Effectiveness Prerequisites of Human Resource Planning - Literature review Example

Running head: Description of a job position Student’s Name: Course Code: Lecturer’s Name: Date of Submission: Executive summary This paper analyzes an advertisement for a job position in terms of requirements. It also gives a selection criterion to be used by the organization in selecting a project manager to take up the advertised post. The paper also goes ahead to give an outline or guide to help the people charged with the selection duty chose the best candidate for the job. It finally gives a list of ethical and legal implications of the selection process. In summation, this paper analyzes the procedure used by organizations in coming up with preferred candidates for advertised job positions. It lists a number of options available to recruiters in carrying out their interviews. Table of Contents Executive summary 2 Table of Contents 3 1.0 Introduction 4 2.0 Recruitment and Selection 4 2.1 Part A- Recruitments strategy 4 2.2 Part B- selection strategy 6 2.3 Ethical and Legal implications 7 3.0 Recommendations 8 4.0 Conclusion 8 Reference List 10 Appendix: 11 POSITION DESCRIPTION 11 The Environmental Management System (EMS) requirements: 12 The OH&S requirements: 12 1.0 Introduction The job is of a program development manager for operations training. It is a full time employment job with a fixed term of 12 months. The position is open to both male and female applicants. The person required should be able to lead, design and develop operation training and accredit functions for teams across the states. Their responsibilities include gaining endorsement of the design and development of Operations Training Framework, work with the Quality Program Manager to develop an evaluation framework for the training program, plan and coordinate a training and development program for internal trainers, assessors and mentors among other responsibilities as stated by Newton (2009, p. 34). The applicant must satisfy the following skills: Extensive experience at a senior level in operations training design, coordination and delivery. 2.0 Recruitment and Selection 2.1 Part A- Recruitments strategy Recruitment has been defined by Heery and Simms (2009, p. 4) as a course of seeking and tapping a pool of qualified applicants from where candidates for job vacancies can be selected. In this job description it can be said that the best way to source for applicants will be online or from an employment agency. Legally there are no hurdles to tackle in online advertising or recruiting for a job as stated by Newton (2009, p. 17). The job posted should have no discrimination and this will ensure that there is a large pool from which to select the applicants from. Clear indication of expected qualifications for example a tertiary qualification and/or relevant experience in a related field will restrict applicants to within business operations only and not have an array of professions. Online applications are ethical as they consider a wide range of job seekers most people currently seeking employment have skills in computer use as argued by Jackson and Schuler (1990, p. 226 ) This means that it will reduce costs like postage, travelling or direct dropping. Online application is also simpler for sifting electronically allowing a company to reduce the applications to a manageable size for short listing. By making the advertisement well laid put it is simple to prepare an individual for various practices they may have to undergo prior to employment for instance, carrying out of medical tests. Agencies may also be good for recruiting. These are third party companies that suggest individuals that are already vetted and that the company feels will suit your job perfectly. Agencies set their rules to their clients and in dealing indirectly, they save company costs of having to carry out several selection or recruitment processes as argued by Newton (2009, p. 19; Sundstrom 2000, p. 45). Legally the agency has the mandate to explain to a client what to expect in terms of pay, allowances and even any remunerations they may part with as argued by Kumar (2009, p. 172). The interviewees reserve the right to know their performance but the company is not obligated to tell them how they fared to the other competitors as illustrate by Kattenbach and O’Reilly (2011, p. 19). It is important for training of the interviewers to be done in advance. This will ensure that they know their obligations in regard to the law since any unfair vetting of candidates could lead to a law suit against the company. Interviews are then carried out and candidates shortlisted for selection according to Staw and Boettger (1999, p. 534). The selected candidate will have a chance of working at Carlton; this is a modern urban centre with all the amenities. The location has good climatic and environmental conditions fit for everyone. The location is at a low attitude with its temperatures moderate in most times of the day. The company is located in Carlton which is just 1km from Melbourne city. However, the location and type of areas where the company is found affects the recruitment strategies in one way or another. This is mainly due to the perception that people have concerning some areas. Some candidates may feel Carlton is not a suitable place for them to work. The supply and demand of manpower is also a strategy that affects recruitment. The availability of manpower within the company location affects the process in that if there are few professionals within the area, then the company must train them. Presence of other potential employers within the location also affects greatly the recruitment process due to high demand of qualified staff. 