Benefits of a Diverse Workforce, Recruitment and Selection Policy - Coursework Example

Introduction

Human resource is undoubtedly a primary component that drives organization towards achieving its set goals. Regarding staffing, the human resource is involved in recruitment, identification of qualified personnel and selecting the shortlisted candidates. Besides matching prospective employees to the jobs best suited, human resource personnel undertakes induction of the employees into the work environment. Certainly, each of these roles requires careful and systematic process that are hinged towards obtaining the best suited employees for each organization’s work. This paper provides a discussion on talent planning, recruitment and selection methods and induction process.

Talent Planning

The basic step that is needed from the human resource is to identify, recruit and assign job to the most talented employees. Talent planning is defined as a continuous process of undertaking analysis of the human resource needs in an organization in light of changing human resource needs and putting in place appropriate human resource policies for the long term effectiveness of the organization. The overarching purpose of talent planning is to ensure the organization obtains and retains the number of personnel that is equipped with the requisite skills, competencies and expertise needed to deliver on the organization’s objectives.

Factors influencing organization’s talent planning

Waheed, Zaim, and Zaim, (2012) states that talent planning is a process that requires creation of vacancies for employees to occupy. Thus, the business expansion, restructuring and contractions affects the talent planning process. Restructuring, expansion and contraction is based on the resources, number of employees and the production. Therefore, aligning employees during these organization re-organization lies squarely on the talent planning. The aim of this process is not only to get the most suitable in terms of skills, but also a cadre of the employees that can be sustained by the organization.

The roles required and skills shortage versus surplus is an important pointer that guides in talent planning. Through skills evaluation, an organization is able to understand its practices and where certain skills are needed (Rothwell, 2011). As a continuous process, Khatri, Gupta, Gulati, and Chauhan, (2010) observes that talent planning utilizes skills audit reports to undertake employees’ deployment and re-alignment of the personnel to the required areas. Again, this goes alongside organization’s business plan. A business plan is a tool that provides a framework on how a business will carry out a set of activities to gain profit. Talent planning being an impetus of profit maximization is influenced by the business plan.

Moreover, workforce “make-up” and contracts-based employment is another determinant of talent planning (CIPD, 2012). Flexibility of the contracts may require occasionally to align the employees’ skills and abilities to certain jobs. Talent planning is such circumstance is often affected since the employer has no reassurance of a permanent allocation of an employee to specific job. An organization will therefore approach talent planning based on the contracts and the work flexibility. The nature of work either a contract, executive or permanent will influence the talent planning in an organization.

Organization’s ability to develop skills is an important factor that influences its talent planning. Organizations that have capacity to build skills and expertise are likely to lower the threshold of skills needed since it has a comprehensive skill-building capacity. In fact, some organizations that have its own training may require individuals with interest in certain types of work. Also, the employer’s brand such as creating an attractive place for work is an important aspect that is influence talent planning. Organizations whose target is to foster its brand will therefore have an ongoing narrowed skills and expertise processes so as to sustain its brand.

Benefits of a Diverse Workforce

Forbes, (2011) defines diverse workforce as mosaic of persons who come into an organization with a variety of backgrounds, styles, perspectives, beliefs and values. In essence, diversity adds an array of socio-cultural and economic impetus into the existing set of values. Given the numerous qualities that accompany diversity, it is certainly beneficial to an organization in several ways. Firstly, diverse workforce means there are a wide range of abilities and skills. There is no doubt that each of these skills are useful in meeting organization’s goals. Secondly, diverse workforce ensures that the employees are drawn from an entire labor market. Thus, the scope to attract the best minds and talents is maximized.

Thirdly, diverse workforce provides the refection that the community that an organization. Often, the community surrounding the business premises requires to feel part of the organization. Creating a diverse workforce allows each member of the community be reflected within the employees (Forbes, 2011). Here, each of the age groups, sex, ethnicity and religious group get stake in the employment. Meeting organization’s goals and objectives cannot be possible when there is complains and feeling of seclusion from the community. As a fundamental corporate practice, meeting the community’s expectation ensures a broader success of an organization’s goals. Lastly, diverse workforce ensures that an organization complies with the fundamental legal requirements that demands organizations to exercise fairness and non-discriminatory labor laws. Being a legal requirement, diversity ensures an organization avoids unnecessary costs in court suits.

