Launch Recruitment Agency in Melbourne - Case Study Example

HRMT 19014 TERM 2 2012 ASSIGNMENT 2 REPORT Term 2 2012 Assessment Item 2-Report Student Name: Student Number/ID: Word count: Executive summary Launch recruitment is a leading consulting agency in Melbourne, Australia that seeks to recruit qualified and experienced marketing analysts. If there are bad recruiting procedures or decisions, then it is expected that the overall organizational performance will not yield best fruits. Recruitment and selection are the backbone to human resource management and this is what determines if a company will give a good performance or not. This has prompted the use of hiring agencies so as to get the most qualified personnel in the business sector. Many are the situations that a company hires people due to an unexpected event. No wonder the current organizations are performing poorly due to lack of spending enough time and procedures in looking for a person who is rightfully qualified. This process that is done in haste considers more on the qualifications leaving behind the skills and experiences that one might be having. Where an organization does not spare any cost at recruiting and selecting of its employees, it goes a long way in saving other costs that would be incurred in the future some of them being high employee turn over. In this report, we are going to examine the various procedures that have been used both in the recruiting strategy and also in selection strategy. We are also going to look at the theories and legal aspects that support employment of employees using these strategies and at the end make a conclusion if these polices followed suite the current job market. Contents Executive summary 1 Contents 3 Introduction 3 Part A-Recruitment strategy 4 What selection criteria to be considered 4 Methods to be used to recruit appropriate applicants 5 Ethical and legal implications for recruitment decisions 6 Part B-selection strategy 7 Describe and justify the selection method 7 Decision process used to select most suitable applicant 7 Ethical and legal implications for my selection 8 Conclusion 9 Appendix 10 Reference 12 Introduction With the increase in industries in the whole world, there is the need to carefully consider the kind of human resource we are incorporating in all industries. It goes without saying that a lot of resources should be spent in ensuring that we have the best skills in the performance of different job activities. By incorporating good yet practical strategies in the recruitment and selection process, we believe that the productivity in industries will increase by a bigger percentage. Among many other requirements, the purpose of recruitment is to bring together a team of well qualified candidates who can be suitable for the job and the main reason behind selection is to determine in advance the kind of performance that can be gotten from a potential employee. Many of the selections done are through assessments and they incorporate skills and experiences and also the job qualifications one may have. In these assessments, the panel is able to decide on who portrays the best talents that will guarantee the organization the best of results. Recruitment and selection is two way traffic as the management seeks to find the best person suited for a particular jobs and the applicants have the responsibility to decide if the firm that they are going to apply job positions is the best place to work in. It is therefore essential to ensure that a systematic approach has been adopted to attract the best staff. By doing this there will be effectiveness in the labor force and great achievements will be attained. In this report we are going to argue and support the strategies that are used in selection and recruitment of employees and by using legal and ethical principles, we are going to take a look at how the above decisions can be made as we compare the differences in recruitment and selection. Part A-Recruitment strategy What selection criteria to be considered Recruitment can be termed as the process in which a group of activities are chosen in order to obtain qualified people who are going to fill in vacant positions in an organization. This therefore means that the main purpose of recruitment is to offer a variety of potential people who can fill a position (Barrick, Stewart and Piotrowski 2002, p.43) The purpose of recruiting is to attract potential employees and it is with this reason that proper care should be taken when planning for recruitment. This process is meant to tap talent hence maintaining such quality skills in an organization are a major success. With the recent job market growing rapidly, there is the need for organizations to come up with the best suited method in recruiting (Hunter and Hunter 1984, p.72). Methods to be used to recruit appropriate applicants For there to be effective recruitment, there are certain methods to be adopted and the following are some of them. First the agency of the firm that has been given powers to recruit potential employees must identify the jobs available as different organizations require different employees. By doing this, the agency is able to maintain quality recruitment activities (Barrick, Stewart and Piotrowski 2002, p. 51). In advertising for the job, they should first rank the most senior jobs first then the rest follow. Secondly, another aspect to consider is the candidates that have been targeted for this position. The aim behind this is to find the best individual suited for the position (Hunter and Hunter 1984, p.86). By doing this, the agency aims to assess the degree of performance one possesses; the experience one