Queensland Health - Recruitment Strategy, Internal Recruitment, and Selection Strategy - Case Study Example

Analysis of a vacant position report Executive Summary Queensland Health is an institution that delivers health services in meeting the needs of at least four million Queenslanders. More than an estimated 60 000 people work for the institution Queensland Health, making the institution one of largest organizations across Australia. The institution’s integrated services are delivered in a wide range of work environments and are inclusive of population health services (health promotion and protection); hospital outpatient, inpatient and emergency services; mental and community health services, as well as aged care services. Queensland Health is looking for people to fill the position with Training and Development Officer, who will work at the District Technology Services located at Meadowbrook, Coopers Plains and Cleveland. The institution has set on a recruitment process to fill the vacant position. The institution set forth an advertisement on their website early this month with the expiry date for the applications set to be on 20th of September year 2010. Could you be the right person for this kind of job? This is what the institution sets out to analyze and look into for a successful recruitment. This paper is therefore, a guide into two main events for the institution being recruitment and selection process, which the institution will engage in facilitating a successful process in filling the vacant position and in due time. For recruitment strategies, external recruitment (Margaret 2000) would prove more fruitful for the institution as it would bring in many and diverse, qualified professionals and give the institution a chance to enroll the top cream of the applicants. Interviews are the best in the selection of the appropriate candidates and in this case personal interviews conducted to evaluate on the right person for Training and Development Officer Position. Table of Contents Introduction …………………………………………………………..……………….. 3 Part A – Recruitment strategy ………………………………………….……………... 3 Internal Recruitment …………………………………………….…………….. 3 Part B – Selection strategy …………………………………………………….……… 5 Interviews …………………………………………………….……………….. 5 Conclusion ……………………………………………………………..……………… 8 Introduction Queensland Health’s overall mission is ‘creating dependable health care and bettering health services for all Queenslanders’. In fulfilling its mission, there are four main values that act as a guide to the institution’s behavior. The values include caring for people with a demonstration of commitment to the people in the way the employees’ work, leadership with everyone having a role to play in maintaining exemplary leadership, respect and integrity. The Training and Development Officer position is a tactical position for any institution to successfully recruit the right person. Therefore, it is the sole reason why Queensland Health has devoted to working out appropriately and seeing unto it that the right and most efficient ways of recruitment and selections are followed in filling the named position. There are many recruitment strategies including internal and external, but for Queensland, the most efficient and selected method is external for fast and easy access to the qualified person for this job. The institution has provided the guidelines for applications at their website with qualifications and the expectations of the institution noted for any interested candidate. What remains now is establishing the Recruitment and selection strategy capable of working wonders for the institution in filling the Training and Development Officer position. Part A – Recruitment strategy Queensland Health has two main options from which it can conduct its recruitment including: Internal Recruitment External Recruitment However, Queensland Health will be using one recruitment strategy in its process of getting the best and qualified people to fill the position: 1. External recruitment strategy External recruitment strategy is method of recruiting potential candidates to fill a particular position from external sources, meaning that the organization recruits people who do not have an attachment to the organization. This will mostly be done using online applications (Terpstra 1994, p. 10 – 14) that the institution encourages for all the applicants since it is the easiest and most efficient in recording and making it easy for the selection process. Since the institution has no internal candidates selected at least not for this position, therefore, the position becomes open to everyone interested provided he or she passes the desired qualifications. With the institution having posted the position externally on the website, Internet or online recruitment will be engaged in the first stages where short listing of the candidates will take place (Terpstra 1994, p. 10 – 14). The Human resources department at Queensland will spend ample time of close to five days in screening all the resumes of candidates that will have been sent through applications done online. From this and after assembling of all the sent applications, it will be the duty of the department of Human Resource to select resumes of the candidates that will have qualified on the basis of requirements (Helen, Fay, West, and Patterson 2005, p. 118 – 128) as stipulated on the website. The Training and Development Officer is the vacant position of which the institution aims at filling the vacant post with the highly qualified individual and one who will deliver as per the expectations of the institution and with regard to the duties and responsibilities of that position. The