The Context of the Hiring - Term Paper Example

Name: Institution: Course Title: Date of Submission: Description of Recruitment objectives, the context of the hiring This report is a report of our group and outlines a unique eligibility requirement for an international institution whose job task involves accounting. So as to qualify as a unique recruitment, the permanent employment certification application must include a detailed report outlining the competitive recruitment (Zaffron & Steve, 2009). The report contains the job specifications, and the criteria used in the recruitment and selection process in addition to recommendations for improving the recruitment process. As a group we ensured that the selection process would be competitive one as there were a substantial number of applicants. This large number had to be downsized so as to have a pool of the top candidates for the recruitment exercise. This number was downsized by ensuring all candidates met the minimum requirements, and then the rest were chosen in terms of their qualifications both academically and on hand work experience. The group met twice to discuss and scrutinize the applications so as to ensure applicants had met the job requirements as indicated in the job advertisement. The group also took time to consider the quality of the applicants resumes. Some of the applicants rejected at this point were those that did not meet the minimum job requirements and their application letters and resumes did not bring out a clear picture for their capability in the job a according to the company’s standards (Huffcutt, 2011). The group was then narrowed further to five candidates who brought out their best in their qualifications, and a blend of their writing ability and job skills according to the requirements and standards of the department. The finalists were requested to give recommendation letters from all their listed referees. Prior to this we had made phone interviews with the listed references to clarify some of the information listed by the candidates in their applications. This included clarifications about the honesty of the candidate with regard to the information provided, in regard to work experience, reasons for job termination and any other information deemed necessary. According to Morgeson et al (2005), this clarification is deemed an important aspect of any recruitment. The finalists were then invited for an interview, whereby the best candidate would be contacted and confirmed, while sending regret and encouragement letters to the rest. However, as noted by Melsen, (2013), the applicants resumes should be retained for a certain period of time should there be a need for a recruitment in the future. The KPIS of the applicant that we considered were. Attention to detail Confidence of the applicant about his ability to perform on the job The Applicants experience and job skills The communication skills and effectiveness of the applicant in terms of fluency. Job Specifications Keeping track of a firm’s finances during its normal transaction of business Ensuring timely computation, preparation of tax returns and remittance of all statutory deductions Preparation of the firm’s financial statements Ensuring that all financial reporting deadlines are met, internally and externally Maintaining external business affiliations with financial institutions, government officials, creditors, debtors and other business stakeholders. Reporting to the management in regard to the company finances Analyze business operations, trends, costs, revenues, financial commitments, and obligations to provide advice to management. Preparation, examining, and analyzing accounting records, financial statements, and other financial reports to assess accuracy, completeness, and conformance to reporting and procedural standards. Preparing and reviewing budget, revenue, expenses, payroll entries, invoices, and other accounting documents. Monitoring and reviewing accounting and related system reports for accuracy and completeness. Job Advertisement ABC Limited Advertisement for a Vacant Accountant Position ABC limited is a well established company leading in provision of services both locally and in International markets. A local office in one of our branches is seeking to recruit a high driven and self motivated individual to fill up this position. The position will require continued liaison with the accounts office in the company’s international headquarters. The position also calls for specific job requirements and qualifications as listed below; Position: Accountant Key Job requirements; Demonstration of critical analytical and decision making skills in a company of the same magnitude as ABC limited. Ability to work under minimal supervision and meet tight deadlines. Ability to work in a team and establish a good working relationship with other staff and stakeholders at all times. Qualifications; A degree in finance or commerce Accounting or related field. Additional post graduate certificate or diploma will be an added advantage. More than three years working experience in a busy finance and Accounting department. Analytical thinking with a blend of good business and commercial awareness. The candidate must be quality oriented and with a high attention to detail and accuracy, strong judgment and problem solving skills. Ability to work with an integrated financial Accounts system and proficiency in information technology. Any candidate interested in filling up this position and who feel that they have the adequate skills to meet the objectives of the task, we would like to hear from you. Kindly send your CV to ABCcompany@HRecruitment.co.ke The deadline for submitting applications is 20th January, 2015. The Interview Structure The interview process included two phases. The first phase was the scrutinizing phase whereby the interview is conducted in an office in a short time. This interview was brief and lasted for less than an hour, this interview gives the applicant the opportunity to expand on his resume and the employer can also describe the company to the applicant and the position being recruited (Salgado & Moscoso, 2002). This interview dictated whether an applicant would be invited for a second interview or not. The first interview