An Approach to Recruitment and Selection - Essay Example

An Approach to Recruitment and Selection 1.0. Overview Established in the year 1991, TyCoffi is a 20 year old small coffee-house chain which employs around 700 employees in its 50 coffee-houses scattered all around the UK. The company was founded by Mike Jones who is also associated with the company as its Chief Executive Officer (CEO). Therefore, his belief regarding customer response and employee enthusiasm has created a considerable influence on the corporate vision of TyCoffi. Notably, the corporate vision of TyCoffi depicts that customers do not only buy a cup of coffee, but also intend on consuming memorable experiences which can be derived particularly from efficient service. Due to this reason, Mr. Mike Jones intends to provide with significant emphasise to boost the collaboration amid employees and encourage them to be more productive in their assigned work maintaining a healthy, coordinated and decentralised organisational structure. Another major facet that Mr. Mike Jones considers to be quite vital is the recruitment and selection process executed to employ competent, enthusiastic and candid employees. He wishes to expand the company with additional five coffee-houses in the Cardiff area, Penarth, Cyncoed, Cardiff Bay, Roath Park and Pontcanna for which he is willing to execute his recruitment and selection process in a structured, rational and beneficial manner. With due consideration to Mr. Mike Jones’ objective towards overall organisational growth, this report will intend to summarise a detailed approach to recruitment and selection process that can be beneficial for enhancing the relationship between employer and employee in TyCoffi. 2.0. An Approach to Recruitment and Selection The process of recruitment and selection is perceived to be quite significant for an organisation operating in the 21st century with the intention of being competent and sustainable in the highly competitive environment of the era. From a strategic point of view, an effective recruitment and selection process assists the organisation to acclimatise itself in the continuously changing business environment as well as enhances the overall organisational productivity1. Hence, it is of no doubt why managers focus with immense significance to the recruitment and selection process. As often noted by practitioners, recruitment can be referred to as the process where the employers intend to attract potential candidates from the external as well as internal (i.e. from within the organisation) business environment2. As noted by Dale (2004), “The primary purpose of recruitment and selection process is to achieve one desired end: appointing the right person to the right job”3 (pp. 1). Considering the importance of an effective recruitment and selection process in rewarding sustainable growth to an organisation, various factors can be identified that should be taken into account by recruiters while developing the process. These factors can exist both in terms of micro and macro elements in the organisational structure. The micro environmental factors can be stated as the organisational culture, structure, human resource policies and practices along with the overall organisational objective. Similarly, the macro environmental factors can be identified as the availability of potential candidates for the job offered relative to the pay scale along with the employment rules and regulations as prescribed by the regulatory bodies4. It is worth mentioning that the organisational culture followed in TyCoffi is decentralised in nature which depicts independent participation of individuals in the decision-making process. However, more than permanently decentralised, the organisation in itself is a temporarily decentralised company where the employees have their individual contribution minimising the consequences of rigid hierarchy in terms of flow of information5. For instance, within the organisational culture, individuals address each other by their first name which is expected to make the employees feel free in conveying their understanding and viewpoints to the decision maker. This again assists the CEO to develop effective strategies to deal with employee satisfaction with the belief that customer satisfaction can only be attained through employee satisfaction in a service industry. However, the authority to take decisions is principally supervised by the top manager, i.e. Mr. Mike Jones which further eradicates the constraints in relation to time, cost, and control of the decision making process. This also helps in maintaining a healthy coordinative and competitive environment within the organisation6. In the similar context, the internal environment of the organisation also tends to exhibit proper reward and remuneration measures in terms of internal recruitment through promotion along with educational assistance to the employees for learning Welsh. Stating precisely, the organisational culture shows evidences of effective reward system7, training and development system8, along with a proficient communication process9. From an overall point of view, these aspects are considered to be quite significant in determining the organisational competency in its Human Resource Management practices in relation to its recruitment and selection process10. The regulatory measures concerning employment activities in relation to the recruitment and selection process also tends to have a significant impact on the efficiency of the entire procedure11. Notably, the employment law in the UK has recently been changed which will also be considered while developing effective recommendations for the recruitment and selection process in the organisation12. 3.0. Detailed Recommendations Similar to any other managerial process, the recruitment and selection process also requires to be executed in a systematic and well-organised manner so as to derive the determined objective. In this case, the process can be instigated with the evaluations of the internal and external factors taking in to concern the requirement of the organisation as well as the requirements of the potential candidates. This is likely to include the employment laws and job prospects in the market concerning the wages as external factors along with the internal factors of job responsibilities and opportunities provided by the organisation as per the requirements. The information collected from this phase can be further used in the development of a plan adhering to the external environment and focusing on the organisational objective. The next phase would be to prepare a comprehensive job description to be circulated in the job market as well as within the organisation so as to attract the potential candidates from both the external and the internal environment of the organisation. The job description should include the job specifications and the unambiguous portrayal of the offered benefits13. 