Selection and Recruitment of Temporary Staff for the 2012 Olympic Games - Case Study Example

TABLE OF CONTENTS TABLE OF CONTENTS 1 Identifying and defining Human Resource needs for the event 3 Staff management 4 Accreditation 5 Logistics 5 Information technology and telecommunication 6 Customer Service 6 Marketing 6 Public relations and communication 7 Ticketing 7 Competition 8 Project management 8 Security 8 Sourcing for candidates 9 9 Internet advertising on organization website and other websites 9 Newspaper advertising 10 Listing on job search engines 10 Universities and Colleges 10 Interviews 11 Testing and evaluating applicants 12 Conclusion 14 Bibliography 14 Selection and recruitment of temporary staff for the 2012 Olympic games Introduction Selection and Recruitment is one of the key functions of Human Resource management. Recruitment is a process that involves finding and engaging the prospective employees that an organization requires. Selection is part of the recruitment process that involves deciding the candidates and applicants who should be appointed to the jobs (Armstrong 2009). The recruitment and selection process are very significant since they determine whether or not an organization meets its needs or achieves its strategic goals. Therefore it is important for appropriate and effective measures to be taken in the course the selection and recruitment process. In order for this process to be effective, the selection and recruitment practices should incorporate well –defined staff requirements and specifications, methods of sourcing applicants and an effective selection process. In most cases the selection and recruitment processes are carried out to serve the needs of organizations or companies. This process is often geared towards finding prospective employees on a permanent basis (Cornelius 2001). Nevertheless, in some cases the recruitment and selection process may be carried out so as to recruit employees on a temporary basis. For instance, important events such as sporting events, require temporary labor. Events such as the Olympic Games attract a large attendance. Employing temporary staff on a full-time basis can be a challenge mainly because work in this case is temporary (Wagen 2006). This paper will discuss ways in which, I as a Human Resource manager for the 2012 Olympic Games would develop an effective process for selection and recruitment of temporary employees in the main Olympic stadium. Identifying and defining Human Resource needs for the event The first and most important step in the recruitment and selection process involves identifying and defining human resource needs for the 2012 Olympic Games. When it comes to events such as the Olympics, the recruitment and selection process is not only determined by the human resource needs for the event but also the budget. Therefore, as the human resource manager, I will foremost consult with the events manager about the human resource needs of the event and the budget estimates that have been allocated to cater for staff salaries (Wagen 2006). When it comes to identifying the human resource needs of an event, it is essential to consider the activities that will take place during the event, objectives of the events, the various skills that will be needed in order to ensure the smooth running of the event. The categories or number of staff required during the event may be set out in the previous recruitment plan for the Olympics. Nevertheless, there could be demand for more people due to the creation of new posts, replacements or expansion of new activities during the Olympics. Thus it is essential to consult with the event planner or manager concerning the staff requirements to the event .Consulting with the event planner or manager on the human resource needs of the events will ensure transparency in the course of the recruitment and selection process (Armstrong 2009). Secondly, it is important to conduct job analysis in order to come up with a job description for the prospective employee for the event. According to Brannick & Levine (2002), one of the ways of identifying and defining human resource needs of particular organization or event is through job analysis. Job analysis is a process that is often used to gather information regarding the work environment, the necessary skills and duties. This process will involve a detailed examination of the functions and tasks that will take place during the Olympic events. Conducting job analysis in this case is significant since it provides a framework for advertising for positions, job evaluation, appraising performance and training (Sanchez & Levine 2000). In this case, the job analysis process will incorporate processes such as reviewing the job responsibilities of prospective staff and analyzing the work duties, responsibilities and tasks that are to be accomplished by the staff filling a particular position (Brannick & Levine 2002). In the 2012 Olympic events, the following are some of the job descriptions that will be used in the recruitment and selection process. Staff management The activities revolving around the work carried out by the temporary staff during the 2012 Olympics will be co-ordinated and managed by personnel in the staff management department. The personnel in this department will be charged with the responsibility of implementing and coordinating staff training sessions prior to the Olympic events, they will be involved in the orientation process of the temporary staff by providing work guidelines and the issuing of staff uniforms. Personnel in this department will be deployed in the stadiums so as to supervise the event staffs (Wagen 2006). Accreditation This department will be charged with the responsibility of providing personalized identification or ID to the staff and officials participating in the event such as media representatives, athletes and various service providers. Official accreditation is significant for the effective management of the sizeable attendants and participants in the 2012 Olympics. Official accreditation provides proof of eligibility to enter various official facilities. The staffs in this department are charged with the responsibility