Recruitment and Selection Process in the Organization - Assignment Example

Table of Contents 0 Project Plan 3 1 Aims of the Project 6 2 Objectives 7 The project intends to achieve a number of objectives. The objectivesare established on a SMART initiative. Nonetheless, the main objective is to look into the organization’s recruitment and selection processes in an attempt to improve and develop the cost-effectiveness and the quality of people selected and recruited to join the company (Robbins & Judge 2012, p.102). Additionally, the project intends to enhance the level of new recruits through perfecting the initial goal. As already established, the recruitment and selection processes form a core part with regard to the central functions underlying the HRM function of a firm. 7 1.3 Activities 8 1.4 Time-scales 9 November has been set aside for contingency planning and revision of the project before handing it over to the management. It is a prime period because it determines the acceptability of the proposed project. This would also allow for taking care of any emergent issue that would arise as a result of any of the risks mentioned in section 2.0. 11 1.5 Deliverables 11 2.0 Project Risk Assessment 12 2.1 Possible Solutions to the Risks 13 3.0 Creative Thinking 14 4.0 Working Together and Resolving Inter-Personal Conflicts 15 5.0 Impact of Political Behaviour on Project Success 19 6.0 Selecting the Ideas to Recommend to the CEO 21 7.0 References 23 1.0 Project Plan i. Introduction Searching, finding and hiring top of the class talent has become more critical as the globe reduces to become an interconnected village (Dutta, 2014:100). Competition, high costs, economic uncertainties and other variables mean that a business must ensure they have the best talent, the best employees and management team for the success of a business. A great deal of human resource practitioners use a lot of time performing tasks that are associated with the processes of recruitment and selection of employees (Ertug and Castellucci, 2013:423) These processes may range from a one-off episode of recruitment to main recruitment campaigns done to select and recruit replacement employees, specialist skills employees, graduates, and trainees and so on. Human Resource practitioners are therefore in a constant process of gaining experiences in the fields of administration, interview conducting, as well as other activities in the selection and recruitment processes connected with staffing a firm (Fabel and Pascalau, 2013:63). According to past research, it is recommended that every employer go through the recruitment practices and review the selection process and criterion. Additionally, their culture used in employment to get rid of potential discrimination practices in terms of race and gender. With regard to the above, the project that will be implemented will seek to identify; effective practices and methods used by an employer to identify potential skill gaps within the organization, effectiveness of a number of recruitment practices and methods in addressing the skill needs, practice and policies (cultures) of work that influence recruitment of special groups positively, and how to incorporate recruitment intermediaries and agencies in helping the firm to shape their strategies with regards to recruitment and processes as well as defining the criterion of selection. ii. Swot analysis Swot analysis is an important analytical tool that helps identify the needed changes through identification of the strengths, weaknesses, opportunities and threats (Novicevic, Harvey, & Autry, 2009, p.172). In management of a given project, it is used to highlight individual areas of a project that need changes for progress. Robbins & Judge (2012) noted that it analyses particular activities of the project so that the potential of these activities is optimized. The swot analysis is effective in mitigation of the risks that may be causing losses to a company. The typical issues that would be raised through a complete swot analysis can be categorized as follows: these take the case of recruitment as referred by the objectives and aims. Strengths: It is important to determine the in-house skills that are necessary for the cause. This allows in determination of the level that need to be added. Secondly, budgets have always been a risky issue that hampers the progress of many projects. If the company has financial strengths, then it has the strengths to carry on with the project (Robbins & Judge 2012, p.101). Measurement of the costs against benefits is strength in a project. In essence, a new project is supposed to serve as a source of strength for any given company. The new recruitment drive may for example involve an input where new recruits come with new technology in the market. When the project also lies in the proposed schedule due to availability of resources, then the company will have a new set of employees that are of added advantage to the company (Raftery 2003, p.29). It is worth noting that lack of these strengths will lead to an organization requiring a change programme. Weaknesses: According to Atkinson (2010) availability of weaknesses also acts as the genesis of all risks in a company. One of the greatest weaknesses that are also a risk is lack of funds. If a project is bound to increase the resource expenditure of the company, then this is project weakness and there might be need to change the strategy. Some projects also have drawbacks either in the long run or short run. In such cases, the weaknesses associated with the project override the possible strengths (Robbins & Judge 2012, p.102). Sometimes, the recruits in this project may have special skills that may require outsourcing of either monetary resource of other trainers. This may be a point of weakness. The schedule may also pause as a weakness in managing a project (Raftery 2003, p.29). If the project takes more time than is required that it becomes expensive, then an alternative needs to be found. Opportunities: This is a very determining factor in project execution