Managing Recruitment Selection and Induction Processes at JKL Industries - Case Study Example

Managing recruitment selection and induction processes at JKL Industries (Name) (Course) (Institution) (Instructor’s name) (Date) Recruitment policy and procedures-JKL Industries Recruitment and induction processes are critical to the success of an organization since they ensure that the organization is flexible to internal and external changes (Dale, 2004, p.1). According to Dale (2004, p.1), the HR team has an important role in helping organizations to not only attract the best candidates, but also retain them for the right job description at the right time and at the right price (Dale, 2004, p.1). Effective recruitment and selection processes are important for JKL Industries in ensuring vacant positions are filled either to facilitate future growth, change or replace employees as echoed by Prien et al., (2009, p.17). JKL Industries has high potential for growth. In order to ensure it is able to meet the needs of its growing market share and enhance its competitive advantage, JKL Industries requires committed, dedicated, skilled, and experienced personnel. This can be achieved by developing effective, efficient, and sustainable recruitment and selection processes and procedures that ensures little or no employee turnover. 1. Position Analysis Position analysis at JKL Industries is carried out for the purpose of establishing the skills, knowledge, and abilities which a candidate for a specific position must have to qualify. Once a position has been identified as vacant in any of the branches, the same shall be communicated to the HR Department. The position analysis procedure entails the Human Resource Department gathering and recording data about the nature of position. In addition, the Human Resource department in partnership with the Branch Manager sifting through the gathered recorded data to identify the aspects of the position that are fundamental in regards to the issues that have stimulated the carrying out of the job analysis. At JKL Industries, the procedure for a position analysis when a position becomes vacant entails; Establishing and isolating the component tasks of a position, which includes sorting tasks into task categories since there are positions that have significant amount of subtasks and tasks. This helps minimize intricacies of the process to convenient proportions as supported by Chang & Kleiner, (2002, p.74). Analyzing how tasks shall be carried out, which entails examining the type of skills needed, order in which they need to be carried out and the way the tasks are to be performed either individually or as a team effort. Establishing the main roles of the position which entails identifying the main duties of the position and weighing the main duties based on their regularity, difficulty and significance to the position as a whole (Prien, et al., 2009, p.17). Establishing the present working environment in relation to the financial, physical and social aspects of the position in order to ensure the environment is fit and favorable for working Establishing the personal demands that the position exerts on potential position bearer. There are various demands which include physical demands such as working hours, intellectual demands such as numerical capacities, skills such as psychomotor skills, necessary criteria such as occupational know-how and personality factors such as leadership (Chang & Kleiner, 2002, p.75). 2. Position description and specification Procedure for a position description and specification at JKL Industries constitutes laying out the process of determining the competency requirements. Once the position analysis procedure has successfully been carried out, the position description and specification procedure at JKL Industries shall be conducted by the HR Department. The procedure entails The HR manager must inform the Branch manager in written form when position descriptions and specifications need to be created or reviewed and the time line that the same must be completed. The HR manager should offer assistance to the Branch manager in completing the job description correctly on an as required basis. The Branch Manager must prepare a new position description and specification or revise the previous one to ensure it aligns to the present and future goals, mission and strategies of the JKL Industries. The prepared position description and specification must then be taken to the Human Resource Department for screening. Upon approval, the Human Resource Manager will seek management approval and supply copies of the same to the Branch manager, Quality Assurance and safety manager and proposals manager. The HR department must retain and file the new original copy of the position description and specification using an efficient record system to ensure safe and secure storage and retrieval. The title of the position on a position description should be in accordance with approved departmental organizational chart Position codes must be recorded when they have been allocated to positions The HR manager shall accordingly bring up to date the JKL Industries’ Position Description Matrix The HR manager must then begin the hiring for the vacant position where applicable in line with JKL Industries’ hiring policy and manage the execution of development strategies in line with JKL Industries’ training policy. The skills requirements and the training requirements for every position must be practical and based on wide assessment of the position, to ensure potential candidates are sought from suitable sources internally and externally as supported by Quayle and Business and Legal Reports, Inc, (2006, p.5). Job descriptions must be comprehensive enough to offer valid and quantifiable performance measures Job descriptions must be routinely revised to align to any organizational changes and position changes in order to ensure present responsibilities are described correctly Employees shall be permitted access to their job description when they ask for it 3. Advertisement Advertising plays an important role in the recruitment process in reaching and contacting as many interested parties as possibly, internally and externally (Williams, 2011, p. 215). The procedure for advertising a job position All vacant and new positions will be advertised internally and externally for ten working days unless special exemptions apply and be advertised online