Recruitment and Selection at AG Bell Ltd - Assignment Example

A summary of the sta y framework within which all recruitment and selection at A G Bell Ltd must take place Framework of Exchange of Information in Recruitment and Selection of Managers Enterprise Applicant Opportunties for growth Job Knowledge Potential Challenges Skills Promotion of Possibilities Abilities Level of Pay Aptitudes Fringe Benefits Motivation Degree of job security Past Performance Limitations and unfavourable aspects of job The information exchange in the recruitment and selection process provides applicants with an objective description of the company and the position, while the applicants provide information about their qualifications, training and experience. Well establsiehed companies such as A G Bell Ltd project a favourable image; stress opportunities for personal growth and development; highlight potential challenges; and indicate promotion possibilities. They also advertise about pay, fringe benefits and job security. While the organization may present itself in an attractive light, the proposed opportunities should be presented in a factual and realistic manner. On the other hand, management should elicit from all applicants an objective demonstration of their knowledge, skills, abilities, aptitudes, motivations, past performances and character attributes. Of course, a number of techniques and instruments will reveal this information about the applicant. The managerial candidate can only tolerate a reasonable amount of intervieweing, testing and disclosure of personal information. Perhaps it is the duty of the managers to exercise prudence and request only information that is essential and relevant to the job. By contrast, where skills are relatively scarce, where recruitment is costly or where it takes several weeks to fill a vacancy, turnover is likely to be problematic from a management point of view. This is especially true of situations in which you are losing staff to direct competitors or where customers have developed relationships with individual employees as is the case in many professional services organisations • The approach that you intend to take to analysing the vacancy An organizational structure is composed of various positions designed to accomplish systems, goals, and objectives. Variety of managerial activities is essential to keep those positions staffed with personnel who have the knowledge, the skills, and he motivation to perform the roles effectively. It is becoming clear that considerable confusion emerges in an organization when the activities are performed independently. (Robbins, 2004) What is needed is an integrated system to deal with the total array of personnel activities. These include human resources planning, recruitment, selecting, induction, training and development, the intent of which is to attract in the organization personnel conceptualized in the design of the various positions filled. Organisations are the grand strategies created to bring order out of chaos when people work together. Organizations provide the skeletal structure that helps create predictable relationships among people, technology, jobs and resources. Wherever people join in a common effort, organization must be used to get productive results. Another difficulty in the recruitment and selection process concerns selection and hiring because time and cost are involved in making decisions. It is important to identify the factors that goes with the approach such as advertising expenses, agency fees, cost of testing materials, time spent for preparing test materials, time spent in interviewing applicants, cost for reference follow-up, medical examination, start-up time required for the newly hired candidate to get acquainted with the job, relocation, and orientation about policies of the organization. • A flow chart indicating the steps to be taken and the documents that should be produced, from initial discussions about the vacancy, through to finalisation of the appointment • Copy and layout for a newspaper or web based recruitment advertisement for the post of Team Leader (Customer Relationships) To manage the day–to-day planning, operation and problem-solving of a team of agents to meet with the required service level components, standards and sales targets, to develop the team to ensure delivery of a consistently superior customer experience by highly knowledgeable and customer-focused agents and to act as the communication conduit between Frontliners and Management. To offer creative solutions. Delivery of team sales, service level components, quality and productivity targets & indicators People Management, including all HR related issues, as well as staff development. Operational Management: Managing the floor, adherence to schedule. Ownership and problem resolution. Call monitoring, coaching and feedback, responsibility for delivery of the defined customer experience in every call. Training and development of staff. Motivation, leadership for a team of 17 and developing future leaders. Work very closely with team members to solve customer problems. Also needs to understand agents problems and weaknesses and address these. Offers solutions and suggestions for process and product improvement to management. Required making decisions on any matters relating to improving revenue generation & customer satisfaction with regards insofar as it affects call handling and call center processes. Possesses certain additional supervisory level authority for reversal of charges. Responsible for making decisions on training requirement for team members and adjusting targets to suit the needs of the business. Responsible for all HR-related issues affecting team members including conducting appraisals, confirmations, promotions and terminations. • Your ideas in respect of the best sources of suitable candidates (and your reason for this choice) It is advisable to hire a recruitment agency this way the initial selection process can be conducted by them and the latter part can be done directly with the company’s HR department. Recruitment agencies are hired by the company to perform the duties of hiring and selecting applicants for them. They are the ones who do continuous search and screening for candidates. Some companies view this as a good option for they are able to lessen the tasks they have on hand and focus on the business operation itself. These recruitment agencies may get commissions for every successful applicant. There are some issues related to working with recruitment agencies for often times, the quality of the candidates hired are overlooked just to be able to complete a batch to undergo training. (Simon, 2006) Defend your organisation against penetration by headhunters and others seeking to poach your staff. Keep internal e-mail addresses confidential, train telephonists to spot calls from agents and to avoid giving them useful information, refuse to do business with agents who have poached your staff, and enter into pacts