or rejection. Opportunities in this case can be obtained through analysis of the competitors. If the competitors have better human resources, then it is worth taking the risk to improve (Robbins & Judge 2012, p.102). The other opportunity is dependent on the industry trends. This could be a change in technology that the current human resource needs to progress or better working facilities. Threats: Threats may appear from a collection of sections in the market and the most important is an established human resource system in other companies that the current system at the company cannot match (Raftery 2003, p.29). Secondly, other external issues like global economic conditions and high staff turnover In essence, the internal strengths and weaknesses measured against the external opportunities and threats determine the need to have change in a company project. Therefore, the aims and objectives of this report will depend on the existing relationship between these two groups’ parameters (Barney, 2001, p.49). 1.1 Aims of the Project The purpose of this project is to carry out an investigation in the recruitment and selection process in the organization. The reason is to value and effectively improve the level of the quality of the work and cost effectiveness that these bring to the company. On having a rating on the company levels, the levels of the new recruits and their engagements with the organization will be measured. The analytical process will therefore lay in the objectives of the project with the aim of improving the final quality of the whole process. 1.2 Objectives The project intends to achieve a number of objectives. The objectives are established on a SMART initiative. Nonetheless, the main objective is to look into the organization’s recruitment and selection processes in an attempt to improve and develop the cost-effectiveness and the quality of people selected and recruited to join the company (Robbins & Judge 2012, p.102). Additionally, the project intends to enhance the level of new recruits through perfecting the initial goal. As already established, the recruitment and selection processes form a core part with regard to the central functions underlying the HRM function of a firm. Objectives Action Plans To reduce the costs of the recruitment and selection processes by 15% To reduce the process recruitment cycle by 20% To improve the quality of new recruits by 10% To increase the number of engaged staff by 12% Reducing recruitment cycle times Improving recruit quality by providing guidelines to the members of the panel Improving recruitment techniques by providing guidelines to the members of the panel Increasing the number of events which promote collaboration Increase the number of participants in employee engagement surveys. 1.3 Activities Initiation This is the stage in which all available recruitment ideas are analysed to select those that fit the organization. The team in charge of the decision making decides on the task that can be accomplished effectively (Raftery 2003, p.29). Planning At this level, the project plan or charter is determined and put in writing. It outlines the work to be done (Robbins & Judge 2012, p.102). The implementation team prioritises the best method, calculates its value and determines the available resources for the project. Execution At this point, there is resource distribution and the implementation team is informed about its duties. All project related information is made available (Kerzner 2013, p.19).. Monitoring and Control This is comparison case in which the original plan is compared to the practical development of the project (Raftery 2003, p.29). This is an aspect of comparing the workability of the resources with respect to the initial plan. There is possible schedule adjustment to facilitate materialisation of the project as planned. Closing This is a case in which the project is completed and there is evaluation of the success rate. In this case of human resource recruitment, the success lays in the realisation of the objectives and the aims (Kerzner 2013, p.19). 1.4 Time-scales Objectives 2015 2015 A Developing Professional Practice Jul Aug Sep Oct Nov Dec 1 AIM 1: cost-effectiveness                                                                                   1.1 Sub Task: quality                                         1.2 Sub Task: Enhancement of recruits                                         2 Activity: Proof of Principle studies (e.g.)                                           Past Studies                                           SWOT Analysis                                         3 Activity: Internet Activation                                         3.1 Social Media registration                                         3.2 Website creation                                         4 Activity: Agents and Recruitment Partners                                         4.1 Selecting the Best Agencies                                         4.2 Partnering to Attract Talent                                         5 Activity: Leaving time for contingency changes                                                       November has been set aside for contingency planning and revision of the project before handing it over to the management. It is a prime period because it determines the acceptability of the proposed project. This would also allow for taking care of any emergent issue that would arise as a result of any of the risks mentioned in section 2.0. 1.5 Deliverables Project plan This is the plan that takes to account the fact that there will be a comprehensive plan consisting of collection of deliverables (Raftery 2003, p.29). In this case, the deliverables are the accomplished recruits and drop in the cost of managing them. These must be defined with the highest level of accuracy. Project schedule The schedule must have a well-defined time schedule for all the activities for the six months under focus. These make sure that every stakeholder is aware of their duties and the time in which these duties will be carried out. Monthly project reports Over the six months, there is supposed to be frequent periodical reports to the supervisory team about the level of progress of the project and the changes so far at that specified time (Raftery 2003, p.29).. Recommendations Report The recommendations are based on the monthly reports that determine the progress of the project. Final Project Report Before the final report is given to the management, there will be a contingency plan in the second last month that will allow for changes in the final decisions made over the entire period. 