2.2 Part B- selection strategy Knowing the kind of criteria and characteristics required for the job the institution must come up with a method best suited to select their applicants. Interviewing is the most common known method of selecting successful applicants for a job. In some instances applicants show no job related deficiencies to warrant disqualification as stated by Kattenbach and O’Reilly (2011, p. 21) Various types of tests are available. For one to use a test, it is important to analyze the kind of job on offer, review the various available test types, and then check if it is acceptable to use those methods effectively at the organization, ensure fairness in testing for all candidates and advise all applicants on the test outcome (Ulrich 1992, p. 49). There are several categories of testing. One category is mental ability tests which test for ability to remember and discern information. They include achievement test which deals with the applicant’s knowledge or his employment tests. It determines skills and knowledge level and is used for competency-based positions. This kind of testing is used to measure capabilities required in a specific job. It may test linguistics, musical abilities, operation of machinery or even manual dexterity according to Ulrich (1992, p. 50). For a mental ability test to be valid it must ensure that its tests are bias free, systematic, used for job related reasons, not subjective and must not cause adverse effect as argued by Jackson and Schuler (1990, p. 230). In this particular job advertisement, age is an important factor to be considered when carrying out the selection. People who are below 24 years are not considered for this job advertisement as their resume may not reflect enough experience. People who are above the age of 50 are also not desirable applicants as most companies are looking for young people. The candidate must be conversant and comfortable with English language both written and spoken. This is because all the operations and other jobs are carried using English. Knowledge of any other language is not necessarily a must. 2.3 Ethical and Legal implications Some companies administer polygraph exams to determine a person’s ability to tell the truth when called upon to as illustrated by Altman (2010, p. 18). Lie detectors are also used in areas where employers are suspected of embezzlement and need arises for testing as argued by Newman (2003, p. 19). Back in the late 80’s polygraphs were common use but due to law sanctions, there was a drop in the number of people that carried them out. Sometimes polygraphs cannot be used and honest testing is used as its substitute (Jackson and Schuler 1990, p. 236). Legal ramifications are different and more complex than ethical ones as they could land a company in lawsuits creating damages amassing to millions as argued by Kumar (2009, p. 159). The human resource manager is also tied by the law in pre-employment phase in four categories. They are: job advertisement, job description, the application form and the interview. In these four categories making a distinction between groups like male or female in order to advantage some over others is frowned upon and may subject a company to legal action as argued by as stated by Kumar (2009, p. 155). Most companies have legal policy that protects them from liability in cases whereby, the selection criteria discriminates on age. Having set out the requirements in advertisements protects the hiring company from litigation that would result from unsatisfied candidates. Recruiters need to be informed on the laws pertaining to recruitment as ignorance is not a defense incase of litigation. 