Best Employee Selection Process - Assignment Example

Running header: Employment relations Student’s name: Instructor’s name Subject code: Date of submission: Employment Relations 1. Scope of workplace health and safety legislation- the WHS Legislation applies to all staff, contractors and other personnel at work places under the management and control of an organization. Under the legislation, employees are obligated to establish and maintain a health and safety working environment evidenced by the organization’s health and safety policy. On the other hand, employees are obligated to observe all the guidelines provided in the legislation and by the employee in a bid to ensure health and safety in the workplace. 2. Recruitment Advantages Disadvantages Internal recruitment -quicker and cheap method of recruiting -there is prior exposure of the candidates to the business and its operations -a method of motivating existing employees as it provides opportunity for promotion -the organization is already familiar with the candidates’ weaknesses and strengths -the number of potential applicant is limited -impossible to introduce ideas from outside -likely to cause resentment amongst those not recruited -creates other vacancies that have to be filled External recruitment -outside people will bring in new ideas -there is a large pool of workers from where the best candidate is chosen -the organization is able to choose those with a wide range of experience -the process is long and expensive Owing to advertising and the required interviews -selection process may not be effective enough for revealing the best candidate 3. New employee selection criteria i) Qualification – the suitable candidate will possess the relevant professional qualification in the expertise area necessary e.g. a degree or an equivalent combination of relevant experience/education or training ii) Attributes-the candidate should possess such attributes as flexibility, achievement oriented, initiative, professionalism, decisiveness, integrity etc. iii) Skills- the candidate should possess such skills as writing skills, leadership skills, team building skills, project management skills etc. iv) Knowledge – the ideal candidate is to possess thorough knowledge of…… -demonstrated knowledge of….. - Specific knowledge of…… Ie. Knowledge relevant to the job in question 4. Best employee selection process i) Notification – it is the first step where the human resources department is notified to fill a vacant position with the relevant qualifications being specified ii) Reviewing – in this regard, the resumes of all the candidates are matched with their background and the job requirements in a bid to determine who is to be interviewed iii) Screening – an interview over the telephone to help narrow field of candidates iv) Interviewing –chosen candidates are interviewed with an aim of getting the best v) Selection – from those interviewed, the best candidate based on the selection criteria is chosen vi) Testing – in some cases, a candidate may be tested before being hired e.g. drug screening, personality test etc. after which an offer can be made. NB// The above process is reliable and valid as it ensures that the best candidate is actually chosen for the job. 5. Induction process DAY 1: Explain to the new employee issues to do with payroll formalities, issue staff ID and IT passwords Week 1: Introduce the employee to key personnel in the organization/department Within 3 weeks: Start a formal induction training process Within 13 weeks: The employee should undertake a mandatory training on Health and safety, data protection and equality act Within 13 weeks: The employee with the help of the line manager should develop a personal development plan and objectives. NB// This induction process has the potential of reducing staff turnover since it makes everyone feel part of the organization while informing him of their rights and obligations. Setting of a personal development plan will enable the employee set own goals and the plan will also enable him/her familiarize himself with organizational processes and members, roles and responsibilities thus avoiding confusion. 6. Consistency with EEO guidelines can be achieved by ensuring are potential candidates are allowed to apply regardless of their ethnicity or their physical shortcomings provided they have the relevant qualifications for the job. The entire recruitment process should only be based on qualifications and the selection criteria but no other factors that disadvantage some group of people. 7. Workforce development enables organizations meet their objectives since it develops and equips them with skills that are necessary for meeting the organizational goals and hence objectives. In this regard, the organization enables those with less or no skills acquire training that is required to meet the specific needs of the organization. Better educated workforce will thus play a greater role in achieving the employer’s objectives. Furthermore, workforce training and development will always ensure that the organization is always in line with the current technology and does not at any one time run out of the necessary skills and knowledge. This way the organization can easily achieve its goals and objectives. 8. The following is a four step process for identifying organizational training and development needs i) Perform a ‘gap ‘analysis in which the actual performance of the organization and its employees against existing standards. Check the current state of skills, knowledge and abilities of the current and future employee needs. With the gap being identified, the organization can identify training and development needs in line with its goals, climate, internal and external constraints. ii) Identify priorities and importance to the organization’s goals, realities and constraints and determine whether the needs are real, worth addressing, their importance and agency vis- avis organizational needs and requirements. iii) Identify causes of performance problems and /opportunities in the organization. This way, we identify any development and training needs to be fulfilled to correct the situation or take advantage of the opportunity. iv) Identify possible solutions and growth opportunities based on the above steps. 9. Types of training Type of training and development Explanation On-the job Training that takes place while employees are actually working. In other words, the trainees gain skills and knowledge while carrying out their jobs. Off-the job training -training that occurs when employees are taken away from their place of work to be trained e.g. distance learning. Classroom training -training that takes place in a classroom with face to face interaction with teachers or instructors Supervised projects Training occurs when employees carry out a project while being supervised Job rotation Trainees are assigned to various structures and departments over a fixed time before proceeding to the next department so that they can gain knowledge and skills 10. To evaluate the effectiveness of training and development of staff, their work output is measured against their output before the training program started. The effectiveness will be measured by the level of improvement. 11. Reasons for employees performance appraisal -to assist in establishment of workers compensation guidelines -to track strengths and weaknesses of employees so as to assist in developing organizational training and development plans -to help in identifying those to be promoted -to offer feedback to employees so that they can improve on their performance -to guide the organization in introducing new training and development program 12. The human resources manager plays an important role inperformance appraisal by putting in place a system that ensures fair appraisal of employees by their managers. He ensures the process is properly managed while training managers on the performance appraisal system. The manager also manages the relationship between the manager and the employees while recording and storing performance appraisal reviews for future reference. 