2.0 Project Risk Assessment Several risks may cause the unsuccessful completion of the project (Bloodgood & Jr, 2003, p.112). One of the risk areas for the project is inaccurate estimates of the tasks and costs, which may negatively affect the project plans, budget, schedules and credibility. Another risk is the lack of cooperation and commitment from the team members. Moreover, the problem of insufficient resources to complete the project is another risk which may arise during project management. Risks can be identified through strategies such as the PESTEL analysis and regular risk audits (Raftery 2003, p.29). The risks are then ranked and their consequence and significance identified. To enhance accountability, individuals are assigned the responsibility to manage the identified risks (Kendrick 2003, p.16). Then, the measures to be taken for all the identified risks are documented. The risk management processes are reviewed and improved over time through strategies such as continuous improvement. 2.1 Possible Solutions to the Risks The identified risks can be resolved through several strategies, including avoidance, absorption, containment, reduction and transference. However, the specific solutions to the identified risks can be found. One of the ways of dealing with the risks is that a contingency plan must be created to deal with the unavoidable uncertainties (Busenitz & Alvarez, 2001, p.47). This allows for use of the Available resources on critical tasks first as opposed to spreading them all over the available tasks. This is also the surest way of dealing with inaccurate estimation of the costs and tasks to be carried out. In essence, if there was under-estimation, then resources put in the contingency risk plans are used to offset the deficiency. The second risk as stated is the idea of lack of effective co-operation and commitment. This risk can clearly paralyze an entire project. Resolution of such a risk lies in early identification of the risks and effective communication. Kendrick (2003) noted that lack of co-operation occurs when the level of communication and expected levels of commitments are not effectively communicated to all the direct stakeholders. Therefore, the possibility of these risks happening should be made to be part of the plan. Resolving the aspect of lacking resources can be resolved by earlier sifting of the available resources into resolving the critical tasks as opposed to the less critical tasks. In this case, there will be the possibility that the final tasks will be completed as sourcing for other resources is done. This can also be resolved through creation of resource contingency plan. 3.0 Creative Thinking One of the project aspects where creative thinking is required is in managing and resolving crises. Crisis may occur in terms of delays in time or resource allocation. If a crisis occurs in the course of the project, creative thinking is important in order to come up with effective ways of overcoming it and proceeding with the project (Demeulemeester, Kolisch, & Salo, 2013, p.194). It is important for the entire team to voice ideas about the best course of action to resolve the crisis to prevent the failure of the project. Creativity is very important to solve new problems which arise during the project. Sternberg’s model of creativity posits that there are three thinking styles, namely executive, judicial and legislative (Adams, 2007). According to the model, creative people have a legislative thinking style, which enables them to formulate challenges and come up with new rules. According to this model, creative thinking can be encouraged by enabling people to use styles which produce creative outputs. They should also not be punished but rewarded when they try to think creatively, even though they make mistakes (Adams 2007, p.68). There are several methods of encouraging creativity among project team members. The project leader should encourage the team members to brainstorm ideas regarding the crisis. This enables the team members to feel valued and important members of the team. As a result, they think of innovative ideas and share them. The project leader considers the input of every member and the team works together to select the most effective ideas to solve the crisis. The project leader should also foster creativity by rewarding the team members who provide the best ideas. Rewarding the members provides an effective incentive to encourage them to think more creatively. Consequently, the team comes up with excellent ideas for the project. Ideas for this will include reward that would incentivize one to come up with creative ideas. Creativity can also be enhanced by providing support to the project team members. The project leader should be willing to tolerate the mistakes of team members as they explore diverse possibilities, and avoid penalizing them (Mullins 2007, p.83). When the management and project leader supports creativity, the team members are not afraid to explore many ideas and take risks. This results in great ideas for the project. Another method of encouraging creativity is having diverse team members. Such members are from different backgrounds and have diverse strengths and weaknesses. The project leader allows every member to contribute to the crisis resolution. According to Adams (2007), diverse teams come up with more ideas than like-minded groups. Therefore, there will be more ideas to choose from in order to successfully overcome the crisis. Furthermore, creativity is fostered when the team members are convinced that their ideas will be implemented (Lefley., 2004, p.41). Employees will be unwilling to be creative if they know that their ideas will not be acted upon. The project leader can also train the members on innovative techniques such as mind-mapping, brainstorming and lateral thinking. This will improve their ability to come up with effective ideas for the project (Gido & Clements 2014, p.39). 