Recruitment and selection policy

Recruitment and selection are two distinct but related processes. Recruitment is a process of vacancy identification and listing a group of candidates that meet the minimum qualification criteria from the various applicants (Bhaktimayanand, 2010). Not all those who are recruited ends up with a job. Essentially, recruitment is the beginning of a comprehensive and vigorous exercise in staffing process. On the other hand, selection begins from shortlisting of potential candidates and ends with the job offer, acceptance and induction (French, 2010).

There are numerous sources that can be used to attract potential candidates. Broadly, these sources can be external or internal. External sources refers to all channels used to obtain potential candidates for a job from outside the organization. Print media, use of external agencies, posters among others are classified as external sources. Internal sources include the use of restricted channels that seek to source employees within the same organization. For instance, internal promotion, lateral transfers, rehiring former staff and job rotation schemes are excellent examples of internal sources. Irrespective of the channel, recruitment is the most important step that an organization need to negotiate appropriately if it needs competent and diverse workforce. Errors at recruitment stage is a recipe of a chaotic and disastrous human resource. Given the dynamics and intercalating factors, recruitment is influenced by myriad issues depending on the approach used.

Methods of Recruitment

Direct method or target audience strategy refers to a process where representatives of an organization are sent to specific locations where there is a pool of potential candidates. For instance agents can be sent to educational and training institution of a specific skills. Here, the work of the agents is to establish contact with the potential job seekers. In many cases, the agents work in collaboration with the placement cells within these institutions. The benefits of this strategy is the readily available potential candidates that have specific skills and experience for the job. Secondly, the target audience comes with diversity. As aforementioned, diversity is one of the attributes that comes with monumental value to an organization. Besides, due to the readily availability of an appropriate pool of skills, the process of recruitment is faster and cheaper.

Advertisement is a means of recruiting employees (Stariņ, 2015). The employer may resort to advertising the post in newspapers, radio, television, professional journal among other means. Advertisement is desirable when an organization requires a much refined and technical personnel for a higher post. Also, it is beneficial when the organization wants to reach out to the diverse population. Often this method of recruitment is expensive and therefore not commonly used by smaller and upcoming firms. A large pool of applications are inevitable since it is open to the wider population. However, it comes with the benefit of reaching a diverse and more refined skilled personnel.

Private employment agencies are sometimes used to recruit personnel. In this case an organization hires a professional recruitment agency to recruit potential employees. The role of an organization is to provide a set of skills, expertise to the agency and wait for the section process. This method comes with higher cost of recruitment, extended time and large pool of applications. However, this method attracts a diverse population with numerous skills and expertise. Secondly, it eliminates potential discriminatory practices that may be inherent in an organization and also it fosters fair employment practice.

Methods of Selecting Employees

After recruitment, the organization embarks on selection process based on the preset criteria. One of the mostly used method is interviewing. Interviews provides an opportunity to the human resource to have one-on-one contact with the prospective candidates. During interviews, the employer uses the opportunity to gauge confidence and the abilities of the candidate including communication skills. Similarly, interviews provides an opportunity to the interviewee to explain himself or herself regarding the suitability of a job. Apart from the credentials assessment, interviews offers a preferred choice of interaction with a prospective employee. The academics, skills and personality traits can be deduced from an interviews. Thus, it remains the most commonly used selection method.

Structured interviews have been found to be extremely good at predicting performance. However, it must be applied appropriately. Secondly, applicants can be assessed on numerous aspects in an interview. Some of the areas that can be assessed include organizational, culture and job specific dimensions. Besides, competence can be intertwined within the structured interviews therefore providing a nuanced assessment framework. Besides, interviews is useful and informative in any kind of work. Interview ratings are often considered balanced and objective and has interpersonal reliability.

Porter and Spear, (2008) states that referencing is another method of selecting suitable candidates for a job. In this method, employer contact professors for potentiality and abilities of the prospective candidates. The professors solicit information to the organization on the excellence areas of a student and records of expertise. The benefits of this method is the already known skills and purview of the abilities of a potential candidate. Secondly, the professors provided a quick and cheaper reference and thus saves organization’s resources. Besides, this method is associated with fewer number of applicants since such referencing has limited number of the candidates. However, this process limits an organization from maximizing on a wider pool of skills and expertise. Furthermore, it is likely to damage organization’s image since the process may be prone to nepotism and other malpractice in the recruitment process.

Thirdly, selection process can be done through work sampling. This is a performance-based evaluation of a prospective candidate on the work dimension. It is work-embedded method of selection that is considered useful especially on technical work that requires skills demonstration. Firstly, this type of selection is most suitable when employing a technical skilled personnel because through work sample, the required expertise can be assessed. Competence is an underlying characteristic that may not be overt in other selection methods, work sample therefore provide the most decisive criteria when selecting competence-based skills.