has had over the years as the individual can be fresh from college or a senior professional and the classification in which the candidate lies. Another method used to recruit is to evaluate the candidates (Cober, et al. 2003, p. 158). This is done by judging them and even in interviews by having they do simple tests. This entire process should be planned in advance to enhance an effective recruitment. In the recruitment method, the agency has to determine if the organization has the ability to pay off the employees it wants to employ as this can be a shame to undergo the process of recruitment and when the person qualifies for employment, there no enough funds for remuneration (Barrick and Mount 1991,p.1). Lastly in the recruitment process the agency should make sure that they follow the right documentation on recruitment and the required laws and regulations behind recruitment. Ethical and legal implications for recruitment decisions In the recruitment process, there has to be evidence that the activity was carried out in a transparent manner whether the advertisement was made internally or externally. To conform by the laws there has to be documentation that the recruitment began by screening of the potential employees, there was a strategy that was adopted in long listing to short listing, the right methods were followed in selecting the panel that was to interview the applicants, the interview questions have to be documented with the scores from all the candidates and the results to (Barrick and Mount 1991, p.13). There are ethical and legal implications on the decisions made in the recruitment. Some of them may include: Discrimination-Agencies should thereby ensure that there is an equal opportunity for male and female as well as the able bodied and the disabled and action is taken on any agency that discriminates race or color (Cober, et al. 2003, p.161). In the case of decisions made, if a person was referred to a possible employee, it would lead to several legal crimes such as defamation or breach of contract. Also the candidate has a right to protection of their information hence the law requires the agencies to protect their personal information even if they will not be considered for an interview. Part B-selection strategy Describe and justify the selection method The most commonly used strategy for selecting candidates is basically based on skills, knowledge that one has and any unique abilities an individual might possess. This all begins in the job recruitment where they advertise on the job a specification that outlines the skills required by the company. By having the job specification advertised with the job vacancy, it becomes easier to identify the candidates best suited for the job (Jones and Dage 2003, p.247). There are various methods used in selecting such as outsourcing, multistage selection, conjunctive selection and compensatory selection. In this report we are going to look at the multistage selection strategy. Decision process used to select most suitable applicant Multi stage selection is effective in this decision process because it saves time for both the individual and the company (Jones and Dage 2003, p. 250). This strategy involves assessment in many different sectors revolving around the business. It is the responsibility of the human resource department to validate that the tools used are suitable for this selection. Factors to consider in determination of this selection include the knowledge, skills and other attributes that one possesses. In this decision, an organization selects particular tools that are to be used for assessment (McFarland, Ryan and Kriska 2003, p.649). Such tools include cognitive abilities and job related skills. Since selection is based on an individual basis, biodata selection combined with multi stage selection would be appropriate as it will involve psychological tests that will examine a candidate on his abilities, skills, and personal competency which will be of importance in an organizational performance (Mael 1991, p.790). Bio data is useful as it can be used to predict the future behavior of an individual as it will be assessing previous performance of the applicant. Another factor to be considered in multistage selection is the cost and time spent to come up with this decision (Lepak and Snell 1999, p.40). In this type of selection, interviews are done at the final stages to avoid a lot of time being spent in assessment. Logistical constraints also affect the decision made in this strategy of selection. This is because the level of skills that one possesses determines if they are going to qualify for an interview. Ethical and legal implications for my selection By using ethics in the selection decision, we maintain the required standards in the daily running of the business. Having ethics in the business ensures that organizational goals are attained easily. To ensure that the selection has been done in the right manner there are three principles that are to be considered: rights, justice and utility (Cober, et al. 2003, p.160). Utility that is otherwise known as utilitarianism argues that in any selection, there must be no discrimination in the selection of job candidates. In order for a job to be productive, an organization should aim at utility of different skills and giving an opportunity to all people. In the right principle, an organization should value moral rights. With regard to the Kantian theory principle that says individuals should be treated as ends to problems and not means to a problem indicates that individuals should be treated as free people who have equal opportunities in job selection (Lepak and Snell 1999, p.31). Justice