3.0 Recommendations It is crucial for the managers in various organizations to ensure they undertake appropriate recruitment and selection steps in getting suitable candidates. All the requirements should be clearly listed to ensure only qualified candidates are selected. The selection and recruitment process should be ethically and morally undertaken. Candidates to be selected must be informed elaborately of what is expected from them. 4.0 Conclusion In conclusion, for the human resource planning to be effective, there should be consistency and openness when carrying out the exercise. It should also be pointed out that the exercise is not meant to vilify anyone, human resource personnel or management but rather just a measure of cost saving. There is no obligation for a company to act ethically and morally. Legal obligations are meant to minimize workplace disruptions not to victimize any party. For the case of job seekers, the human resource firm should conduct intense search both within and also outsource. Job applications should be kept safe in a job data bank and can be reviewed whenever another opportunity arises. By carrying out human resource, planning it easy to determine the kind of talent and potential found in the company as at that moment. Reference List Altman, Y 2010, London Metropolitan University Human Resource Planning, The Journal of the Human Resource Planning Society, vol. 45, no.5, pp. 16-17 Heery E, and Simms, M 2009, Employer responses to union organizing: patterns and effects, Human Resource Management Journal, Vol. 20, no. 1, pp. 3–12. Jackson, SE and Schuler, and RS 1990, Human resource planning: Challenges for industrial/organizational psychologists, American Psychologist, Vol. 45, no. 3, pp. 223-239. Kattenbach, R and O’Reilly, J 2011, Special Issue: New Perspectives on the Quality of Working Life, The International Review of Management Studies, vol. 22, no. 2, pp. 17-22. Kumar, K 2009, Human Resource Management practices in Factories, Asia-Pacific journal of social sciences, vol. 1, no. 2, pp.154-173. Newman, K 2003, Better choices for better results: report of the Expert Panel on Integrated Business and Human Resources Planning in the Federal Public Service, Resource Planning, vol. 22, no. 3, pp. 16-19. Newton, J 2009, Thomson ISI Journal Citation Report 2010, The International Journal of Human Resource Management, Vol. 22, no. 4, pp. 16-19. Staw, B and Boettger, R 1999, Task revision: A neglected form of work performance. Academy of Management Journal, vol. 33, no. 2, pp. 534–59. Sundstrom, et el 2000, Work Groups: From the Hawthorne Studies to Work Teams of the 1990s and Beyond, Group Dynamics:Theory, Research, and Practice, vol. 4, no 1. pp. 44–47. Ulrich, D 1992, Strategic and Human Resource Planning Linking Customers and Employees, Human Resource Planning, vol.15 no.2, pp. 47-62. Appendix: POSITION DESCRIPTION Position Title: Program Development Manager – Operations Training Employment Type: Full time Tenure: Fixed term (12 months) Salary range: $93,740 to $125,443 + 9% superannuation Classification: VPS Grade 6 Location: Carlton Directorate: Business Development Unit: Operations Support Reports To: Manager, Operations Support Position Number: EPA600352 Approved By: Director, Business Development Date Approved: June 2011 RESPONSIBILITIES Finalise and gain endorsement of the design and development of EPA’s Operations Training Framework. Lead the design and development of ‘fit for purpose’ training program content and materials to address the learning needs and competencies of EPA’s operational roles. Liaise and negotiate with suitable Registered Training Organizations to accredit and/or deliver training packages tailored to EPA’s operational needs. Identify and facilitate joint and collaborative training for specific and shared competencies with other regulatory organizations Engage with identified technical specialists both internal and external to the organization, to generate their active participation in the development and delivery of operations training programs. Plan and coordinate a training and development program for internal trainers, assessors and mentors. Lead the first round delivery of EPA’s revised operations training program. Work with the Quality Program Manager to develop an evaluation framework for the training program. Mandatory qualifications: Relevant tertiary qualification and/or relevant experience in a related field. The Environmental Management System (EMS) requirements: Report any environmental issues, incident or solution to assist in the proper management and reduction of EPA’s environmental impact. Act in an environmentally responsible manner at all times. Participate in ongoing training as part of EPA’s safety and environmental management systems. The OH&S requirements: Take reasonable care for your own health and safety and for that of those around you who may be affected by your actions in the workplace. Perform all duties in accordance with EPA’s OH&S policies and procedures in the workplace and during off-site visits and meetings. Report all hazards, near misses and/or incidents that may cause harm or risk to the safety of you and others in the workplace. All Unit Managers are responsible for ensuring the health, safety and wellbeing of their staff. This includes ensuring activities such as workplace inspections, OH&S risk assessments, and incident reporting and investigations are undertaken in accordance with EPA policies and procedures. The preferred candidate will be required to complete a Pre-existing Injury Declaration relating to the job requirements prior to commencement and may be required to undergo a pre-employment medical examination. Read More