Factors affecting Recruitment and Selection

McDonald et al., (2011) notes that recruitment and selection is a key function in human resource practice that is influenced by a wide spectrum of organizational (internal forces) and external forces. The size of an organization determines its approach when it is recruiting or selecting candidates to occupy vacancies available. Three things are primarily of concern, firstly the resource base of the organization. Bigger companies are well-endowed with resources and may resort to mass media advertisement due to the diversity and refined skills being sought. For smaller organizations, advertisements may be considered uneconomical due to the limited resources. Also, the size of an organization determines the qualifications needed. Smaller organizations may not be in a position to compensate blue chip executives and thus such extraneous applications are disqualified during recruitment and selection processes.

Government policies governing corporate employment dictates recruitment and selection processes. In line with fair corporate practice, it is mandatory to have proportion of each gender being recruited and selected (Zaharie & Osoian, 2013). It amounts to travesty of law if an organization recruited women or men only in its position. Besides, such action often leads to legal suits and this is a costly affair. Apart from gender, the organization is requirement to reward the local community, ethnic, religious balance among other social dynamics. Although often subtle, the social architecture of a society defined recruitment and selection process. However these diverse requirements has been captured within the government policy. Business organizations do not exist in isolation. While it has outright criteria, fairness and balanced policy must factor in issues or gender, religion among other unique considerations.

Due to the aggressive competition in the market, businesses often consider competitors’ recruitment and selection processes. In Information Communication Technology (ICT), the field is robust and highly dynamic. Competition is extremely high and businesses risk obsolesce if it does not invest heavily on vibrant and versatile staff. Given the unique challenges that each industry face, the recruitment and selection process will often be influenced by what the competitors are doing. A given industry for instance ICT that is worker-dependent has the staff skills and expertise as an area of building competitive advantage. Depending on the industry and the role of an employee in a vacant position, businesses will often engage in vicious competition during recruiting and selection. Each business will therefore seek to align its recruitment and selection process alongside the preset standards within its industry.

Induction

After employees have been recruited and selected the human resource personnel organizes for induction. Induction is a process where newly employed persons are introduced to the work environment (Obeidat, 2012). Essentially, an induction program is used to introduce employees to the work settings. The length and nature of induction depends on the complexity of the work and organization’s settings.

Purpose of Induction

Induction program helps new employees to quickly adjust or acclimatize to the work environment. Secondly, the employee is introduced to a team, supervisors and other important personnel that he or she will be interacting with in the course of work. Effective induction program should ensure that an employee settle and feel part of the organization within the shortest time possible. Thirdly, induction program welcomes new staff formally into the work areas and to the team players. Besides, it allows a new employees understand the information regarding time, work schedule and other core information regarding the work.

Areas of Induction

Notable areas of induction include introduction to the team members and supervisors among others. The new employees get a chance to meet their supervisors and colleagues. Secondly, new employees are taken through the work schedule depending on the type of work. Besides, they are introduced to organizational culture, performance standards and terms and conditions of the work. More importantly, employees are introduced to overview of organization policies and regulations. Also, introduction on safety measures in the course of work and where to report work-related injuries.

Activity 2: National Retail Group Case Study

Job analysis is the first step of performing a successful recruitment process. In this initial stage, the human resource examines and identify the knowledge, skills and abilities needed for the job. Job description and job analysis are then extracted from the job analysis. Before opening a vacancy to be filled, a detailed job description often exist. Therefore, this is the preliminary activity that is undertaken prior to recruitment. Organizations requires the right cadre of employees at various units and departments. Through appropriate talent planning the organization’s work is synergized and the productivity is enhanced. Besides, it creates a pool of diversely skilled personnel whose combined efforts leads to integration of quality workforce. Diversity is therefore one of the desirable elements of an organization. Apart from improved productivity, the organization benefits from the multi-pronged skills and expertise in various areas of work. Securing the services of the persons with the required skills at the right place and time is the most desirable outcome of any human resource talent planning.

Sourcing is the second stage. Here, the human resource team embarks on attracting the potential candidates for the advertised job. Thirdly, screening of the recruited candidates follows. This stage involves matching the knowledge and skills with job specification. Screening allows for a balanced process that caters for issues such as gender that are critical part of statutory requirement. The last step is selection of the candidates that best fit the job. Soft skills such as interpersonal and teamwork are critical recipes that cuts an edge in a competitive job.