13. Characteristics of good performance appraisal systems -should have clear objectives -should provide data that is consistent, reliable and valid - It should have a well-defined performance criterion - It should be economical and less time consuming -It should be arranged to give employees feedback from the managers while helping the organization learn about problems and difficulties the employees may face while discovering suitable training 14. Performance appraisal systems i) Behavioral checklist- it has a behavioral checklist having a list of criteria that an employee ought to follow to be a diligent worker. The behavior may differ according to the type of job being appraised. ii) 360 degree appraisal- it involves feedback of the manager, supervisor, team members and any direct reports. In the method, employees’ complete file is collected and assessed. In addition, employees are given an in depth feedback iii) Management by objective –the manager and employee agree on specific and obtainable goals with a deadline. Iv) Psychological appraisals –the employee intellect, emotional stability, analytical skills and psychological traits are evaluated making it easy for managers to place employees in appropriate teams. 15. Guidelines for conducting a performance appraisal i) Be prepared by considering employee past performance appraisals, training records and objectives. In addition, give the employee ample time for self-assessment of individual performance. Be prepared for any questions likely to be asked by the employee especially on remuneration and career progression. ii) Do not ambush the employee but give them constructive and regular feedback throughout theyear that is documented. iii) Performance appraisal should be balanced by avoiding just focusing on the negatives but also focus on the employee’s strengths iv) Ensure that the employee’s progress is followed against the set objectives within a reasonable time period. 16. The process that is followed when a staff member voluntarily terminates their employment -the employment should issue a notice indicating he is no longer interested in working -the notice in accordance to the terms of the employment agreement should be issued to the human resources manager -the manager should confirm the resignation with the employee -the employee’s final pay including all holiday pay and superannuation entitlements should be calculated -the employee should then be given his entitlement at the end of the notice period if notice is given in accordance to the employment terms - Where the notice given is less than the employment terms, the employee is paid to their last working day -an employee covered by the national workplace relations system, who has at least one year of continuous service and who works for an employer that employs 15 or more employees may be entitled to redundancy or severance payments (to a maximum of 16 weeks’ pay) under the National Employment Standards (NES). -conduct an exit interview to gain feedback to help improve the workplace in future -collect company property including keys, access cards, uniforms, computers, passwords, security codes etc. 17. Workforce development enables organizations meet their objectives since it develops and equips them with skills that are necessary for meeting the organizational goals and hence objectives. In this regard, the organization enables those with less or no skills acquire training that is required to meet the specific needs of the organization. Better educated workforce will thus play a greater role in achieving the employer’s objectives. Furthermore, workforce training and development will always ensure that the organization is always in line with the current technology and does not at any one time run out of the necessary skills and knowledge. This way the organization can easily achieve its goals and objectives 18. Fair grounds for employee dismissal -Capability including issues like lateness, absenteeism, persistent absence -competence implying that one falls short of the standard required -Qualifications –where it is discovered you lied about your qualifications when applying for the job or where one failed to attained a certain level of qualification after being given reasonable time to do so. -Conduct –gross misconduct -redundancy -contravening the law Entitlements include; When an employment relationship ends, employees should receive the following entitlements in their final pay: any outstanding wages or other remuneration still owing any payments that are being made in lieu of notice of termination by the employer – this is generally between one - five weeks pay, depending on the age of the employee and how long they have been employed on a continuous basis by the employer any accrued annual leave and long service leave entitlements Any severance pay entitlements if the employee has been made redundant and the employee has an entitlement to redundancy under relevant Commonwealth workplace laws or an industrial instrument. 19. Grounds for suing for unfair dismissal Unlawful termination is when an employee is dismissed by their employer for reasons including: - a person’s race, color, sex, sexual preference, age, physical or mental disability, marital status, family or carer’s responsibilities, pregnancy, religion, political opinion, national extraction or social origin (some exceptions apply, such as where it’s based on the inherent requirements of the job) -Temporary absence from work because of illness or injury -Trade union membership or non-membership -Participation in trade union activities outside working hours or, with the employer’s consent, during working hours - seeking office as, or acting as, a representative of employees -Being absent from work during maternity leave or other parental leave -Temporary absence from work to engage in a voluntary emergency management activity - Filing a complaint or participating in proceedings against an employer. As such, if one is dismissed on any of the above grounds, he may sue for unfair dismissal. 20. Strategies for managing retrenchments - have in place a structured program and policy for helping those that will be affected while sending a clear message to the remaining employees that the organization cares about all employees -recognize the psychological effects of retrenchments hence advise those affected accordingly -apart from giving them a reasonable retrenchment package, the company ought to engage with the affected employees and assist them in making the transition -a supportive transition strategy includes effective transition support demonstrating the company’s commitment to assisting the employees through the difficult time. 21. Exit questionnaires and interviews if used wisely can help reduce labor turnover rates. The questionnaires and interviews can be structured in such a way that the leaving employees give a view of their experience in the company for the time they worked, what they liked about the company, what they did not like about the company as well as their reasons for leaving the company. If they left for reasons that the company should improve on, then the company will be able to establish this and hence take corrective measures. Thus, exit interviews and questionnaires can be of much help in reducing employee turnover rates. References: Jared,M2011, Human Resources Management, London, Rutledge. Read More