should be a major focus in the selection focus regardless of the social or economic status. The law requires that justice prevail especially in determination whether it’s a man or woman who is going to be selected. The theories applicable in the selection strategy are among them deontology which states that the people in authority should strictly abide to the responsibilities they have been given by following the law in selecting employees. This theory indicates that a panel which is not biased in their decision will select the qualified candidates without favor (Lepak and Snell 1999, p.40).It is also wise to know that a bio data is legal and can be used as evidence unlike in an interview which may not have evidence if it was not recorded. Conclusion To conclude on the above report of recruitment and selection, there is the need for every organization to cater for its staffing needs and by saying this I mean the procedures adopted should favor every individual. With these, all the tools that are used in assessing an individual should be incorporated from their personality to their qualifications. However in winding up this report there is the need to know that there is a big difference that exists between recruitment and selection. Among the differences that exist are that recruitment is meant to search for potential candidates to be employed as selection involves several processes where a particular candidate is assessed for the post. Recruitment’s main aim is to bring together a group that has the same talents and thereby attracting people to apply for the position as selection aims at getting the right person who can fill in the vacant position. Recruitment takes a positive approach where it encourages many people to apply for a position while selection takes a negative approach because it centers on an elimination strategy to get the right candidate (Rudin, Byrd and Fleming 2009, p.9). Recruitment looks at tapping the talent outside the organization and the human resource that it lack while selection is basically concerned with choosing the cream and this is done through tests and interviews. In recruitment, there is no likelihood of having a contract but in selection, there is a possibility of entering into a contract. Also to make sure that the management taps the best; it has to look for various ways to reduce any cost behind under staffing of employees by making sure that there is enough staff in all the departments who are fully equipped with the prescribed duties and job responsibilities (Rudin, Byrd and Fleming 2009, p. 7). It is evident that by using their right criteria in selection process, it will lead to development of employee satisfaction and candidate satisfaction because both are aware that the right procedures and legal practices have been followed. By doing this the values in the business world are up held and this goes a long way in the motivation process during recruitment. Appendix Pricing Analyst Supportive and flexible team environment Western suburb location, car park onsite Contract role with the view of permanency Join a leading utilities organisation that is completing large scale projects across Australia. This organization is a specialist within the gas, water and electricity arena and promotes flexibility and support to their employees. The purpose of this role is to provide costing analysis and recommendations to the organization. This includes; tender responses to new opportunities, contract re-pricing and changing to existing clients. Responsibilities for this role include: Costing new business opportunities through designing business requirements into a costing model providing support to Client Support Groups and Business Development Teams Assisting in Post Implementation reviews Formulating business specifications for clients The ideal candidate will have/be: Extensive costing and pricing experience for Business Process Outsourcing 3-10 years experience in a similar role Ability to liaise with key stakeholders Launch Recruitment Kayla Gallo 03 8399 9922 Apply now To be eligible to apply for this position you must have an appropriate Australian or New Zealand work visa.   Reference Barrick, M. R., & Mount, M. K., 1991. The Big Five personality dimensions and job performance: A meta-analysis. Personnel Psychology, 44, p. 1-26. Barrick, M. R., Stewart, G. L., & Piotrowski, M., 2002. Personality and job performance: Test of the mediating effects of motivation among sales representatives. Journal of Applied Psychology, 87, p. 43-51. Cober, R. T., Brown, D. J., Levy, P. E., Cober, A. B., & Keeping, L. M., 2003. Organizational Web sites: Web site content and style as determinants of organizational attraction. International Journal of Selection and Assessment, 11, p. 158-169. Hunter, J. E., & Hunter, R. F., 1984. Validity and utility of alternative predictors of job performance. Psychological Bulletin, vol. 96, p. 72-95. Job advertisement, 2012,http://www.seek.com.au/advhomes/omnihr/21359175_1.htm.profile. 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. Lepak, D. P., & Snell, S. A., 1999. The human resource architecture: Toward a theory of human capital allocation and development. Academy of Management Review, vol .24, p. 31-48. Mael, F. A. 1991. A conceptual rationale for the domain and attributes of biodata items. Personnel Psychology, 44, p. 763-927. McFarland, L. A., Ryan, A. M., & Kriska, S. D., 2003. Impression management use and effectiveness across assessment methods. Journal of Management, vol. 29p. 641-661. Rudin, J., Byrd, K., & Fleming, R., 2009. Assessing HRM-specific knowledge. Journal of Human Resources Management, 3(2), p. 1-10. Read More