Human Resources Planning, Recruitment & Selection - Essay Example

HRMT19014 TERM 2 2012 ASSIGNMENT 2 REPORT Term 2 2012 Assessment Item 2 – Report Student Name: Student Number/ID: Word Count: Executive summary Behind ever successful business, there has to be a panel that comes up with strategies of how they would come up with the right staff for an organisation. This makes recruitment and selection a major task in determining if a certain organisation will rank among the top in a certain industry. With the emerging trends in business, people have gone an extra mile to hire agencies that are going to conduct interviews for them hence making it easy when it comes to the recruiting and selection process. For many years, business failure has been attributed to the low quality managers that are employed in business firms. It thereby goes without saying that if more time is spent in this process of recruitment not forgetting selection, businesses will go an extra mile in the growth of their products. By taking much care of the approaches adopted in these strategies, all managers will not only have educational skills but they will maximally utilize their talents accompanied by skills Contents Word Count: 1 Executive summary 1 Introduction 4 Part A-Recruitment strategy 4 Method for recruitment 4 Decision behind recruitment 5 Legal and ethical issues behind recruitment 6 Part B -Selection strategy 7 Method of selection to be used 7 Decision behind that selection method 8 Legal and ethical issues behind selection 9 Conclusion 10 Appendix 10 References 13 Arthur, W., Jr., Day, E. A., McNelly, T. L., & Edens, P. S. 2003. A meta-analysis of the criterion-related validity of assessment center dimensions. Personnel Psychology, vol 56, p. 125-153. 13 References......................................................................................................................................12 Introduction To be said that a candidate has qualified to be an employee of any organisation, it not only proves how qualified they are in terms of education but also the candidate has portrayed various skills that the company can utilize in their business. In this topic the paper is going to concentrate more on the recruitment and selection strategies that are used and with this, the report is going to identify key principles that are incorporated in both strategies while outlining the theories and legal procedures behind them and the reason behind the recruitment and selection decisions. As the paper concludes, it will mention on any recommendation that the human resource of any organisation should take into consideration when undertaking these processes to ensure that free and fair strategies have been adopted to ensure that the right candidates qualifies for the position. Part A-Recruitment strategy Method for recruitment According to Wikipedia, recruitment is termed as the way in which people are attracted towards a similar job hence lead to more activities such as screening, interviewing and selecting qualified people. Recruitment is basically meant to increase the pool of employees in a certain organisation (Arthur, Day, McNelly and Edens 2003, p.153). In the recruitment process there are several stages that are followed in order to determine the best person suited for the job. Searching candidates who can be potentials to be recruited can be done through networking or placing advertisements in the newspaper or in the internet. With the growing use of technology, companies have found it effective to advertise their vacant positions through the internet. There are various methods used for recruiting among them the paper is going to take a look at four major methods that current organisations are using (Arthur, Woehr and Maldegen 2000, p. 813). The first one is where the human resource of a company is given responsibility to carry out the whole process of recruiting and the main role of deciding who is to take up the position is left in the hands of the managers. Secondly is seeking assistance from an outside source. This method is likely to be used by large organisations. Third is having an employment agent who is given full responsibility to recruit and select the specified person to fill in the vacant position. These agencies are fully funded enabling the activity to be done in an easier way (Avery and McKay 2006, p.184). Fourth is the use of executive search firms that mainly deal with executive positions. These firms use a specified approach in advertisings a particular position and ensure that there are many candidates to be recruited. The paper is going to focus more on the fourth method as it is seeking for a managerial position. Decision behind recruitment Executive search firms otherwise known as head hunters is recommended for this recruitment process because of all other methods used in recruitment, this method is aggressive as it searches for a leader who will not be affected easily by any arising situation in an organisation and finds it easy to control a large number of employees (Axelrod, Hensfield-Jones and Welsh 2001, p.9). This method uses unique recruitment methods and they prefer to generate their own list separate from the one a certain company has made. This is mainly done to ensure that the recruitment process has been done in a fair and transparent manner. This approach used in selection of managers undertakes the recruitment process on their own acting independently from the influence of any other body (Barney and Wright 1998, p.36). Through this they organise for private interviews with the candidate. These kinds of firms are now using the social media hence tapping a wide pool of talent. In this kind of recruitment that is mainly external, it concentrates on the job analysis and the decisions are based on whether existing staff can be used to fill in the vacant