selection criteria are generally a person who will be able to demonstrate his or her ability of having the key attributes (Korsten 2003, p. 365 – 379). The individual applicant should be flexible and free travel anytime and across all District Technology Services sites meaning that commitments will not be an exception when agreeing to take this position (Queensland Health). The selection criteria will also put across and draw a line to the incumbent persons who can operate a class C motor vehicle, holding a driving license to operate the vehicle with proof of endorsement a must before the commencement of the duty (Queensland Health). The recruitment strategy will engage job fairs (Margaret 2000). The concept of a job fair for Queensland is to bring the people interested in finding a job at the institution and particularly Training and Development Officer Job to have an equal chance of applying (Smart Jobs). This will be an excellent strategy for Queensland as a health institution and one that thrives on the mission of equal employment opportunities set for everyone (Smart Jobs). The institution through the job fairs will be able to exhibit the best of the institution and what the institution has to offer so that numerous job seekers out there can make ideal and informed choices. A job fair for recruiting at Queensland is also excellent as it will help the institution to enjoy a large pool of interested candidates on which the institution can draw, while the applicants will also have no limits to their applications (Queensland Health). It is a relaxed way of recruitment and using the website in this method’s application Queensland will be able to get employees who have dedication, interest and initiative on working within the limits of the responsibilities of Training and Development Officer at the institution. The recruitment will involve interested candidates visiting the institution’s website being www.health.qld.gov.au/workforus and finding this specific job for Training and Development Officer and their applications will be received and assessed depending on their qualifications and as per the job requirements (Smart Jobs). The applications done online is the best recruitment strategy as this will invite a prodigious number of qualified persons from which it will certainly ensure that the institution selects the best from the huge number. Part B – Selection strategy There are so many selection strategies from which Queensland Health can choose from including: Application forms References Interviews However, Queensland Health will be making a decision on who to select for the position after a large pool of the interested to fill the position using only one uniform method: 1. Interviews Interviews are conversation between a prospective employee and an employer that purposes to collect information in order to make predictions as to how well the potential employees WHO applied would perform in the particular job for which they anticipate to get in the organization. It also involves measuring the applicants against some criteria, earlier predetermined by the selection panel and provision of the job details to the applicants before facilitating the decision. Interviews are the best in this case as the best selection criteria (Jim and Vanessa 2000, p. 21 – 38) for Queensland in noting and acquiring the best of the applicants in filling the Training and Development Officer position. The interviews will be conducted on a personal basis (Mike 2008, p. 200 – 212) in order to establish the right candidate and give every candidate a chance to prove how great or best him or she could be over the others in qualifying for this position. The interviews will engage a sorting out method where during the selection interviews (Chris and Armstrong 2006, p. 167 – 183), the candidates will be put under assessment on their ability to demonstrate the established key attributes by the institution in working well in this position. It is crucial to note that the recruitment strategy for the institution will attract many contenders and qualified applicants on the basis of the qualifications required on the professional and academic grounds (Jones, Shultz, and Chapman 2006, p. p. 167 – 179). However, to choose the best among the qualified individuals, the institution will need to use more effective selection methods and justify why a particular individual is worth the position compared to the others (Mike 2000, p. 413 – 435). In fact, all short listed candidates will have the relevant papers including the driving license to operate a class C vehicle (Smart Jobs). Therefore, a more discrete method will be appropriate in making the final selection and coming up with the deserving candidate. With a great pool of potentially suitable applicants who will have qualified for the post, there will be an endorsement of the selection methods (Marcel, Martin and Willemijn 2008, p. 731 – 751). The interviews will be within the context of the responsibilities with the ideal applicant being someone who will be able to demonstrate (Marcel, Martin and Willemijn 2008, p. 731 – 751) customer Focus, meaning he can be accessible to customers and with strong communication skills for helping him or her understand customers’ needs as well as deliver an organized service, therefore, meets their expectations. The decisions on who to choose will also be looked at on the ability of the individual to educate others thus able to enthusiastically educate as well as share knowledge with others, and facilitating communication on a level appropriate for the immediate audience (Queensland Health). The assessment will also look into the ability of the candidate for