4.0 Working Together and Resolving Inter-Personal Conflicts The successful completion of the project highly depends on the ability of the team to work together to achieve its goals (Baker, Murphy & Fisher 2008, p.912). Teams which work harmoniously are able to overcome many difficulties and achieve the intended objectives. According to Tuckman’s model, a project team is developed through several steps, which include forming, followed by storming, norming and lastly, performing. Fig. 1: Tuckman’s model In the forming phase, the members are assigned to the team and they start to get acquainted. Then, they progress to the storming stage where they are assigned roles and responsibilities and they start arguments about their activities and tasks. The team then starts resolving these conflicts and enters the norming stage, where there is agreement about their responsibility levels and activities. As a result, the members of the team develop confidence and trust in each other and they are able to work together as they enter the performing stage. In order for the team to work together to achieve their objectives, a project leader should employ several strategies. Firstly, the project leader should facilitate communication among the team members. Failure to communicate properly and accurately will cause misunderstandings and destroy the cohesive organization of the team (Brooks 2009, p.23). In such an environment, the project may not be successfully completed. In every project stage, the project leader should clearly communicate all the necessary information and encourage the members to share information. The project leader should also cultivate collaboration among the members. This will enable the team to engage in collaborative planning to establish the project plans, goals, deliverables and expectations (Kerzner 2013, p.19). Planning together will ensure that every aspect of the project is clearly understood and this increases its chances of success. Collaborative teams share experiences and ideas, and they are highly motivated to achieve overall goals (Lewis 2004, p.55). The project leader should also be able to identify the barriers that may prevent the team from working together and eliminate them. Members of the team have diverse personalities, skills, ideas, and they come from different backgrounds (Brooks 2009, p.35). The leader should be able to identify the problems that may result from these differences and address them promptly. This can be done through appointment of relevant personnel to identify and report issues that may bring about problems. The leader can also promote team cohesion by rewarding effective team behaviour (Hannagan 2008, p.77). This will encourage the team members to disregard their differences and work together to achieve the project’s goals. Moreover, the project leader should celebrate the accomplishment of project milestones and other successes. This will motivate the group to continue working together to successfully complete the entire project. In addition, the project leader should promote a culture of inclusiveness in the team. The leader should constantly encourage the group to work together and emphasize on its benefits (Cooper 2005, p.63). The project leader should also provide opportunities for the team members to interact with each other, such as team lunches and sports activities. Interpersonal conflicts are inevitable when different people work together as a team. One of the models of conflict management is the GRPI (Goals, Roles, Processes and Interpersonal) model. This model is used to manage conflicts starting from the bottom. When a conflict occurs, the first step is to establish if it was caused by an interpersonal issue (Meredith & Mantel 2011, p.95). If that issue is resolved, the project leader moves to the next level to find out if the problem is in other aspects of the project. Then, the roles and responsibilities are checked to identify any problems. Finally, the goals are checked for alignment problems, and these problems are resolved. Fig. 2: GRPI Model In the event that inter-personal conflicts arise among the team members, the project leader should apply several strategies to resolve them. The compulsion strategy is uncooperative and assertive, and it is a win-lose strategy to resolve interpersonal conflicts (Adams 2007, p.45). Individuals who use this strategy focus on their own goals without considering others. This strategy is effective during emergencies when a quick solution is required and when individuals are trying to protect themselves from others. The avoidance style is uncooperative and unassertive, and it is used when individuals want to remain neutral, ignore conflicts or keep away from them. However, this strategy is only suitable for minor conflicts or if there is no sufficient information to solve the conflict. Applying avoidance strategy results in unsolved conflicts, which may negatively affect the project at later stages. The adaptability strategy is unassertive and cooperative, and it is perceived as submission. It is suitable when trying to find a short term solution to a conflict or to calmly avoid a potential conflict. Cooperation is a powerful and assertive strategy which comprises of a win-win approach. Every party in the conflict aims to satisfy their needs and achieve positive results. This strategy is effective since every party is likely to accept the solution, and it also leads to creative solutions (Robbins & Judge 2012, p.102). In the compromise strategy, there is no clear loser or winner as all the parties agree to give up something in order to resolve the conflict. Each party is moderately satisfied by the solution. If the conflicting parties are unable to resolve their differences, a third party can help them in solving the conflict through negotiation, mediation and arbitrage (Marchet, 1998, p.71). Negotiation involves the effort by a third party to ameliorate the conflict. In mediation, a third party communicates the points of view of the two parties to each other but cannot impose any solutions. In arbitrage, the third party has the power to make decisions on how the conflict should be resolved (Yang & Chen, 2009, p.44). 