Recruitment, Selection and Retention Processes - Case Study Example

1. Developing Recruitment Procedures Strayer (2005, 8) described that there are different ways technology could be utilized to improve the efficiency and effectiveness of recruitment processes. These include the use of Internet and other forms of Information Technology. With the Tim’s firm setting up a website with which to hire and keep a talent pool using the process of employee referrals, it is possible to put up advertisements that could reach millions of potential applicants, which small Job Boards couldn’t do. And potential applicants can quickly send in their applications through email and other accepted medium, including text messages and fax. In case of selection, it is possible for the recruiters at Tim’s firm to scan through the emails sent in by the applicants using a palm-held device. Using this gadget, the Tim’s firm can quickly go through the applications as the recruiters move from one place to another (Strayer 2005, 8). These systems would make selection processes faster than the traditional methods normally used by the Tim’s firm. Tim could obtain support from his superiors by outlining the advantages listed above. Most importantly, using IT to process recruitment comes at a cheaper cost. This merit of cost-effectiveness should be the main advantage Tim should hammer on while discussion the approach with his superiors. 2. Tim can communicate this new policy of recruitment using Information Technology to his senior managers or superiors through the following processes as suggested by Armstrong ( 2006, 75): First of all having a personal conviction that the changes Tim wants to suggest are real and would be helpful to the organizational growth. Assessment of the costs and the resources already available in the organization. Communicate the changes to the senior managers. Involve the senior managers in deliberation on the new policy proposal using IT for recruitment. Follow-up the suggested new policies. Follow the organization’s procedure for such an action, and pay attention to management rules. 2 3. Communicating the new polices about recruitment and selection within an organization could take different forms: According to Sofer (33-41), new policies/procedures could be communicated to different parts/departments of an organization through the following methods: Colleague-to-colleague discussion: It is possible that workers can help to communicate new organizational policies about recruitment and selection to one another. This occurs in an environment where there is peace among the employees(Sofer 2003, 33-41). And it is nice because it is a kind of informal training among the employees. Training and Staff development workshops: The Tim’s firm could organize training and workshops for their employees in order to inform them of the new policies of recruitment in the firm (Sofer 2003, 33-41). This method would give the employees confidence realizing that they are officially hearing the new policies from the firm directly. Unlike colleague-to-colleague discussion, where some statements may be regarded as mere rumors and not taken seriously. Superior-to-subordinate communication: It is also possible for the new policies to be passed down from the superiors like senior managers to their subordinates (Sofer 2003, 33-41). Information outlets: Some organizations. especially large ones, use different information outlets to disseminate new procedures/policies to their workers: These include newsletters, pamphlets, workplace manuals and so on. 2. Recruitment, Selection and Retention Processes 1. Since Arthur is going to grow old, his firm is in need of an external Human Resources/ Facility manager who will carry out not only the recruitment of the employees, but also work on retaining them (Cooper et al. 2003, 169-171). It is the duty of HR/Facility manager to determine the appropriate incentives the firm could use to hold employees down, bearing in mind the 3 organizational goal for profit-making and continuous business operations. In fact, Arthur’s future human resources needs doesn’t lie with him since he has not been able to come up with a great idea to turn around the recruitment exercise for his firm. So, an independent and experienced HR manager should be hired to help the firm out. 2. This is the detailed draft of Facility Manager’s job description for a private sector (Cotts, 18-20): (a) Handling of all issues relating to the recruitment, selection and retention of employees. (b) Reduction of excessive staff and costs of operation. (c ) Handling of staffing instability in a firm. (d) Effective management of organizational processes with the hope of producing better goods/services. (e) Manage the procurement processes for the organization with a great emphasis on long-term relationship, negotiations, quick responses and quick turn-around. (f) Must be a good communicator who will be bold to talk up any employee that has some complaints about the firm. (g) Manage the firm in such a way that the organizational goals could be achieved without raising the costs of operation or having some debts. (h) Should aim for profit-making ventures. (I) Should create an environment where by long-term expansion and efficiency could be attained while contemplating on the factors to be improved or changed in order to position the company for optimal performance in the face of deterioration and competition from rivals and 4 uncomfortable economic situations. 