Case Study Stages of Recruitment

Job Description and Person Specification

For Human Resource Officer, job description include;

• Recruiting and selecting candidates for various jobs within the National Retail Group.
• Conducting induction program of the newly employed employees.
• Maintains the work structure and updating job requirement as per the policy of the organization.
• Prepares employees assignments and conduct training needed to meet job requirements.
• Maintain an update payment plan and records of all employees.
• Ensures planning appraisal and monitoring of workplace-related issues.
• Maintains benefits programs for employees such as health insurance schemes.
• Ensures legal compliance of all applicable laws such as safety at work.

Personal Specification

• The candidate must be critical thinker and able to timely make decision.
• Effective communication skills.
• Good in time management.
• Hardworking and passionate about organizational productivity.
• Creative, versatile and able to work without supervision.
• The candidate should be able to demonstrate professionalism and of good conduct.

Advertisement

National Retail Group Company’s wish to advertise for the position of Human Resource Officer.

Duties and Responsibilities

• Recruiting and selecting candidates for various jobs within the National Retail Group.
• Conducting induction program of the newly employed employees.
• Maintains the work structure and updating job requirement as per the policy of the organization.
• Prepares employees assignments and conduct training needed to meet job requirements.
• Maintain an update payment plan and records of all employees.
• Ensures planning appraisal and monitoring of workplace-related issues.
• Maintains benefits programs for employees such as health insurance schemes.
• Ensures legal compliance of all applicable laws such as safety at work.

Educational / Qualifications

• Bachelor’s degree in Human Resource Management
• Any Post-graduate qualification related to Human Resource Management will be an added advantage.
• The candidate should have at least 2-year working experience in a field related to HR.

Skilled in planning and organizing events and activities.

• Candidate should be well-versed will HR policies and legal requirements in line with the Legal Acts governing employment.

Personal Specification

• The candidate must be critical thinker and able to timely make decision.
• Effective communication skills and attentive to details.
• Good in time management.
• Hardworking and passionate about organizational productivity.
• Creative, versatile and able to work without supervision.
• The candidate should be able to demonstrate professionalism and of good conduct.

Selection Criteria

SELECTION CRITERIA

MET (Y)

NOT MET- (N)

QU. FURTHER AT INTERVIEW

(Y)

EDUCATION / QUALIFICATIONS

Degree level in Human Resource Management.

Masters or any post-graduate qualification related to HR will be an added advantage

Y

Y

WORK EXPERIENCE

At least 2-year experience in HR-related job

Planning and training activities

Experience in HR procedures, policy formulation and legislations

Conflict resolution

Has previously sat in a recruitment and selection panel

Has wealth of experience in conflict resolution

Y

Y

Y

Y

Y

Skills / Knowledge

Knowledge on employment legislation.

Computer literary

Strong communication skills

Effective planning and prioritizing events and activities.

Excellent organisational skills

Established and effective decision-making skills.

Knowledge and Experience of HR Software

Y

Y

Y

Y

Y

Y

Y

Y

GENERAL ATTRIBUTES

Results oriented

Critical and creative thinker

Able to gather resources to execute functions

Good interpersonal relationship

Positive attitude to work

Good in problem-solving.

Versatile and attentive

Willing to improve

Y

Y

Y

Y

Y

Y

Y

Y

Y

List of Records and Legal Requirements

After the recruitment process, the HR will keep various documents in compliance with legal framework. The list of documents for both successful and unsuccessful candidates will be kept in accurate and will be only used for specific reference within the legally required time. Secondly, the Equality Act 2010 requires these records to be kept. Records to be retained:

• Job advertisement and details of job description.
• List of selection criteria and short-listed candidates.
• Interview assessment for, copy of letter of successful and unsuccessful candidates.
• Employment, medical and any criminal records.
• Compensation for transport for interviews where applicable.

Letter to an Appointee

Dear Mr/Ms

Following the interview conducted on 20/6/2016, we are pleased to announce that you were selected as a successful candidate for the Human Resource Officer (HRO) of National Retail Group Co. (NRG).

As the HRO, you will be expected to work diligently as per the duties and responsibilities as per the job description. You are expected to work 3-days a week from 8am to 5pm on Monday, Wednesday and Friday.

The offer comes with a salary of $72000 per annum which is subject to tax, insurance cover and other statutory requirements. The office will be located at the NRG Watterson Building, second floor, room 112.

The current company’s health, life and incapacity insurance covers are offered as per the company policy. As an employee of NRG, you are entitled to 30-days paid leave per annum.

The work commences on 5th July 2016. Kindly you are reminded to report to the HRO office on the said date at 8am.

