Implementing Recruitment and Selection Procedures - Coursework Example

Topic: Implementing recruitment and selection procedures into a newly launched sales firm Executive SummaryRecruitment and selection procedure provides a mechanism that will help the company administrator to ascertain that it will be able to attract, choose and maintain effective retention of employees. The company therefore will be providing opportunities using its human resource policy and management as basis in hiring, selecting and regulating employees’ performances. This document substantially discussed hiring of employees as significant part of human resource management and is contributory to Firm’s desired performance. It will also correlate the process with necessary stakeholder, risks, and Pestle analysis as strategic tools in understanding the market where the Firm is targeting its business operation. A Gannt Chart is provided to sequentially schedule the desired time frame for Firm’s activities. Introduction There is nothing significant for an organization but to see its operational system working systematically to achieve plans. The Firm needs to adopt a mechanism in hiring employees to safeguard its interest and to ascertain that its human resource will be performing their respective tasks in compliance and in contribution to the achievement to its corporate goals. The management, on the other hand, must provide strategic direction to its employees by comprehensively understanding the risks and developments in the market. Strategic planning will help the company leverage itself from competitors and from the odds of dynamic market. Purpose This paper will explicate the process of recruiting and selecting employees for a firm to enable enjoyment of optimum performance and achievement of goals. It is also aimed at providing appropriate systematic framework for recruitment strategy to acquire quality workers that could perform tasks and roles (Walter, 2008). Scope The scope of this study is limited only to its application to the firm’s recruitment process for either fix or contractual position. Objective This paper aims to explicate the hiring and selection process as significant in human resource management for the Firm and to correlate the matter to Firm’s performance management using optimized business analyses and strategic management. Recruitment and selection process The recruitment process will include the following steps (Walter, 2008). a. Setting and crafting of hiring and recruitment policy by the human resource department in partnership with the management; b. The management must determine the rationale of the hiring; the job’s purpose, duties, and responsibilities. It must also discuss the relation of the job to the management using job analysis (Gan & Kleiner, 2005). c. determination of positions that will be publicized for hiring; d. Identifying strategic areas where information on hiring are posted, advertised or announced. The posted information must clearly indicate the position available; the requirements needed from applicants; the skills needed; and the exact location of the office (Walter, 2008). e. Set actual date of examination and interview; f. Those who academically or skillfully qualify will be subjected for training and coaching (Guest &Conway, 1997; Harrison, 1997; Salman, Arnesson, & Shukur, 2009). g. Signing of contract for hired employees. This is the logical process about how the recruitment and selection procedures be enforced. The hiring policy will be the legal basis in laying down the contractual relations and the terms of employment. It’s often assumed that this is in consonance to existing labor policy of the location where business is in operation. The publication or advertisement is the process of popularizing the vacancy to gain attention from possible applicants. The management must have thoroughly evaluated the hiring using job analysis to determine the relation of employee to the management. The examination will test the analytical capacity of the applicants and the interview will also help management determine the communicative capacity as well as the motivational level of the worker (Treur, Sluis, & Lidewey, 2005; Styhre & Josephson, 2007). Stakeholder analysis The human resource development office of the firm and its management should have clear stakeholder analysis to map out those who have interests, control and responsibilities whilst seeking to benefit from its business operation. Knowing them will also help systematize the relation of the company to other institutions and organization which share the same values and interest on business, market regulation, and human resource management (McGuffin & Obonyo, 2010). The firm’s stakeholders are as follow: STAKEHOLDERS ANALYSIS The company The company is a stakeholder on business operations or performance management, profit generation, clientele relation, investment opportunities, and on its relation to agencies regulating the office. The management/ BOD/BOT The management carries most of the interests of the firm. It has however distinct role from the rest of the stakeholders because it is the decision-making body of the firm. The workers The workers are stakeholders of the company being instrumental for its operation and in developing customer relation services too. In return, they are compensated based salary standards and have corresponding opportunities to enjoy fringe benefits and other related supports in accordance to labor laws. The government agencies/SEC The government and its departments as regulatory body for business operation, quality control, and human resource management, are stakeholders of the company albeit externally working to ensure lawfulness of transactions and legality of its operation. Investors Companies or persons who entered into partnership with the firm by infusing investment have explicit interest on its profits and losses. It is also interested about the performance management of the company. Risk analysis Nowadays, business management must have deep risk analysis to mitigate potential problems that will undermine the operation of the company (Mindtools, 2012). This analysis will focus on identifying the threats and weakness of the institution. Aside from dire need to do regular market and financial analysis, it’s also significant that workers will be better equipped in understanding the vulnerabilities and risk associated to business operation (Mindtools, 2012). Among the risks are fluctuation of foreign currency, financial crisis, climate change, disasters, poor performance management, bankruptcy, conflicts, high turn-around of employees, operational disruption, employees’ sickness, and poor quality of service to clienteles (Mindtools, 2012). The risks are either external or internal and are experienced in unpredictable patterns (Iosif, 2010). It’s therefore significant for a firm to hire expert that will assist in mitigating risks so that the company will