comprised of three stages namely; the warm up, the information and the wrap up. During the warm up the applicant was judged by the way he carried himself the moment he or she walked into the interview room. According to Tay et al (2006), this gives the interviewer a lasting impression of the candidate by the way he or she greets the interviewer, the handshake, manner of dressing and calmness. This is where the applicant is asked the question; “Tell me about yourself” According to Huffcutt et al (2001), the information exchange is the major part of the interview and this is where the most questions were addressed to the applicant. Here the candidate was given all the necessary information about the employer and the position so as to have an insight of what the job required. The wrap up on the other was the final stage of the interview and here is where the applicant is asked if they have any questions. Those candidates that tend to ask a question demonstrate more interest in the job than those who don’t ask any question (Campbell, et al, 2003). The second interview was longer and involved a number of activities. First and foremost, the candidates were asked questions to test their ability and readiness for the task ahead. Some of these questions include; What would you do separately if you were hired as the department accountant of ABC Company limited? The confidence and reason that accompanies the applicants answer would be the difference between being employed and throwing away the opportunity. Another question is; what are your career goals, and where would you want this company to be in the next five years? The applicant should also be in a position to demonstrate his analytical skills and give an explanation that demonstrates his critical thinking. ABC Company ltd Feed back Form We the ABC Company Limited Interview panel that interviewed you on; Date…….Month of………Year……….., hereby advise that as you await further communication from the company, following a successful interview and selection criteria of the company, you were; Successful / Not successful A tick is made where appropriate If the candidate is not successful; The reasons for failing the interview were as follows 1……………………………………………………………………………………………………………………… 2……………………………………………………………………………………………………………………… 3……………………………………………………………………………………………………………………….. Despite meeting all the essential requirements for the position, under this circumstance, another candidate demonstrated a higher level of knowledge, capabilities and hands on experience than was required. We thank you for showing interest in this post and your participation in the interview. We encourage you to keep applying for other positions that may arise within the company in the future. Recommendations It is highly important to ensure that the laid down principles with regard to a recruitment process should be followed during a recruitment exercises (Melsen, 2013). We recommend that everyone in the organization should be conversant and follow the local, state, and federal laws and regulations that with regard to recruitment and selection. There should also be a well designed guide developed, that should be followed during the recruitment exercise and should indicate the steps that should be followed for an applicant’s recruitment and selection. We also recommend that the company should consider putting in place development programs for the recruiting and hiring teams. This will not only enhance their skills for their job but also enable them to integrate the modern day technological advancements in its recruiting process. This is because the world is becoming more modernized and technology is at the centre of everything hence the need for companies to ensure their staff is in the fore front with knowledge about any new technological developments (Swiss, 2005). Involvement of a senior member of the organization in the recruitment process is also highly recommended. This is because it not only gives the process a direct oversight but also a chance for the applicants to feel their contributions have been recognized by a senior member of the organization. It is important for the company also to pursue adding to its talent pool rather than just filling up positions on the basis of capability to perform. Candidates should be chosen with regard to what other distinct talent they are bringing into the organization in addition to the ability to fill the vacant position. References Burnett, J. R., & Motowidlo, S. 1998. Relations between different sources of information in the structured interview. Personnel Psychology, 51, 963–983. Campbell, J., McCloy, R., Oppler, S., & Sager, C.1993. A theory of performance. In N. Schmitt & W. C. Borman (Eds.), Personnel selection in organizations (pp. 35–70). San Francisco: Jossey-Bass. Huffcutt, A. 2011. An empirical review of the employment interview construct literature. International Journal of Selection and Assessment, 19(1), 62–81. Huffcutt, A., Conway, J., Roth, P., & Stone, N. 2001. Identification and meta-analytic assessment of psychological constructs measured in employment interviews. Journal of Applied Psychcology, 86, 897–913. Morgeson, R., Reider, M., & Campion, M. 2005. Selecting individual in team settings: The importance of social skills, personality characteristics, and teamwork knowledge. Personnel Psychology, 58, 583–611. Nielsen, P. 2013. Performance Management, Managerial Authority, and Public Service Performance. Journal of Public Administration Research and Theory, 11 (5) 233-240. Swiss, J. 2005. A framework for assessing incentives in results-based management. Public Administration Review 65:592–602 Salgado, J. & Moscoso, S. 2002. Comprehensive meta-analysis of the construct validity of the employment interview. European Journal of Work and Organizational Psychology, 11, 299–324. Tay, C., Ang, S., & Van Dyne, L. 2006. Personality, biographical characteristics, and job interview success: A longitudinal study of the mediating effects of interviewing self efficacy and the moderating effects of internal locus of causality. Journal of Applied Psychology, 91, 446–454 Zaffron, L. & Steve, D. 2009. Performance Management: The Three Laws of Performance: Rewriting the Future of Your Organization and Your Life (1st ed.).  Read More