, skills, abilities and other experiences (KSAO’s). For years the psychologists have relied on the cognitive abilities as the predictors of job performance. However, recent studies have revealed that other factors such as creativity, integrity, leadership, cooperation and punctuality can also predict the future job performance of a candidate (Gatewood, Field and Barrick, 2011). Creativity would reveal that the candidates have more abilities other than the certified academic abilities. High integrity shows that the candidate has unquestionable moral behaviours, from the mouth talks to dress codes. Leadership and cooperation would reveal that the candidate has experience and thus he/she is more likely to lead the organization in the future. References Bechet, T. P. (2008). Strategic staffing: A comprehensive system for effective workforce planning. New York: American Management Association. Caruth, D. L. & Pane, S. S. (2009). Staffing the contemporary organization: A guide to planning, recruiting, and selecting for human resource professionals. Westport, Conn: Praeger Publishers. Gatewood, R. D., Feild, H. S., & Barrick, M. R. (2011). Human resource selection. Mason, OH: South-Western, Cengage Learning. Mayo, D., Goodrich, J., & Public Library Association. (2002). Staffing for results: A guide to working smarter. Chicago, Ill. [u.a.: Public Library Association. Read More