Employee Services in Human Resources - Essay Example

Human Resource Proposal Executive summary Every Human Resource department is tasked with recruitment, selection and administration of salary for any staff vacancy arising within an organization. Exclusion to any normal hiring practices relating to salary and qualifications are subject to the approval of the top management within an organization. Anybody inquiring about a permanent employment can always be referred to Human Resource development. According to Armstrong, (2009), Human Resource is dedicated to offering timely services to head of sections in identifying and employing applicants who are qualified for every position. Human Resource can entirely facilitate this program. Any questions that may be experienced during the process of selection and recruitment should be directly addressed with respective Program manager or Employee services in Human Resources. What to be done when there is a vacancy All options should be considered When there is an opportunity for a vacancy, one should re-evaluate the vacant position and not make the assumption that it can be automatically filled on the current basis. To assist in the evaluation process, you should make a consultation with the person holding the position and probably their valued customers and look at their duties and responsibilities of the post at the same time also putting into consideration: Is it the best solution to replace a staff or a member directly? Can the job be done on a part time basis? Can other staff members be redeployed to do the same job? Can the same work be re-arranged in a manner that other staff members can cover all or part of it? There may be a need to make a direct replacement in which the recruitment process should start immediately so as to reduce the gaps during service delivery If duties and responsibilities are being changed, one must ensure that grading is still suitable, and the outline of revised role should be presented to the Human Resource Manager for grading immediately. It should be noted that grading has to be done before making an advertisement. It is worth noting that whenever there is any vacancy within the organization, advertisement should be done (CLIFFORD, 2008. ). Advertisements will not be made only if the appointment will be less than six months, or if a grant on research has been awarded and has an identified researcher. The post should be graded In case it is a new post, or if either of the responsibilities/duties have been considerably changed, it should be graded so as to ensure appropriate and fair pay. Vacancy Advertisement Completion of job requisition and getting appropriate authorization The first step of advertising the job for graduate trainees is to complete job requisition in the organization’s recruitment system. All the posts should be evaluated so as to ascertain whether they should be subjected to vetting or not. Consideration on where to place the advertisement and time for the advertisement The organization’s job requisition should provide on where to advertise and also consider whether the post could be internally recruited (Lewis, 2003). If there is a need for external advertisement, HR will offer enough information on costs of advertisement and also make necessary arrangements for the placement of any adverts. Online recruitment advertising is recommended since it is time-efficient, cost effective way of advertisement and reaches potential candidates internationally Timescales for advertisements Jobs have to be advertised for a minimum period of two weeks. When coming up with time to be taken for advertisement, the role of a specialist has to be considered, when a selected candidates should fill the positions and the present job markets. On contrary, advertisement may run for at most one month to allow eligibility for application of work permit. Plan timings for the process of recruitment and selection The organization’s Requisition will request for approximate days for short listing and interviews of qualified people. Since application information is readily available immediately after the closing date, short listing can start the following day. Short listing has to start immediately following the closing day of posting (Armstrong, 2009). Interviews should not be longer than one week after short listing. This will provide enough time for invitations to be sent and enough time for the prospective candidates to get prepared. Considering the selection process Job requisition will provide for the process to be involved during the selection process. One can have several processes of selection once the candidates have been selected. For instance, in addition to an interview, you may decide to have some tests to assess presentations, skills; round two of the interview. Manager in charge of recruitment will decide on the processes to be involved. Lectures and interview presentations Candidates can be asked to deliver a lecture or short presentation since can be a valuable way of the suitability of the candidate to be appointed for the position. For appointment as graduate trainees the exercise would assist to: Enable the assessment of the candidate’s communication and lecturing skills, including their ability to answer the questions Identify if the candidate’s research interest can be incorporated into the research plan of the department For support posts a presentation will assist in: Assessing oral presentation skills, particularly where the person holding the post is likely to present information to groups of people Understanding more about the previous work done relating to the role they are being interviewed for. Where the lecture or presentation is included during the interview process, the person chairing should select from person conditions objective criteria to be used in individual assessment. It is very important for all the committee in charge of appointments to attend the lecture or presentation Staff from other sections may be invited to attend the presentation or the lecture, and if at all that is the case, it is paramount that they must attend all the lectures and presentations to ensure equality. The interviewees must be given proper guidance on what they are supposed to be speaking about and the criterion used to appraise them. There should be some relevance on the subject of the presentation to the position. In addition, candidates should be informed of what tools will be offered and whom their audience will be (Armstrong, 2009). During the interview process, the room should be quiet, and all the needed equipment are readily available and working. Space should be provided for the candidates to wait with copies of organization’s brochures available. After each candidate’s presentation, question time should be given to the audience. Assessments Assessments can be included so as to complement face to face meeting and also allow practical assessment of skills. A variety of assessments can also be used and should include realistic assessments of some important skills together with formal interviews. Some of the assessments include: Ability tests for numerical and verbal reasoning Presentations on chosen topics Personality profiling to evaluate management style and work style Presenting a short lecture on a subject related to the research interest or the post of the applicant The assessment should run for 15-20 minute, and one should be careful on Writing the discretion of the position for candidates This will be used on the advert to communicate to the candidates concerning their roles. The description will include the following The intended purpose of the job’s main responsibilities and duties, including any management or supervisory responsibilities and any special needs of the post e.g. shift, travel work Details of the recruitment procedure and schedule The key competencies of