prosper albeit odds (Casio, 1989). Pestle analysis When company has already selected employees and has designated them some tasks and responsibilities, the company must undertake political, economic, social, technological, legal and ecological (PESTLE) analysis as part of mitigating risks posed by the market. This will assist strengthen the disposition of the company by truly understanding the rapid pattern of changes in the market and economy (Balaam & Dillman, 2010). PESTLE Analysis Political The company must be able to have deep understanding on the political landscape of the community; the relation of the firm to regulating agencies; how policies within the state affect or improve the quality of services; and, how these may provide some hindering causes in generating targeted outcome (Drucker, 1955). Economic The company must be updated of the economic trend of the country or community to determine where it can leverage its business operations. This is also in reference to how the company optimizes its operational costs amid currency issues and financial challenges. Social Business managers and workers should have contextual depth of understanding pertaining to people’s relations, their diversity, and their responses to the market and trends; their purchasing behaviors and their regard to commodities (Gannon, 1995). Technological The company must optimize all opportunities that can be availed from the advancement of technology. It may create its own website to reach out household-based customers and to promote its products at a wider scale in a low cost (Grant, 1991). Legal Aside from regularizing its registration to the Security and Exchange Commission (SEC), the firm must comply to all legal requirements for quality service and control. Environment As climate change and political movements has become the most significant external factors that affect business operations, the firm may adopt or support ecological campaigns or some principles to make its business management eco-friendly. Resources required The resources that will be required in putting up a firm depends on the services, the number of offices and human resources involved in the operation, and the cost for its administrative undertaking in the course of its corporate governance (The Economist, 2009). The matter should be calculated well by the firm’s accountant as part of the business plan. Highlighting milestones Milestones can be highlighted during regular annual evaluation of the firm. The Firms achievements and its innovative ways in strategizing ways to surpass odds can be appreciated as its best practice. That can be modeled to other aspiring groups who wanted to establish a company of similar corporate nature. Gantt chart A Gantt chart is a chart designed as production control tool citing specific activities that will be undertaken within a targeted timeframe (TechTarget, 2012). This tool is often used in project management to systematize the organizational activities of the firm in its planning and implementation (TechTarget, 2012). It has horizontal axis indicating the time or days that will be used per specific activity or the subdivision of increments. In this case, we are using weeks to illustrate when management and the human resource office will conduct sequential environmental and organizational analyses and the recruitment process simultaneously (TechTarget, 2012). While HR office conducts recruitment and selection, the management will do stakeholder, risk and Pestle analyses for the firm (TechTarget, 2012). ACTIVTIES 1ST MONTH 2nd MONTH 3rd MONTH Recruitment and selection process X X X A. Job analysis X B. HR office posting/announcement of vacancy X C. Conduct of interview X D. Conduct of test exam X E. Evaluation of result X F. Official hiring and signing of contract/agreement X G. Training and coaching X Stakeholder analysis X Risk analysis X Pestle Analysis X Strategic Planning X When stakeholder, risk, and Pestle analyses are done, the Firm can make use of all information as significant consideration for its strategic planning. Conclusion Hiring employees not only means providing opportunities. It simply signal the commencement of managing human resources for corporate operation and choosing them based on the Firm’s need for skill, expertise and capacity as significant instrument for the rapid changes in the market and in understanding customer’s behavior within targeted market. Recommendations It is therefore recommended that the firm must follow stringently the process to systematize the hiring process and must endeavor that no interview or exam is compromised that may jeopardize the validity and reliability of the selection process. It is likewise suggested that the firm must be kin in hiring those with competences, knowledge, skills, abilities and those nurtured with right behaviors. It should be emphasized that hired employees are instrumental in optimizing the performance of the company in achieving its goals and the business operations targeted outcome. References Balaam, D. & Dillman, B. (2010). 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Gratton, L.(1999). Strategic Human Resource Management, Oxford University Press, Oxford. Gan, M. & Kleiner, B., H. (2005). How to write Job Descriptions Effectively. Management Research News, 28(8), 48-54. Guest, D. E.,& Conway, N., (1998). Fairness at Work and the Psychological Contract, Institute of Personnel and Development, London. Guest, D. E., And Conway, N., (1997). Employee Motivation and the Psychological Contract, Institute of Personnel and Development, London. Harrison, R., (1997). Employee Development, 2nd Edition, Institute of Personnel and Development, London Salman, K. , Arnesson, L., & Shukur, G. (2009). Coach Succession and Team Performance: The Impact of Ability and Timing -- Swedish Ice Hockey Data. Journal of Quantitative Analysis in Sports, Berkeley Electronic Press, vol. 5(1), pages 2. Treur, K. A.D. & Sluis, V.D., Lidewey E.C., (2005). The Benefits of Coaching for Employees and their Organisations. Serie Research Memoranda 0013, VU University Amsterdam, Faculty of Economics, Business Administration and Econometrics. Styhre, A. & Josephson, P. E.(2007). Coaching the site manager: effects on learning and managerial practice. Construction Management & Economics, Taylor and Francis Journals, vol. 25(12), pages 1295-1304. McGuffin A. A., & Obonyo, E. (2010). Enhancing performance: a case study of the effects of employee coaching in construction practice, Construction Management & Economics, Taylor and Francis Journals, vol. 28(2), pages 141-149. Walter, A (2008). Recruitment and Selection Procedure. Human Resource, University of Sonderland, UK. pp. 1-13 TechTarget (2012). Gantt Chart. Netwon, MA, US. http://searchsoftwarequality.techtarget.com/definition/Gantt-chart Accessed: June 12, 2012. Mindtools (2012). Risk Analysis. http://www.mindtools.com/pages/article/newTMC_07.htm Accessed: June 12, 2012. Read More