5.0 Impact of Political Behaviour on Project Success Political behaviour among individuals and groups in the organization is caused by competing interests. People engage in political behaviour to influence others with the aim of meeting an individual’s personal goals (Hellriegel & Slocum 2010, p.293). Organizational politics cause rivalry between different individuals or interest groups competing for authority, leadership, power and resources. People engage in political behaviour through the use of informal behaviour, power tactics, concealing motives and influence attempts (Huczynski & Buchanan 2009, p.34). These actions result in attaining power, securing important resources, self-serving conduct and going against the company’s interests. Political behaviour has both positive and harmful effects. Positive effects include the achievement of organizational and project goals, career advancement and recognition. Harmful effects include misusing resources, development of a negative organizational culture, job loss, low commitment of employees and demotions (Hellriegel & Slocum 2010, p.293). One of the examples of the impact of political behaviour on the project is insufficient resources. Individuals compete for resources and misuse them. As a result, the project cannot be completed successfully due to inadequate resources. Another example is the reduced commitment of members to the project as a result of political behaviour (Vigoda 2002, p.578). Lack of commitment leads to project failure. The project leader is responsible for reconciling all the members’ competing interests so that they can work towards a common objective. This can be achieved through tactics such as influencing, negotiating and persuading (Foot & Hook 2011, p.41). The project leader can use influencing techniques such as logical persuasion. This involves providing the facts and emphasizing on the advantages of a particular course of action. Moreover, the project leader can use the integrative negotiation technique to arrive at a solution which benefits every party (Guasco & Robinson 2007, p.65). As a result, trust will be enhanced and the team members will have a good working relationship, leading to a successful project. In addition, the project leader can use the ethos persuasion technique. This persuasion method is used to convince people by appealing to the ethics (Marlin 2002, p.95). The leader will convince the team members of his/her credibility or character. The project leader can allude to his experience and expertise when trying to persuade the team members to abandon negative political behaviour as it leads to detrimental effects. The most important method that will effectively fit in influencing others is drawn from Cialdini’s 6 Principles of Influence. Commitment (and consistency) is one principle that is very vital in the case as indicated by the objectives and the entire operating process. The company on this front develops a desire to be very consistent (Meredith & Mantel 2011, p.96). Once a decision has been proposed for implementation, the entire leadership needs to lead from the front in influencing others to develop on it. This is supposed to happen from the initial stages of implementation so that all employees are aware of their contributions. 6.0 Selecting the Ideas to Recommend to the CEO After the completion of the project, there will be several alternative ideas which can be implemented to improve the organization’s processes. However, only some of them can be recommended to the CEO for implementation (Meredith & Mantel 2011, p.97). In order to determine the most effective ideas, the project manager will undertake several steps. All the alternatives will be evaluated without any prejudice. Their strengths and weaknesses will be assessed and different criteria will be applied in weighing the alternatives. The members of the team may be unable to make a decision on the most effective ideas to recommend to the CEO. They can use several tools to select the most suitable solutions from the alternatives, including consensus, voting and the matrix model. Through voting, the ideas with the highest number of votes are selected. On the other hand, using the consensus strategy allows the team members to agree on the best ideas for implementation (Foot & Hook 2011, p.15). These two methods are subjective. The matrix strategy is objective and it uses a criteria rating form. This method involves gathering the alternative solutions and then selecting the decision criteria. The common criteria that can be used include resource availability, feasibility, flexibility, compatibility with the project goals, low risk and cost and the ability to solve the identified problem. The weighting factor is then selected, which involves establishing the importance of every criterion. All the team members give their input on the weighting decisions (Meredith & Mantel 2011, p.96). Then, the alternatives are rated on a scale so as to compare each alternative against every criterion. Next, the final score is calculated by multiplying the rating for every alternative by the weighting factor. The best ideas are selected based on the highest scores. The ideas recommended to the CEO must be beneficial to the organization, solve the identified problem, able to be implemented within a reasonable time, work reliably, use resources efficiently, and flexible to adapt to dynamic conditions. 7.0 References Atkinson, R. (2010). 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