continuous learning meaning that he or she must be a self motivated and proactive individual about own continuous learning, participating and developing within external and internal training and networks as well as able to apply the same knowledge within the workplace (Queensland Health). Another attribute will be basing a question during the interview to assess the possibilities of continuous improvement of the individual in this case fundamentally understanding systems, proactively looking for quality improvement opportunities as well as embracing changes to the respective systems (Queensland Health). More to the interviews and decision-making process will be questions structured to assess the problem solving ability of the individual and the right candidate will be chosen on his or her ability to use sound analytical skills, excellent problem solving skills and ideal, logical approaches in achieving outcomes with an overall awareness of the broad picture (Queensland Health). Lastly but not list, the interviews will be set to ascertain the level of work values in an individual in this case making decisions on a candidate who demonstrates integrity, honesty and respect for all carers, patients and staff (Queensland Health). It will be with the use of strategic questions and scenarios set during the interviews for the panel to decide on whom to select as the ideal and most favorable candidate for Training and Development Officer. Conclusion Queensland Health is an institution that delivers health services in meeting the needs of at least four million Queenslanders. More than an estimated 60 000 people work for the institution Queensland Health, making the institution one of largest organizations across Australia. Therefore, for the institution to hold strong on its reputation, it has to be an excellent recruiter and retainer of employees. For recruitment strategies, external recruitment would prove more fruitful for the institution as it would bring in many and diverse, qualified professionals and give the institution a chance to enroll the top cream of the applicants. Interviews are the best in the selection of the appropriate candidates and in this case personal interviews conducted to evaluate on the right person for Training and Development Officer Position. Setting out the interviews to assess the level of Customer Focus, ability to educate others, possibilities of continuous learning and continuous improvement, problem solving skills and levels of work values are some of the criteria to use in making decisions on who to select as a favorite for the position. Recommendations For Queensland to succeed in recruiting and selecting the best candidate for Training and Development Officer Position, the institution has to engage and monitor online recruitment. It is one of the best because it is going in line with the current global trends in the job search and recruitment. Also, in the selection process, the institution needs some flexibility to maximize the chance of getting the best candidate. Queensland would also greatly succeed by involving internal recruitment as a way of promoting its self trained employees and motivating them. Above all, for the selection and training procedure, the organization should engage the services of outside professionals to avoid bias or discrimination in the decision making process. References Chris, P. and Armstrong, T 2006, Current recruitment and selection practices: a national survey of Fortune 1000 firms, North American Journal of Psychology, 12(1) 167 – 183. Helen, S., Fay, D., West, M., and Patterson, M 2005, Managing People to Promote Innovation, Creativity and Innovation Management, Volume 14(2) p. 118 – 128. Jim, S. and Vanessa, K 2000, Graduate recruitment and selection practices in small businesses, Career Development International, Vol. 5(1), pp. 21 – 38. Jones, D., Shultz, J., and Chapman, D 2006, Recruiting Through Job Advertisements: The Effects of Cognitive Elaboration on Decision Making, International Journal of Selection and Assessment, Volume 14(2), pp. 167 – 179. Korsten, D 2003, developing a training plan to ensure employees keep up with the dynamics of facility management, Journal of Facilities Management, Volume 1(4) p. 365 – 379. Marcel, J., Martin, G., and Willemijn, M 2008, Effectiveness of corporate employment web sites: How content and form influence intentions to apply, International Journal of Manpower, Vol. 29(8), pp.731 – 751. Margaret, R 2000, Recruitment Strategies: Managing/Effecting the Recruitment Process, retrieved on 5 September 2010, from, http://unpan1.un.org/intradoc/groups/public/documents/un/unpan021814.pdf Mike, L 2008, a survey of recruitment and selection practices in Egypt, Education, Business and Society: Contemporary Middle Eastern Issues, Vol. 1(3), pp. 200 – 212. Mike, L 2000, A study of HRM and recruitment and selection policies and practices in Taiwan, The International Journal of Human Resource Management, Volume 11(2) p. 413 – 435. Queensland Health, Information Package for Applicants, Retrieved on 5 September 2010, from, https://mail.google.com/mail/h/5pvrhi44xphe/?view=att&th=12adcf4fc3d16668&attid=0.3&disp=vah&zw Smart Jobs, Job Search: Job details, Retrieved on 5 September 2010, from, https://smartjobs.qld.gov.au/jobtools/jncustomsearch.viewFullSingle?in_organid=14904&in_jnCounter=221308925&in_version=&in_jobDate=All&in_jobType=&in_location=%22Brisbane+-+South%22&in_residency=&in_graphic=&in_param=&in_searchbox=YES&in_recruiter=&in_jobreference=&in_orderby=&in_sessionid=&in_navigation1=&in_summary=S Terpstra, D 1994, HRM: A Key to Competitiveness, Management Decision, Volume 32, Number 9, pp. 10 – 14. Read More