We wish you the very best as you join the company.

Sincerely

NRG Recruitment Team.

Letter to non-appointee

Dear Mr/ Ms.

We are sorry to inform you that following a rigorous exercise, you were not considered for the HRO job you applied. We highly appreciate your interest in working with our company.

The company will retain your profile as part of the NRG talent pool policy. We may consider your candidature in future should your profile match our company’s strategic objectives.

We wish you the best of luck in your future endeavors.

Sincerely

NRG Recruitment Team.

Sample Interview Questions

• Why do you think you are best suited for the work as human resource manager?
• What are some of the challenges you would expect in human resource practice?
• What is ethical dilemma? And how do you navigate ethical dilemma in work place?
• What are some of your areas of weakness?
• Given the opportunity, what are some of the new things do you think is needed by the National Retail Company?

INDUCTION PROGRAMME FOR NEW STAFF

SESSION

SUGGESTED CONTENT OF SESSION

Introduction to work area

• Mission, Vision, Objectives of work area
• Visits to various work stations

• Introduction to other members of staff

• Going through roles and responsibilities of staff.

• Meeting colleagues and line managers

• Introduction to the other teams within the Work area.

• Team meetings at specific work areas
• Departmental briefs

• Terms and Conditions

• Ensuring there is understanding of terms and conditions, important information on terms and conditions.

• Performance Standards
• Person Responsible – Line Manager

• Outline specifics of job role – (job description)
• Define goals, objectives, and expectations
• Review probation and performance and development/ appraisal process.

Culture of the Work area

Person Responsible – Line Manager/Nominee

• Make new start aware of local arrangements regarding hours of work, holiday requests, sickness procedure, after hours working, dress code, lunch arrangements, etc.
• Other University procedures e.g. internet and e-mail usage, transportation and parking, etc.

• Office Systems
• Person Responsible – Line Manager/Nominee

• Review processes for using office equipment such as: computer, telephone, voicemail, fax, printer, photocopier, etc.
• Review processes for using other university equipment/systems such as: libraries, laboratories, open access computers, etc.
• Review computer security, and software usage.
• Consider environmental efficiencies (waste, recycling, energy)

• Health and Safety
• Person Responsible – Health & Safety Co-ordinator/ Line Manager

• Introduction to important locations such as – fire exits, fire alarms, fire evacuation procedure, fire-training, first-aid arrangements, and other arrangements as required.

• Monitoring and Evaluation
• Person Responsible – Line Manager

• Introduction to quality assurance and monitoring and evaluation team (where applicable).

.

Reference

Bhaktimayanand, N. (2010). Recruitment and Selection Process.

CIPD. (2012). Resourcing and talent planning 2012. CIPD.

Forbes. (2011). Global diversity and inclusion: Fostering innovation through a diverse workforce. Forbes Insights, 1–20.

French, R. S. R. (2010). Recruitment and Selection. In Leading, Managing and Developing People (pp. 170–190).

Khatri, P., Gupta, S., Gulati, K., & Chauhan, S. (2010). Talent Management in HR. Journal of Management and Strategy, 1(1), 39–47. http://doi.org/10.5430/jms.v1n1p39

McDonald, A. M., Treweek, S., Shakur, H., Free, C., Knight, R., Speed, C., & Campbell, M. K. (2011). Using a business model approach and marketing techniques for recruitment to clinical trials. Trials, 12(1), 74. http://doi.org/10.1186/1745-6215-12-74

Obeidat, B. Y. (2012). The Relationship between Human Resource Information System (HRIS) Functions and Human Resource Management (HRM) Functionalities. Journal of Management Research, 4(4), 192–211. http://doi.org/10.5296/jmr.v4i4.2262

Porter, C., & Spear, B. (2008). Strategic human resource management. In Human Resource Management (Vol. 14, pp. 365–382).

Rothwell, W. J. (2011). Replacement planning: A starting point for succession planning and talent management. International Journal of Training and Development, 15(1), 87–99. http://doi.org/10.1111/j.1468-2419.2010.00370.x

Stariņ, O. (2015). Employer Brand Role in HR Recruitment and Selection. Economics & Business., 27, 58–63. http://doi.org/10.1515/eb-2015-0009

Waheed, S., Zaim, A., & Zaim, H. (2012). Talent Management in Four Stages *. The USV Annals of Economics and Public Administration, 12(1), 130–137.

Zaharie, M., & Osoian, C. (2013). Job Recruitment and Selection Practices in Small and Medium Organisations. Studia Universitatis Babes-Bolyai, 58(2), 86–94.