the position- a summary of experience and skills the position holder will be required to have so as to be aligned to the requirements of the position. Desirable and essential criteria These form an important part of getting someone into the position. This list establishes whom to appoint, and also makes the candidates to be aware in advance their suitability for the post A list of skills, experience and qualities required to carry out the job should be compiled, ensuring that those that are necessary for the post are included and can be evaluated during the process of selection The following areas should be considered when determining a criterion to be used, ensuring that anything specified is justifiable. Education, qualifications and training required for successful performance of a given job Personal attributes Type of experience Skills, knowledge and aptitudes relating to the job Any other requirements which may demand pre-employment medical check up Any other qualities or skills needed for job features e.g. communication skills, prior knowledge of a particular environment It is vital to note that the criteria to be used should not be very strict as this may prevent people from applying. It should be also too broad as it may be difficult during the selection stage. Shortlisting of the candidates Make sure all the people on the appointing panel are aware of their roles- for instance the recruiting manager will ensure that all the recruitment and selection procedures are followed. The manager will also select the appointing committee who will be responsible for short listing and selection of candidates All appointing committee members are required to participate in a short listing process to evaluate the list of full applicants against the criterion identified in the advert. The reasons for rejecting an applicant must be according to the requirements for the vacancy and should be justifiable. Shortlisting should commence immediately after the closure of applications Appointing committee members must compile an individual list of members who have qualified and incase most applicants meet the minimum requirements, the list has to be narrowed down by increasing the requirements (Ledwidge, 2007). The assessment of each member should be discussed by the entire appointing committee and come up with a final list. All the assessment should be based on the information provided by the applicants The compiled list should be kept in records for at least six months since the applicants have the right to access the data. All the applications should be regarded as confidential to the appointing committee and should not be shared out of that forum by any member whatsoever Communicating to unsuccessful applicants Whenever possible, invitations to attend the interview and emails sent to those who didn’t qualify should be done at the same time immediately short listing has been concluded. It is important to justify the reasons for rejecting those who didn’t qualify as per the requirements as described by the advert (Lewis, 2003). If at all the unsuccessful candidates request for feedback, brief and clear reasons should be provided. In case, there are internal applicants who did not qualify; verbal communication should be made to them before sending an email Selection process Preparing for the interview The format of carrying out the interview and selection process must have been decided before placing the advert and panel members should be informed in time. The candidates should also be guided on what is required of them during the interview process. Interview Convener should ensure that the interview date is well planned, and all the required facilities and equipment are availed in time Administering the interview Proper arrangements should be made on the appropriate place of the interview. During the interview process, the chair of the committee should introduce the candidate to the panel. The interview should be structured in a manner that allows each member of the committee to ask questions and allow the applicant to respond. All the applicants should feel that they are provided with an opportunity to present themselves and being listened (Ledwidge, 2007). After all the questions have been exhausted, the chairperson of the panel should advise the candidate on what to do next and thank him/her for attending the interview. Each member of the committee should record information relating to the candidate and whether the candidate has met the criteria. Deciding who to appoint Assessing the candidate Each member of the appointing committee has an equal say during the assessment process. Each member should make their own assessment of the candidate against the required criterion (C., 2011). All the opinions have to be discussed and final decision should be made. Applicants should be assessed on the basis of their performance during the recruitment process Salary negotiation Before making a placement, the following factors should be considered on the salary scale: The level of an individual’s skills and experience Responsibility and accountability of the role Salary of other staff members in the department and their level of experience, skills and knowledge Making the employment offer Successful candidates who have met all the requirements should be offered a job. Either written or verbal offer should e made to a successful candidate. It should be made clear that the offer is subject to the satisfaction of pre- employment requirements i.e. health screening and references. All the necessary documents gathered during the recruitment process should be forwarded to HR. none will be allowed to start working until a copy of a signed contract is received together with satisfactory medical clearance, references and the right to work. In order to ensure that the candidate is eligible and can successfully undertake the job, work permit is issued to them also training and induction will be provided so as make themselves get acquainted with the organization (Armstrong, 2012). Dealing with labor unions Organizations should be very careful on how they deal with employee unions. When unions are very powerful, they may raise wages and may turn the labor market into a monopoly market. Since the objective of most of the unions is to achieve higher wages for its members, it is important to come up with ways of winning them. In order to win the confidence of the union, the organization should ensure that they work hand in hand with the union leaders. They should consult them before making any adjustments especially when it comes to wages. By doing this, it becomes easy to convince them before any changes are made. Recommendation Since the graduate trainees are new in the organization, it is important for the management to create an enabling environment for the trainees to perform their duties. Empowered trainees will be willing to take responsibility for their actions make a lot of contribution and see themselves as important members of the organization In order to empower the trainees, the following are proposed recommendations Provide enough orientation Provide appropriate and clear expectations Provide proper equipment and training Offer constant recognition and reinforcement Management trainees need and want to be held responsible for their performance. Effective management must ensure that trainees have confidence in themselves, derive satisfaction in their contribution and can grow both professionally and personally through their service. The supervisors can offer orientation, review expectations and make necessary arrangements for training and equipment Bibliography Armstrong M., 2011.. 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Marchington, M.a.W.A., 2008. Human Resource Management at Work.. London: CIPD. TAYLOR, S., 2010. Resourcing and Talent Management. 5th ed.. London: CIPD. Read More