and in leading national newspapers Special exemptions to internal recruitment must be approved by the General Manager JKL Industries may support non-competitive appointments in certain situations such as when the company has a chance to recruit an outstandingly competent candidate Prior to advertising, comprehensive position description and specification shall be developed and approved by the relevant personnel. In addition, the proposed advertisement and information about its funding must be sent from the HR manager to the Assistant Company manager by sending an email with the subject title- ad for approval. The Assistant Company manager shall then send the proposed advertisement in addition to changes to wording and information on funding to the Overall Company Manager for review, who shall convey his consent on behalf of the company by mailing back to the HR manager. All advertisements must specify in the opening paragraph that JKL Industries is an equal opportunities employer and invite applications for the vacant positions, specifying the position description. The location of working for successful candidates must be clearly stated Required qualifications must be clearly stated and the roles and responsibilities clearly indicated All advertisements must include the statement ‘ remunerations is proportionate with experience and qualifications’ All vacancies must be advertised in Australia and shall contain the statement ‘ Australians and permanent residents of Australia will be offered priority’ All advertisements must include the closing dates, employment terms whether it is permanent or temporary and ways of acquiring further details Documents needed such as resume, credentials and contact details of referees must be indicated The address where the applications shall be sent must be indicated at the bottom of the advertisement The JKL Industries logo must be included The Front Office department must forward all applications received as a result of the advertisement to the HR manager, four days after the closing date 4. Short-listing of Candidates Not every applicant who responds to the advertisement is viable for selection (Taylor & Fox, 2000, p.58). A panel selects a short list of applicants to undergo the selection process. At JKL Industries, the panel consists of three trained panelists. The procedure for shortlisting of candidates is as follows The panelists must read through the advertisement to fully comprehend the position description and the required qualifications Using an already approved table with key requirements in terms of relevant qualifications, relevant skills, Knowledge, team skills and communication skills, in one sitting, the panelists must read every application and complete the table. Based on the points indicated in the table, the applications shall be assigned into three categories of yes, maybe and no The panelists must reexamine the applications and make final decisions Reference checks must be carried out prior to inviting the shortlisted candidates for interviews Shortlisting is done only using information offered by the applicant (Taylor & Fox, 2000, p120) Regret letters must be sent to every applicant who fails to meet the selection criteria The panelists must prepare a report about the shortlisting process The time frame accepted for applicants to be interviewed is five working days 5. Interview process including preparation and selection of panel The interviews at JKL Industries shall be carried out by three trained interviewers in behavioral interviewing methods selected by the management at JKL Industries. Among the three interviewers is one of the panelists involved in the shortlisting process. Each interviewer shall be assigned a role It is important to ensure gender balance, where the panelists shall be formed by members of both sexes (Arthur, 2012). The time frame for interview preparation shall be three days The HR manager in partnership with the Branch manager shall be responsible for preparing the interview settings taking into account special needs of potential interviewees The HR department shall be responsible for interview documentation for the interview panel The documentation shall include an already prepared marking score sheet, position descriptions, resumes and applications, legal/consent forms, interview assessment table, reference check list, documentation checklist, interview grid The interviewers must read all the documentation to familiarize with the content The interviewers shall ensure they write and sign a report about the interviewing process The shortlisting report, the interview report and the marking score sheet must be filed for record keeping not less than one year 6. Interview of shortlisted candidates including selection process Each interview shall be assigned sufficient time during and between interviews to allow note taking, rereading of applications and discussions about applicants by the interviewers. A maximum of 4 interviews shall be conducted per day The interviews shall be scheduled in four time intervals namely, interviews carried out from 7:00 am to 8:00, interviews carried out from 9:00 am to 10:00am, interviews carried out from 11:00 pm to 12:00 and interviews carried out from 2:00pm to 3:00pm. The selection panel must interview every shortlisted applicant and record notes accordingly After every interview session, the panelists must review their notes, consult each other, discuss and select successful applicant Arthur, (2012, p.15) The panelists must make notes about the successful candidates and file them The selection panelists shall advise the HR manager about the decision The HR shall approve the decision and the decision by the selection panelist shall be considered final 7. Reference checks Having completed the interview process successfully, the process of reference checks follows. Reference checks are crucial in the selection process because they disclose more information regarding the performance, problems, skills and conduct of the successful applicant in their previous workplace (Williams, 2011, p.228). According to Taylor and Fox (2000, p.134), reference checks are helpful in verifying the validity and reliability of information contained in resumes and application letters. At JKL Industries, the procedure for reference checks entails The HR Department shall be responsible for developing reference check scripts and questions and carrying out reference checks