Analysis of Portland Oregon Firehouse Recruitment Process - Report Example

Analysis of Portland Oregon Firehouse Recruitment Process In the Portland Oregon Firehouse, the department in charge of personnel services affords the public and staff in the ire department with services in general administration. These include the reception of employment opportunities, orientation of new employees, examination information, and performance evaluation of personnel. In addition, this section provides the fire department with services ascribed to recruitment, promotions, transfers, and terminations. The paper herein analyses the processes adopted by this firehouse in recruiting its employees. Job Review and the need for the position Upon the retirement, resignation, transfer, or an employee or the authorization of an available position, the fire department begins the procedure for search and selection. Supervisors make considerations regarding the job’s necessity, and whether it adds value to the team as well as service delivery. They also ascertain the sources of funding for the position. If the position requires updating, the human resource management is charged with re-evaluating the position specifications and giving advice with regard to grading. Next, they review the kind of employment that can be offered; whether part time, fixed contracts or full-time. This rationale in the organization is effective in terms of costs and time, since if the organization has employees who can satisfactorily fill such a position, then the management does not have to waste resources and time recruiting other personnel. Following a decision to hire, the director is responsible for ensuring the completion of a Position Management Form, which is sent to the employee development and human resources department. Advertising: Job Posting Upon advice for a vacancy, the Employee Development and Human Resource unit reviews the existent description and make appropriate corrections. They then post an announcement for a vacancy, which stands for not less than five days on the bulletin board and website responsible for human resources. The duration of time allocated for advertisement of the job position is however quite minimal. They need to have a longer duration for advertisement in order to allow an extensive number of individuals the opportunity to access the information and submit their applications. The organization’s postings are forwarded to the Oregon labor department for applicant referral and their reference. This procedure is quite effective in the sense that it encourages the referral of applicants from a variety of sources (Brown, 29). Selection Process Screening of Applicants All the applications submitted to the Human Resource department are read, and candidates are selected for an interview based on the specifications and description of the job. At this stage, the organization does not introduce new criteria for assessing candidates, and this emerges as a strength in the sense that the firehouse is able to remain fair. Management charged with interviewing are responsible for completing shortlisting and making sure that the process is devoid of discrimination that is unlawful. As good practice, the organization interviews all candidates that fulfill initial requirements; 20 years of age or more, have a valid driving license issued by the state, and have a high school diploma. Some organizations do not interview every candidate who applied, so on the side of the firehouse, this is a demonstration of equal consideration of qualified applicants. The Human Resource department consequently sends out letters of invitation to all the qualifying applications with in interest of undertaking the Physical Agility Test. The test entails stair climbing, obstacles course, half-a mile run, hose drug, and climbing an aerial ladder. The agility test adopted by the organization as an initial recruitment approach is essential in the sense that being a fire service work post, candidates need to be physically fit. As such, this test eliminates those who emerge as being incapable of undertaking strenuous and demanding activities ascribed to the organization. Arranging Interviews Management charged with the interviews have an obligation to schedule times and dates for interviews and making the candidates aware of the selection tests to be used. To make sure that each applicant I treated consistently, the human resource department develops a patterned form of interview. They ask specific questions related to functions at work, the educational background of applicants, required skills, as well as previous experience. A weakness that emerges from this step is that on the basis of patterned questions, candidates might canvass or share information with others going for the same interview (Yeung, 38). As such, the entire interviewing process might be flawed in the sense that candidates scoring highly might get prior access to information. Selection Tests The Human Resource department sends out invitations to every individual who was able to successfully complete the agility test to take part in recruitment examinations at the entry level. The department makes use of a test called the Comprehensive Examination Battery, and an examination called the Work Styled Inventory. The Comprehensive Examination Battery’s focus is on several traits and skills deemed essential to proper job performance, and includes reading ability, cognitive capacity, and selected individual characteristics. Inclusion of individual characteristics in the organization’s selection tests is an effective tool that enables the panel pick out extraordinary traits that may be instrumental for the job position. Certain candidates have distinct characters that make them stand out, and this can ease the recruitment process in terms of longevity. The Work Style Inventory’s design measures the traits needed to maintain good relations with fellow workers at the station, as well as the ability to work with members of the public who possess personalities that are out of the ordinary. The Work Style Inventory is forecasts performance in terms of attention to detail, effective teamwork, dedication and commitment, receipt and response to instructions, fire suppression duties, and job performance in the overall sense. The Comprehensive Attention Battery is scored as a fail or a pass and a list of performance bands is generated for candidates who passed, based on the candidates’ performance in the Work Style Inventory. Candidates emerging in top bands are consequently notified to take part in the process of interviewing. The Interview The interview is intended to select the individuals best suited to the job, based on pure suitability and merit. Each candidate is asked the same initial question. The human Resource is consistent by allowing the presentation of notes and material. Each question is graded based on the candidates’ answer, with the positions being negotiated to the candidates who rank highest. Reference Check Other than assessing each candidate’s merit, the panel goes out of its way to ascertain that they are satisfied with the honesty, consistency, and authenticity of the information given by the candidate in terms of qualifications, work history, and any evidence cited during the interview. This is also strength in terms of making sure that that they are not working with duplicitous personnel or quacks masquerading in their profession. As Taylor (105 highlights), it is imperative that an organization hires competent staff with verified accompanying skills that are unquestionable, instead of hiring individuals who are later bound to emerge as fraudulent and compromise the organization’s integrity. Criminal Background Check In a bid to ensure a secure and safe workplace and avert the possibility of litigation based on a negligent recruitment process, the Portland Firehouse conducts out and out background checks on the candidates selected for the position. Employment is conditioned on executing a criminal record consent form and the consequent consideration of a candidate’s criminal history. As (Leighton, Patricia, and Giles, 57) posit, this is also an effective step in the organization’s bid towards ensuring that they do not hire felons who are wanted by the law, or individuals with a proven record of malpractice at work. Hiring Decision In selecting candidates who emerge successful, the interviewing panel makes its decision on the basis of eligibility and merit of candidates in light of; their performance in the interview, their qualifications, and the outcome in the selection tests. Recommendations Based on the analysis of the organization’s recruitment process, two primary recommendations can be adopted to ensure ought and ought employee selection I the future. In light of the interviewing rationale, the questions need to be random and not patterned. This way, as cited by (Yeung, 42), the organization will be able to beat canvassing and discussions that might compromise the integrity of the organization in terms of interviewing its personnel. Another recommendation is the need to adopt screening for drugs during the recruitment process. Being a fire and rescue organization, its employees need to be free from drugs and in tip top health. In this regard, drug tests should be incorporated into the organization’s recruitment manual to ensure a drug-free workforce that is ever-present for duty. Works Cited Brown, Jane Newell. The complete guide to recruitment a step-by-step approach to selecting, assessing and hiring the right people. Philadelphia, PA: Kogan Page, 2011. Print. Leighton, Patricia, and Giles Proctor. Effective recruitment a practical guide to staying within the law. London: Thorogood Pub., 2006. Print. Orrick, W. Dwayne. Recruitment, retention, and turnover of police personnel: reliable, practical, and effective solutions. Springfield, Ill.: Charles C Thomas, 2008. Print. Taylor, Ian. The assessment and selection handbook: tools, techniques and exercises for effective recruitment and development. London: Kogan Page, 2008. Print. Volunteer recruitment tool kit. Hobart: Tasmania Fire Servic, 2007. Print. Yeung, Rob. Successful interviewing and recruitment. London: Kogan Page, 2008. Print. Read More