position or there is the need to source people from outside and the kind of training to be gotten in that job (Barrick and Mount 1991,p.26). The information that will be needed in decision making is reached after considering the experiences gathered by the candidate to be interviewed and lastly any information that can be used to show the skills of the person. Legal and ethical issues behind recruitment There are legal and ethical principles that guide recruitment process some of them which include an outlined strategy that effectively communicates to the candidate that has been targeted. This involves the most efficient and effective sources that are available to everyone. It is ethically not okay if bad information is given out because it leads to wastage of resources (Wilk and Cappelli 2003, p.111). A principle to be adopted in the recruitment strategy of managers is the pipeline approach where the agency seeks to plan on the workforce by continuously sourcing of individuals even in other parts of the world apart from Australia. In conducting recruitment, the questions to be asked should be done without the aim of hindering others from having the job opportunity. By doing this, one abides by the discrimination and employment provision that states that there should be a legalised way in which an organisation advertises their jobs and their requirements to be considered (Guy and Newman 1998, p.56). In the ethical principles the recruitment process should be how a certain vacant position is to be presented to a candidate and the method in which an interview is to be conducted. By having this, organisations have come up with standards that ensure that ethics is followed in recruiting. Ethics is mainly on how an individual ought to act in certain occasions and in making certain organisational decisions. To make sure that the law is followed in recruiting, one should consider if the actions that they are about to do have any impact with the laws of the land and in this case discrimination has to be considered. It is also ethical to consider the thoughts of other stakeholders in decision making (Daly, Barker and McCarthy 2002, p. 92). In the actions that one may make in recruitment, there is the need to analyse and evaluate the decisions that will be made concerning the stakeholders, duties to be delegated to the candidate and the best decision that will be suitable for the organisation. Finally it is ethical to test if the decisions made have negatively affected any member both in and out of the organisation in the recruitment process. Part B -Selection strategy Method of selection to be used The method of selection is majorly determined by the high level management and in our report ,the method of selection for this position is by assessing individuals according to the experiences and skills that they posses. In this report the best selection method is through face to face interview (Jones and Dage 2003, p.250). The reason behind choosing this method is because the panel can get a close encounter with the potential employee. By having the candidate in their presence they can easily assess the character that one may have hence it is easier to decide on the person who was thought to have the right qualities unlike when screening in a phone interview where one may give a false impression of their character. Decision behind that selection method To make the selection strategy a success, the company uses various theories and among them is the theory of fair employment. By saying this, it enhances that the decisions made out of the selection process has been done without any bias. The theory of fair employment fights so much on discrimination on the part of the candidate (Arthur, Woehr and Maldegen 2000, p. 813). Discrimination comes in various ways for example a panel can concentrate much on the gender, colour or the race that one belongs to. To the job seeker, a one on one interview is successful if the decisions that have been made were based on communication. In communication, the job seeker should have both written and oral skills that the person has. In the decision that is going to be made, the candidates has to have personal skills like job motivation, have a broader way of handling things, have the ability to work in a team and can sample a variety of interests towards the organisation (Avery and McKay 2006, p.159).Bio data is also essential when it comes to the selection process as it tells of how an individual will behave in case they are employed. By the panel organising of how they are going to ask questions to the candidate regarding work and life experiences, a company is able to determine the behaviour expected in an individual. The decision behind using bio data is to the advantage of the candidate as the questions asked are not judgemental but are based on real life situations (Schmidt and Hunter 1998, p.270). To analyse on the overall performance that a candidate has in an interview, the panel makes its decisions based on the organisational needs and the creative aspects that the candidate may have in decision making. Legal and ethical issues behind selection To ensure that selection is done in the best way possible, it is in order to consider both legal and ethical issues that can affect selection in the job applicants. Employers should be responsible in making ethical decisions that will be used in selection hence through the various assessment done on the candidate, an employer should seek to find that the right kind of interpretation is gotten out of the advertisements done and that good communication is followed in decisions pertaining to selection, Another ethical aspect in selection is to consider the validity of the assessments that were taken (Axelrod, Hensfield-Jones and Welsh 2001, p.9). It is ethical that the assessments are done by considering the ability