Recruitment and Selection, Challenges That May Result due to Poor Staffing - Essay Example

Recruitment and Selection In every organization, the management department needs to forecast the amount of labor supply required to ensure that they satisfy consumers’ wants and needs. They also need to estimate the future demand in the market and the kind of employees which are available in the market. For this to be effective, the management needs to conduct this survey separately so that they can clearly come up with accurate estimates of labor supply and demand. The primary importance for this is that interior supply estimates depends majorly on the various variables in the organization. Examples of these variables include; returns, retirement rates, transfers of employees to other branches and promotions of the employees. The forecast demand is heavily dependent on the changes in external factors such as products or services which customers may demand. The two forecasts (labor supply and demand) differs greatly in that in demand forecast, there are a lot of uncertainties such as consumer behavior, influence of technology and the presence of unstable economic environment. This forecast of labor and demand supply can be done by using qualitative and quantitative techniques (Triest and Foote 2008). Labor supply can be defined as the total number of hours that an employee is willing to work at a certain wage rate. There are various factors which may influenced labor supply, this may include the rise in population which increases the number of workforce who are willing to work at any wage rate which is one of the factors which leads to unemployment. It is the duty of the human resource to ensure that he employs workers who posses the right skills so that they satisfy the needs of the customers and at the same time improving the image of the company. Forecasting of demand labor is very important for any organization to be very successful. The human resources department needs to determine the future demand labor, and he should ensure that he has enough labor demand who can deliver quality services to customers. In addition, organizations should consider many factors before coming up with the exact number of labor demand they require, such factors include the price of the demand labor and other basic needs which might need to be provided (Taylor and Hall, 2008). Human resource planning is a department which ensures that the employees with relevant skills are employed, this will increase the competitiveness of the organization; improve the organizational image due to quality services being offered. The success of an organization majorly depends on the kind of the services they offer, customer care and the relationship created between the customers and the organization. Human resources department is also responsible in ensuring that the future needs of the company is met, this can be achieved by setting the company’s objective and strategizing on how those needs will be achieved. Some of the strategies include; employing competent employees, training new employees to know the system of the company and offering refresher causes to long serving employees. Lastly, the human resources planning has an obligation of gathering relevant data from either primary sources or secondary sources which could aid decision making on how to achieve company’s mission (Arias-Oliva and Torres-Coronas 2008). The hiring procedures in any company comprises of the following steps; before hiring the new employee the company needs to decide on the skills which they are looking for, and they should also state the job requirement. Second is conducting a research for the requirement of the job and the key features which will be used as a benchmark in the interview. This should major on the job description. Thirdly is providing qualifications needed to fill the vacancy, these are commonly used when advertising the job vacancy, determining the salary scale and can act as the benchmark of the performance of the company. The salary of the vacant position can either be determined by the use of salary chart within the company, or by the use of internal or external equity. The next step is sending letters for interview to the qualified candidates; these letters should indicate the date of the interview, place and time. During the date of an interview, the management needs to select the panel who will be conducting the interview. This team needs some training before they conduct the interview (International Monetary Fund, 2007). After the interview, the human resource manager should send letters to all candidates thanking them for attending the interview, he should inform them on the results of the interview i.e. whether they qualified or not. These letters should serve as a notification for candidates who have qualified in the interview (Mohapatra and Kreitner 2008). Immediately the new employees arrive, they will be taken for orientations and some brief training on the system used in the company. This training is very necessary to ensure that the employees are equipped with necessary knowledge and skills so that they can be competitive in offering services to the customers (Mader- Clark, 2009). There are various challenges facing hiring managers during hiring process; these include lack of proper sourcing strategy, thus ending up in employing uncompetitive employees. The companies need to select the best talented employees who are capable of competing in the present competitive market. The second challenge in hiring process is that job description limits the most talented people to apply for the position, the managers needs to consider carefully what they are looking in the market before advertising the position. Many managers employ people basing on those qualities which they had stated on the advertisement, this will lead to limited results since there are more important aspects to be look at than those stated in the advert. Lastly, companies are only looking for the “common” skills and knowledge, they do not consider people who are talented but who are capable of coming up with new ideas which can boost the performances of the company (Blazey, 2008). The managers are the people who make decision on hiring employees; they make their decisions based on the results of the interview. They consider many factors such as the way the interviewees had behaved during the interview, dressing code, and the way he had answered the questions which he was asked (Mankiw, 2008). There are various challenges which may result due to poor staffing. To improve this situation, the human resource manager needs to design ways of motivating the employees so that they can increase their performance. The human resource manager needs to have a plan on how he will employ effective workers. He can do this by trying to find more information about the employee by referring the previous employer of the employee or getting more information concerning the new employee by calling the referees which the employee had provided in their CV. In addition, he can obtain qualified employees by making advertisement through various means such as the internet, stating clearly the class of employees who are being targeted, planning the relevant question to be used when recruiting, and the exact number of employees to be employed (Mcgladrey, 2009). Human resource managers needs to have a proper means of recruitment so that they can select the best candidates who will be reliable in the place of work, employees who can handle delegated duties. The human resource manager needs to have some tools which could be to used as predictors for future job performances. There are different types of interviews, these include; structured interviews and unstructured interviews. The major differences in these two type of interviews is that in structured interview, there are same opportunities for all interviewees, they are given equal chances to explain their credentials which will be used in selecting the best candidates. The interviewers in this system use the same questionnaire with the same questions for all the candidates. In addition, all candidates who attended the interview will be rated using the same rating scale. Finally, the answers which the candidates provide will be weighed so that the best candidates with strong points will be selected for the job (Mankiw, 2008). On the other hand, unstructured interviews is a case whereby the candidates are interviewed with different questions from the rest of the candidates, this also implies that the candidates will be rated differently with different rating scales, and the candidate’s point needs not be agreed on by all the interviewers. In conclusion, unstructured interview is completely unreliable since it has a loose framework. The nature of this kind of interview can reduce the level of accuracy because it does not clearly give the qualities which the interviewers are looking for. It can also be subjected to the cases of the corruption since a single interviewer has the authority to rate the candidate without the use of any rating devise. Reference Arias-Oliva, M. & Torres-Coronas, T. (2008). Encyclopedia of human resources information systems: challenges in E-HRM. Idea Group Inc Blazey, M. L. (2008). Insights to performance excellence 2008. American Society for Quality Assurance Harold, J. J. & Mathis, L. R. (2008). Human resource management. Thomson/southwestern. International Monetary Fund, (2007). World Economic outlook April 2007. International Monetary Fund. Mankiw, N. G. (2008). Principles of Economics. Cengage Learning Mader- Clark, M. (2009). The job description handbook. Nolo. Mcgladrey. (2009). Mandated Benefits 2008 compliance guide. Aspen publishers online Mohapatra, M & Kreitner, R. (2008) Management 2008 edition. Wiley India Pvt. Ltd Taylor, S. & Hall, L. (2008). Human resource management. Financial Times Prentice Hall Triest, K. R. & Foote, L. C. (2008) Labor supply in the new century. Federal Reserve Bank of Boston Read More