3. The best advertising strategy for CCC is the one that focuses on the information about the good quality of services offered by the firm, while inviting the customers to forge a robust relationship with the firm (O’Shaughnessy 1995, 462). This kind of advertisement will help CCC to outdo its competitor by making the firm appear social-conscious, whose first plan is to cater for the needs of the society. No doubt that some of the customers carried away with this advertise would end up becoming the firm’s employees or volunteers in case there is a shortage of staff. 4. Since Arthur’s firm faces the problem of retaining its junior employees, he needs to hire a Human Resources Manager who has an enviable skill of employee motivation, incentive and enjoying good rapport with them. On most occasions, workers will continue to work for an organization where their efforts are valued, no matter what they are given as salaries. 3. Arthur’s Selection Processes (a) The two main key activities that would constitute Arthur’s approach to selection are testing/screening and interviewing (Smith and Mazin 2004, 15-21). By doing these, Arthur can determine their seriousness to work at his firm long-term. (b) The best training that could help Arthur in the recruitment and selection processes is basically the talent-identification training (Smith and Mazin 2004, 15-21). This would help Arthur to understand the different kinds of skills demonstrated by the applicants while comparing what they can contribute with what CCC actually needs. As a result of this, Arthur can discover who out of the applicants would be willing to stay for a long time on his firm’s board, and separating them from those who are just looking for a short-time employment. 5. 4. Employment and Salary 1. The job should be offered to Shelley Veltman because of her supervisory experience which CCC needs to manage its human resources requirement. She is also enthusiastic about the job, which is a great characteristics (Miner 2001, 47). And the salary should be $42,000 to encourage her to leave her present job and beat whatever counteroffer her current employer might wan to offer her. 2. It would great if CCC could offer the following inducements to Shelley in order to encourage her to quit her present job: employer health scheme, pension program, child trust scheme, extra hour during the week if she works on a weekend, big pay for overtime work, car loan, travel allowance for holiday and free training. Usually, incentives like this will surely make her loyal to Arthur (Salvador 2005, 5). 3. Dear Ms. Anybody, It my great pleasure to offer you the post of a Facility Manager in my firm. Based on your performance at the interview and your great experiences in the area of corporate supervision and management, I will be glad to have you aboard. Apart from a basic salary of $42, 000 per year, you are entitled to the following incentives, which include employer health scheme, pension program, child trust scheme, extra hour during the week if you work on a weekend, big pay for overtime work, car loan, travel allowance for holiday and free training. I look forward to receive your acceptance letter within a week, if possible. Yours faitthfully, Arthur No-money. References Armstrong, Michael. 2006. A Handbook of Human Resource Management Practice. London: Kogan Page Publishers. Cotts, David G. 1999. The Facility Management Handbook. New York: AMACOM Div American Management Association. Dominic, Cooper, Robertson T. Ivan, Tinline, Gordon. 2003. Recruitment and Selection: A Framework for Success. Andover, UK: Cengage learning EMEA. Miner, John B. 2007. Organizational Behavior. New York: M.E. Sharpe. O’Shaughnessy, John. 1995. Competitive Marketing: A Strategic Approach. New York: Routledge. Salvador, Ramon G. 2005. Labour Supply and Incentives to Work in Europe. Surrey, UK: Edward Elgar Publishing. Smith, Shawn A. and Mazin A. Rebecca. 2004. The HR Answer Book: An Indispensable Guide for Managers and Human Resources Professionals. New York: AMACOM Div American Management Association. Sofer, Cyril. 2003. The Organization from Within. New York: Routledge. Strayer, Susan. 2005. Vault Guide to Human Resources Career. New York: Vault Inc. Read More