of attending to the individuals who have applied for their ID at the accreditation centre. Their duties will include the production and issuing of the identity documents. Furthermore, the staff in this department will help in the distribution of daily passes and problem solving when it comes to issues involving individuals seeking accreditation. Staff in this department will work in fixed and specific locations within the stadium (Wagen 2006). Logistics The staffs in this department are charged with the responsibility of developing plans, implementing and controlling logistical processes that are needed to manage distribution, transportation, storage and delivery operations. The staffs in this department will take part in logistical processes and maintaining the depots with the important storage facilities. Persons working in this department will be deployed in one location in the course of the Olympic event. They must be prepared to work during flexible hours. Information technology and telecommunication A good number of journalists will be reporting on the events of the 2012 Olympic on a daily basis via the TV, telephone, email and fax. In order to manage the flow of information, the event will require an extensive and effective telecommunication and IT network. In 2012 each media house will require an approximate of 500PC work station. Therefore the Olympic event will require staff with the relevant and specialist skills so as to support and management the PC, telecommunication processes and network. The staff in this department will work in different locations (Wagen 2006). Customer Service During the 2012 Olympics customer service stations will be set within the city centre of all the Olympic host cities. These stations will serves as points of contacts whereby fans and other interested parties can make inquiries and obtain information on the Olympic events and locations among many other inquiries. The staffs in this department will also offer help to fans or attendants who missed their flights or lost their passports. Individuals working in this department will be in contact and interact with people from different cultures and countries all over the world. Marketing During events such as the Olympics it is always essential to protect the exclusive advertising rights of sponsors, partners and suppliers. Therefore, the areas around the stadium should thus be considered as competition- free zones whereby only the 2012 Olympic event partners and sponsors are allowed to advertise. As a result, one of the main responsibilities that will be assigned to the staffs in the marketing department will be supervise the official suppliers and official partners advertising and ensure that no unwarranted advertisement materials are portrayed in the controlled areas (Wagen 2006). Public relations and communication Many journalists around the globe are expected to report from the 2012 Olympic stadium. It is therefore the duty of the event mangers and controllers to provide an excellent and conducive work environment for the media. The staffs in the public relations and communication will provide information to the attending media representatives, provide directions to different media areas, provide technical advice and help in the translation of communications into various languages. Ticketing The staff in the ticketing department will help in the coordination of all the relevant processes that are related to the event tickets such as stadium admission procedures, the ordering and issuing of tickets and seating plans. By 2012, all the entry points in the Olympic events will have electronic admission control systems. Staffs working in this department will need to familiarize themselves with the ticket control and distribution procedures. They should also learn how to operate the electronic ticketing system. Staff in this department will work in ticketing centers established in various locations and their work will commence a few weeks prior to the Olympic events (Wagen 2006). Competition Staffs in this department will be responsible for activities related to the scheduling of the sporting activities to take place during the 2012 Olympic event. Their duties will include; accompanying the participating teams from their arrival until they depart, ensuring that participants have adequate medical support and ensuring that training pitches and facilities are well equipped. Moreover, the staffs in this department will coordinate and maintain training bases, they will also help in the management of the refereeing teams. Project management Sports projects with the scope of the 2012 Olympic event involve extensive and lengthy planning therefore they need an overall and exceptional project leadership and an effective communication structure. The 2012 Olympic will need managed through a Web-based umberalla controlling system (MS project) revolving around the individual project of every person linked to the standard status reporting. The personnel in the project management department will offer support to the conceptual and strategic work carried out by the project managers at the Olympics headquarters (Wagen 2006). Security Staffs in this department will have the responsibility of implementing security measures through the Olympic event. They will support the law and security enforcement personnel by being available in both the formal and informal points to identify any security risks and threats. In case of any security threats they will report to their manager or the law and security enforcement personnel. Nevertheless, they are to ensure a necessary level of security with few restrictions. Sourcing for candidates Subsequent to identifying and defining Human Resource needs for the event and conducting job analysis is the next step in the recruitment and selection process involves sourcing for candidates or looking for prospective staff to fill in the positions outlined so as to meet the human resource needs of the 2012 Olympic event. There are various ways in which the prospective qualified candidates can be invited to apply for the temporary employment positions however the costs and success rates of these methods differ. As