Essays on Managing Recruitment Selection and Induction Processes at JKL Industries Case Study

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The paper 'Managing Recruitment Selection and Induction Processes at JKL Industries" is a good example of a human resources case study.   Recruitment and induction processes are critical to the success of an organization since they ensure that the organization is flexible to internal and external changes (Dale, 2004, p. 1). According to Dale (2004, p. 1), the HR team has an important role in helping organizations to not only attract the best candidates but also retain them for the right job description at the right time and at the right price (Dale, 2004, p. 1).

Effective recruitment and selection processes are important for JKL Industries in ensuring vacant positions are filled either to facilitate future growth, change or replace employees as echoed by Prien et al. , (2009, p. 17). JKL Industries has a high potential for growth. In order to ensure it is able to meet the needs of its growing market share and enhance its competitive advantage, JKL Industries requires committed, dedicated, skilled, and experienced personnel. This can be achieved by developing effective, efficient, and sustainable recruitment and selection processes and procedures that ensure little or no employee turnover. Position Analysis Position analysis at JKL Industries is carried out for the purpose of establishing the skills, knowledge, and abilities that a candidate for a specific position must have to qualify.

Once a position has been identified as vacant in any of the branches, the same shall be communicated to the HR Department. The position analysis procedure entails the Human Resource Department gathering and recording data about the nature of the position. In addition, the Human Resource department in partnership with the Branch Manager sifting through the gathered recorded data to identify the aspects of the position that are fundamental in regards to the issues that have stimulated the carrying out of the job analysis. At JKL Industries, the procedure for a position analysis when a position becomes vacant entails; Establishing and isolating the component tasks of a position, which includes sorting tasks into task categories since there are positions that have a significant amount of subtasks and tasks.

This helps minimize intricacies of the process to convenient proportions as supported by Chang & Kleiner, (2002, p. 74).

References

Arthur, D. Recruiting, Interviewing, Selecting & Orienting New Employees. New Jersey: AMACOM Div American MgmtAssn, 2012.

Chang, I., & Kleiner, B.H. How to Conduct Job Analysis Effectively. Khawaja Naveed Haider, Volume 25, Number 3, pp. 73-77. 2002. Accessed on 28th Sept 2012 from http://www.scribd.com/doc/29964354/How-to-Conduct-Job-Analysis-Effectively

Cornelius, N. Human Resource Management: A Managerial Perspective. Sidney: Cengage Learning EMEA, 2001.

Dale, M. A Manager's Guide to Recruitment & Selection. London: Kogan Page Publishers, 2004.

Edenborough, R. Assessment Methods in Recruitment, Selection & Performance: A Manager's Guide to Psychometric Testing, Interviews and Assessment Centres. London: Kogan Page Publishers, 2007.

Nankervis, A., Compton, R., & Morrissey, B. Effective Recruitment and Selection Practices, 5th ed. Melbourne: CCH Australia Limited, 2009.

Prien, E.P. Goodstein, L.D. Goodstein, J., Gamble, L.G. A Practical Guide to Job Analysis Pfeiffer essential resources for training and HR professionals. New Jersey: John Wiley & Sons, 2009.

Quayle, E., &Business & Legal Reports, Inc.5 Mistakes Everyone Makes with Job Descriptions and How to Avoid Them. New York: Business & Legal Reports, Inc., 2006.

Taylor, D., & Fox, G. The Complete Recruitment and Selection Toolkit. London: CIPD Publishing, 2000.

Williams, C., Champion, T., & Hall, I. MGMT. Sidney: Cengage Learning, 2011.

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