with other employers not to poach one anothers staff. • Your ideas in respect of the most appropriate selection methods (including reference to any tests that you might consider appropriate) for this post (and your reason for this choice) In selecting employees, the one who has the best qualification that meets the requirements is chosen from among the candidates. There are two approaches to fill organizational positions. One is the selection approach, where applicants are sought to a position with specific requirements. The other is the placement approach where the strength and weaknesses of the applicant are evaluated, and a suitable position is found. (Plous, 1993) The diversity of selection methods and tests indicates that there is no single way to select applicants. Experience has shown that no matter how careful one is in the recruitment and selection criteria there are still imperfections in predicting performance. The difference between what persons can do their ability to perform and what they will do may be related to motivation. Motivation can induce an individual o produce more if his needs are satisfied. It may be inferred that, the recruitment and selection techniques and instruments used are not a sure way to predict what people will do, even assuming that they may have the ability to do it. The selection process includes interviews and tests. Before an employee is hired, an interview is conducted. Various interviews may take place t obtain the needed information about the educational qualification, training and experience of the applicant to make a final judgment. During the interview portion, there are certain questions the interviewer may ask. (Ullman, 2006) Psychological testing used in the recruitment process has some limitations especially when it purports the seeking of personal information, for it may be considered an invasion of privacy. In some cases, it has been observed that the administration of some tests unfairly discriminates against members of a particular religion or of minority groups. (Ash, 1992) • Guidelines for preparing and conducting the selection interview Before an employee is hired by the organization, an interview by the human resource department Officer is conucted. Varius interviews may take place to obtain the needed information about the educational qualification, training and experience of the applicant to make a final judgement. During the interview portion, there are certain questions the interviewer may ask. Sample questions in employment interviews are as follows: On basic attitudes 1. What were the basic considerations you have for applying in this company? 2. What are the reasons why you are leaving your present job? 3. What do you consider to be your great achievement? On specific skills 1. You said you have conducted training programs. What learning concepts did you use in designing the session? What types of employees are involved? How did you handle hostile and boisterous participants? 2. You said you have supervised people. What types of jobs did your subordinates have? Wat was your gratest concern? How did you handle it? On adaptability 1. This job requires shifting schedules. What type of schedule have yu had before? 2. This job requires you to handle confidential customer information. How would you handle this? The interview is just one aspect of the selection process. It should be supplemented by data and other information from the application form and the results of various tests. Reference checks and letters of recommendation may be necessary to verify the information given by the applicant. For a reference to be useful, the person must know very well and give a truthful and complete assessment of the applicant. Some people are adamant to provide complete information, and so an applicant’s strong points, most often, are overemphasized. • A draft induction programme and induction checklist for the new member of staff Regardless of whether there is a formal induction programme co-ordinated by HR or a less formal programme run by managers, it is important to keep a checklist of the areas of induction training received, ideally countersigned by the individual. Pre-employment joining instructions proof of the right to work in the UK (if not already done during recruitment) conditions of employment company literature Health and safety emergency exits evacuation procedures first aid facilities health and safety policy accident reporting protective clothing specific hazards policy on smoking Organisation site map - canteen, first aid post, etc. telephone system computer system organisation chart - global organisation chart - departmental company products and services security pass car park pass security procedures Official Secrets Act Data Protection Act/ Freedom of Information Act Terms and conditions absence/sickness procedure working time, including hours, flexi-time, etc arrangements for breaks holidays/special leave probation period performance management system discipline procedure grievance procedure Internet and email policy Financial pay - payment date and method tax and national insurance benefits pension/stakeholder pensions expenses and expense claims Training agree training plan training opportunities and in-house courses CPD and Personal Development Plan career management Culture and values background mission statement quality systems customer care policy employer brand • Recommendations for the way in which you will evaluate the success of the recruitment exercise Professional assessment is at the core of the HR policy of any organization, public or private. It serves as a foundation for the essential career management acts of recruitment, promotion, training and development. It is also used in restructuring actions where necessary. Recruitment evaluations can be done using a range of different services (face to face assessment, collective situational training, peer evaluation, etc.) and with a team of experienced specialists with an objective point of view, a tried and tested approach, internationally recognized tests and good logistical facilities. Ash, M.G. (1992) Cultural Contexts and Scientific Change in Psychology: Kurt Lewin. American Psychologist, 47 (2) pp. 198-207. Bradford, D.L. & Burke, W.W. eds (2005) Reinventing Organization Development. San Francisco, Pfeiffer. Robbins, S.P. (2004) Organizational Behavior - Concepts, Controversies, Applications. 4th Ed. Prentice Hall Weick, K.E. (1979) The Social Psychology of Organizing 2nd Ed. McGraw Hill Simon, H.A. (2006) Administrative Behavior: A Study of Decision-Making Processes. Prentice Hall Staw, B.M. (1981) The Escalation of Commitment to a Course of Action The Academy of Management Review, 6 (4) October, pp. 577-587 F. E. Webster (1972) Organizational Buying Behaviour. Prentice-Hall S. Plous (1993) The Psychology of Judgement and Decision Making. Mcgraw-Hill Ullman D. G. (2006) Making Robust Decisions. Trafford Stone, C. (2007) Employment Rises Sharply in UK, Unemployment Down Read More