The reference checks shall be carried out, two days after the completion of the interviews Only references indicated and permitted by the applicants shall be checked The HR department shall only inquire about work related knowledge, conduct and skills 8. Job offer It is important that the job offer is given immediately after the reference checks have been done. The HR manager shall ensure they give the job offer to successful candidates five days after the interview, and two days after having carried out a comprehensives reference check. The job offer shall be communicated verbally through phone and via written form as emails sent to the successful applicants The HR manager must ensure that during the verbal job offer, they inform the successful applicants about important details such as remunerations and job status among others. In the written job offer, the successful applicant must be provided with a letter of successful probation that clearly indicates the start date of probation, the end date of probation, the start date of employment The HR department are responsible for reviewing and developing written contracts with clearly indicated terms and conditions of employment 9. Feedback to unsuccessful applicants JKL Industries makes it mandatory for the HR department to give feedback to all internal applicants that were unsuccessful in individual meetings The feedback to unsuccessful applicants particularly internal applicants must be done within one day, which may vary based on the number of applicants For unsuccessful external applicants, the HR department shall make phone calls to give them the feedback It is the responsibility of the HR department to file all notes regarding unsuccessful applicants The HR department must ensure not to disclose the successful applicants to the unsuccessful applicants INDUCTION PROCESS PROJECT The induction process is a continuous one and is critical to the HR planning (Edenborough, 2007 p.117). Successful induction process ensures an organization retains the best employees, which results in achieving organizational and HR planning goals (Nankervis, et al., 2009, p.183). Induction is done with the aim of familiarizing new employees with their roles, job expectations and the structure of the firm, in order for the employees to effortlessly align with others and help them contribute actively as soon as possible (Cornelius, 2001, p.58). For JKL Industries, the induction guidelines for JKL Industries include Policy Induction program The induction programs shall vary based on the number of inductees and finance available The most applicable type of induction to use in JKL Industries is face to face and small group inductions The inductees shall be provided with general information such as history and structure of the organization, industry information, location of various facilities and WHS info The inductees shall be provided with specific information regarding job role such as position descriptions, position expectations, departmental tour, information on probation process, who does what Training methods The training shall be facilitated by incorporating different training methods namely e-learning PowerPoint and conference Overseeing of probationary employees The HR department in collaboration with the branch manager shall be responsible for monthly performance assessment and feedback sessions The inductees shall be expected to attend formal meetings with respective unit managers daily Inductees shall be allowed time to raise concerns and the relevant managers shall address them as they arise Responsibilities The HR department shall be responsible for implementing the induction policy, taking the inductees through the induction process and revising information included in the induction program. Procedure the induction shall begin a day after signing the working contract the HR department shall oversee the induction process the induction process must be aligned with the needs of JKL Industries the induction process entails developing organization induction policy, carrying out needs analysis, setting up the induction team, drawing up the goals of the induction programs, designing the induction program, designing an induction kit, implementing the induction program and finally, assessing the induction program as supported by Cornelius, (2001, p.58). Conducting the Induction The induction shall begin at 8:00 am of the first day The first session which lasts for two hours shall entail discussing general information as highlighted earlier A thirty minutes break shall follow the first session A second session shall start at 10:45 and lasts for two hours. The content of the second session shall be specific information as highlighted earlier. A one hour lunch break shall follow At 2:00 pm, a question and answer session about information trained during the induction program shall be conducted. Later on, the inductees shall be given an orientation tour of the premises, offered individual induction kits and released for the day. References Arthur, D. Recruiting, Interviewing, Selecting & Orienting New Employees. New Jersey: AMACOM Div American MgmtAssn, 2012. Chang, I., & Kleiner, B.H. How to Conduct Job Analysis Effectively. Khawaja Naveed Haider, Volume 25, Number 3, pp. 73-77. 2002. Accessed on 28th Sept 2012 from http://www.scribd.com/doc/29964354/How-to-Conduct-Job-Analysis-Effectively Cornelius, N. Human Resource Management: A Managerial Perspective. Sidney: Cengage Learning EMEA, 2001. Dale, M. A Manager's Guide to Recruitment & Selection. London: Kogan Page Publishers, 2004. Edenborough, R. Assessment Methods in Recruitment, Selection & Performance: A Manager's Guide to Psychometric Testing, Interviews and Assessment Centres. London: Kogan Page Publishers, 2007. Nankervis, A., Compton, R., & Morrissey, B. Effective Recruitment and Selection Practices, 5th ed. Melbourne: CCH Australia Limited, 2009. Prien, E.P. Goodstein, L.D. Goodstein, J., Gamble, L.G. A Practical Guide to Job Analysis Pfeiffer essential resources for training and HR professionals. New Jersey: John Wiley & Sons, 2009. Quayle, E., &Business & Legal Reports, Inc.5 Mistakes Everyone Makes with Job Descriptions and How to Avoid Them. New York: Business & Legal Reports, Inc., 2006. Taylor, D., & Fox, G. The Complete Recruitment and Selection Toolkit. London: CIPD Publishing, 2000. Williams, C., Champion, T., & Hall, I. MGMT. Sidney: Cengage Learning, 2011. Read More