and skills that the organisation is looking for not forgetting the current demands in the managing positions. In the policies adopted by organisations, the report has ensured that there are flexible and adoptable ways to everyone. In the ethical part, equality in selection is observed as this is the only way to ensure that decisions made in selection have followed a systematic approach of a consistent and efficient process. To ensure that a selection process have followed ethical and legal principles, there has to be a person who will be assigned responsibilities to ensure that all stages involved in selection are fulfilled (Barney and Wright 1998, p.31). There should be a precise job description and a good person specification and finally there should be a panel established of at least two people who will analyse the candidate’s qualifications. It is also ethical that in the selection, the panel to take some time in preparation of questions to be asked and the areas to be looked at for the skills required. In all the selection criteria confidentiality should be maintained in every person’s information regardless of if the candidate will be selected or not (Barrick and Mount 1991, p.16). Conclusion With the above arguments, it is evident that the human resource department plays a major role in maintaining the future demands attributed to the workforce. By using organisational structures in the planning process of recruitment and selection like applying user friendly approaches towards selection, it will enhance efficiency and transparency In order to make this task simple, the human resource department needs to consider any needs that will be required in the recruitment process in future, develop a workforce that has dynamic skills that can be incorporated in the workforce and most of all select people who are aware of the changing trends in the management sector. By considering the above then the strategies to be adopted will suite the organisation as well as the candidate. Appendix Wyncorp Pty Ltd specializes in the storage of medical goods requiring temperature controlled and monitored environments.  We have built a reputation for being exceptional in our warehousing and distribution processes, and through our superior customer service we have established long standing relationships with several major suppliers of medical solutions.   Based in Campbell field, we require an experienced, passionate individual to join our team as a Business Manager on a full time permanent basis.    You will be responsible for providing strategic and operational leadership and direction to the existing team.  Reporting to the Directors you will be responsible for executing the business and strategic plans and accountable for the overall management and the day to day operations of the business.    To be successful you must be able to demonstrate the following:   ·        Ability to prepare business plans, and budgets along with systemic control and monitoring of financial and operational performance ·        Proven ability to build effective relationships with key customers and maximize those partnerships ·        Identify and establish new business partners ·        Management of contractual negotiations and compliance ·        Management of the technical aspects of the cold chain facility ·        Exceptional people management skills   A proven background in management is essential.  Excellent communication skills and strong competencies with MS Office are mandatory.  Previous experience in cold chain/medical/logistics industries would be highly regarded.   An attractive package will be offered to the right person.  If you have the above experience and are interested in joining our team please forward your resume and cover letter by clicking on the link below. Julie Hogan Director 03 8359 8899 Job advertisement retrieved at http://www.seek.com.au/Job/business-manager/in/melbourne-northern-suburbs/22971447 References Arthur, W., Jr., Day, E. A., McNelly, T. L., & Edens, P. S. 2003. A meta-analysis of the criterion-related validity of assessment center dimensions. Personnel Psychology, vol 56, p. 125-153. Arthur., Jr., Woehr, D., & Maldegen, R. 2000. Convergent and discriminant validity of assessment center dimensions: A conceptual and empirical reexamination of the assessment center construct-related validity paradox. Avery, D. R., & McKay, P. F. 2006. Target practice: An organizational impression management approach to attracting minority and female job applicants. Personnel Psychology, vol. 59, p. 157-187. Axelrod, E. L., Handfield-Jones, H., & Welsh, T. A. 2001. War for talent, Part 2. The McKinsey Quarterly, vol 2, p. 9-12. Barney, J. B., & Wright, P. M. 1998. On becoming a strategic partner: The role of human resources in gaining competitive advantage. Human Resource Management, vol 37,p. 31-46. Barrick, M. R., & Mount, M. K. 1991. The Big Five personality dimensions and job performance: A meta-analysis. Personnel Psychology, vol. 44, p. 1-26. Daly, A.J., Barker, M.C. & McCarthy, P. 2002. ‘The role of communication in recruitment and Guy, M.E. & Newman, M.A. 1998. ‘Toward Diversity in the Workplace’, in SE Condrey (Ed.), Handbook of Human Resource Management in Government, Jossey-Bass, California. Jones, J. W., & Dage, K. D., 2003. Technology trends in staffing and assessment: A practice note. International Journal of Selection and Assessment, vol. 11, p. 247-252. Journal of Management, vol 26, p. 813-835. Schmidt, F.L., & Hunter, J.E. 1998. The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings. Psychological Bulletin,vol. 124,no.2, p. 262–274. Selection in Australia’, Australian Journal of Communication, vol. 29, p. 81-92. Wilk, S.L., & Cappelli, P. 2003. Understanding the determinants of employer. Use of selection methods. Personnel Psychology, vol. 56, p. 103-124. Read More