3.1. Job Specifications In the case of TyCoffi, the main objective of executing the recruitment and the selection process is to attract the internal and external candidates who are well suited for the offered designations. For instance, the coffee-houses which are to be inaugurated in the five targeted regions will require one House Manager, one Assistant House Manager and at least 10 Baristas for each house. While, Mr. Mike Jones intends to recruit internally through promotion particularly for the positions of House Manager and Assistant House Manager, the appropriate professionals for the Baristas’ posts are intended to be selected from external job market. Therefore, Mr. Mike Jones shall have to focus on attracting both external and internal candidates through proper measures that will entail the skilful professionals. In order to attract candidates from the internal organisational environment, Mr. Mike Jones can consider the performance evaluation of the potential workers already associated with the organisation as Baristas. Notably, these candidates should possess in-depth understanding of the organisational process as they would be liable to deal with the regular activities of the coffee-house and reporting to Mr. Mike Jones. Furthermore, they should also possess significant leadership qualities so as to motivate, monitor, control and communicate effectively with their sub-ordinates. With this concern, Mr. Mike Jones can also focus on organising competitive schemes within the organisation which will not only reveal the most potential candidates for the designations of House Manager and Assistant House Manager, but also make the existing employees interested to take part in the process. Furthermore, it shall also reduce the chances of conflicts arising within the organisation due to biasness14. Mr. Mike Jones can also make use of Human Resource Information System (HRIS) as a modern technology application in order to select appropriate personnel from his 50 coffee-houses located in the UK15. Technology can also be beneficial in the external recruitment process. For instance, Mr. Mike Jones can make use of social networking sites to a large extent while attracting the potential candidates from the external environment. Taking the virtues of rapidly increasing online activities in the social networking sites, Mr. Mike Jones can emphasise on marketing the jobs offered through these networks which is likely to reach a larger base in the employment market along with creating a long lasting impact on the potential candidates16. Furthermore, Mr. Mike Jones can also gather information from the interested candidates through internet and social networking websites which can thus be useful in assisting him to identify the most appropriate candidates for his organisation17. In order to attract local candidates for the posts of Baristas, from the five regions where Mr. Mike Jones wishes to expand his organisation, he can emphasise on giving job advertising through newspapers, magazines as well as through word-of-mouth. Notably, the potential candidates should possess good communication skills so as to deal with the regular customers and simultaneously have smart appearance18. 3.2. Reward System and Training and Development One of the major reward systems practiced within the organisational culture of TyCoffi is the promotion of existing employees to the posts of either House Manager or Assistant House Manager. This can be termed as a form of extrinsic reward that encourages the participation of the employee satisfying his/her basic as well as luxury needs. However, Mr. Mike Jones should also emphasise on intrinsic rewards as well which will provide the employees with sufficient opportunity to enhance their skills and also make use of their knowledge19. With this concern, various competitive schemes can be introduced by Mr. Mike Jones along with a few measures to encourage their productivity, such as incentives. It is worth mentioning that the temporarily decentralised and harmonised organisation culture practiced in TyCoffi can also act as a significant reward to the fresh employees20. In addition, on the basis of the employment law enforced by the UK government and the signified changes of 2011 in the regulations, Mr. Mike Jones can also focus on providing with pension benefits, paid sick leave benefits, leave benefits and flexible working hour benefits to the employees21. Health benefits and anti-discriminative measures can also be effective in attracting productive employees for the fresh coffee-houses22. Mr. Mike Jones should provide greater significance to the aspect of training and development process which can in turn assist in attracting the potential candidates. This can be quite effective in the internal recruitment process as training and development procedures shall increase the skills of the existing employees which are likely to facilitate their potential to be promoted to higher posts23. Notably, Mr. Mike Jones intends to focus on the training and development process through educational facilities to the interested candidates in order to enhance their Welsh speaking skills. It is in this context that along with speaking skills, he should also intend to enhance the leadership qualities of the employees to be recruited which will not only attract them but also make them quite productive for the organisation in its long run24. 4.0. Evaluating the Recommendations Recruitment and selection process can turn out to be quite costly as a consequence of meagre efficiency of planning and execution. Moreover, it can also be less beneficial than expected failing to obtain the major objectives of the process25. The process recommended above can not only assist Mr. Mike Jones to execute his recruitment process with efficiency but shall also assist him in retaining and encouraging the productive workers at large. However, it is quite essential to evaluate the efficiency of the recruitment process in frequent intervals. With this concern, Mr. Mike Jones can consider evaluating the performance of the new incumbents so as to judge whether appropriate personnel have been recruited for the jobs specified. Moreover, the requirement of training and development or reorganising the entire process can also be identified with reference to the process evaluation findings of the recruitment and selection process26. References Aguinis, H. and Kraiger, K. 2009. Benefits of Training and Development for Individuals and Teams, Organizations, and Society. Annual Review of Psychology 60, pp. 451–74. Amabile, T. M. et. al. 1994. The Work Preference Inventory: Assessing Intrinsic and Extrinsic Motivational Orientations. Journal of Personality and Social Psychology, Vol. 66, pp. 950-967. Arndt, C. 2011. 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