the human resource manager for the event, I will ensure transparency and the standardization of the sourcing process by developing an elaborate plan for sourcing for prospective employees. Subsequently, the plan will be presented to the events event managers for approval. The plan will provide a framework showing the methods and procedures that will be used to look for the qualified candidates. Below are some of the methods that will be used to source of candidates. Internet advertising on organization website and other websites The 2012 Olympic will be advertised in the organization’s official website so as to encourage direct applications. The organization’s website was used as platform for advertising for the prospective positions mainly because such a site is often popular with consumers since it covers all the features of the event such as the location and program of the event. Newspaper advertising News paper advertising is one of the most common methods used to source for specialist positions such as sound technician, IT specialists and production assistants among many other positions. National newspapers will be one of the avenues that will be used to source for prospective candidates since they have a wide coverage and they are cost effective. Listing on job search engines There are various job search engines that will be used to source for prospective job applicants. A good example of such search engines include; my career.com and search engines. These sites will be used mainly because they provide a template whereby applicants can enter key information thus making it easy to find the relevant information. Furthermore, these sites provide applicants with a platform whereby they can attach their resumes and letters of application. Universities and Colleges These institutions will be used as an avenue for sourcing for prospective applicants mainly because they provide a good source of temporary interns and volunteers who are experienced. For example, events management students within the Tourism and Hospitality may provide the much needed skill. In order to source for applicants, posters will be attached in the notice boards of these institutions. Alternatively, job positions can be advertised in the official websites of some these university institutions (Williamson 2005). It is worth noting, that when creating an advertisement whether it is used on a university notice board or in a newspaper, the purpose will be the same. The advertisement will be geared towards attracting the best candidates and rejecting candidates who are disqualified. The advertisement will incorporate a fine balance between selling the available job positions in the most compelling way and being clear about the expectations and requirements. Clarity in these advertisements will ensure that individuals can self-select by evaluating themselves whether or not they meet the requirements of the advertised job positions (Arcodia & Axelson 2005).Moreover, when displaying job advertisement on an online recruitment website, a facility whereby applicants can enter their personal data should be provided. Some of the questions that will be asked source for qualified applicants in the 2011 Olympic Games include; name, occupation, contact details, educational background, availability, languages, field of studies(for students) and medical conditions (Foster 2003). Interviews Once the applications have been received from the applicants, they will be sorted I order to short-list the candidates who have met the set requirement for various job positions. Candidates who do not meet the set recruitment criteria will informed on their declined applications whereas those who meet the set selection criteria will be scheduled for an interview. Despite the fact that there has been much debate concerning the validity of interviews during the selection process, Di Cieri (2003) recommends that applicants should be asked the same questions. The questions that applicants are to be asked should be derived from the job description of a particular position. In addition, some the questions that should be asked during the interview should include behavioural questions that reflect on a person’s experience rather than what they might do in future (Breaugh & Starke 2000). Testing and evaluating applicants Applicants can be tested using different types tests that can be used to determine their general intelligence and psychological attributes. Although psychological tests are popular, their reliability and validity remain questionable and as a result there has been much debate and controversy when it comes to their use (Aiken 2000; Cook and Cripps 2005). In this case psychological tests will be used to evaluate the short-listed applicants. The process of conducting and interpreting the tests will be conducted by an experienced professional. The test to be used must be reliable and valid in that it should evaluate what it sets out to evaluate. Furthermore the tests should be able to deliver consistent results over time. In addition, the results of the tests should valid in predicting how effective a person will perform the job in future. During the selection process following up on the references will be one of measures that will be taken in order to identify suitable candidates. Despite the fact that a good number of employers do not make evaluative remarks mainly because of ethical and legal issues, it is imperative for employers to review the accuracy of the information given in the resumes of applicants. The Society for Human Resource Management (SHRM) (2004) established that over the past 3 years, over 40% of HR professionals have increased the amount of time spent on reviewing the references of their prospective employees. It was reported that 96% of the survey respondents carry out a background check on their applicants before considering them for a particular employment position. Moreover, the survey showed that 50% of the HR professionals interviewed reported that by conducting background and reference checks, they found some inconsistencies revolving around former job titles, criminal records, past enumerations and dates of previous employment (Society for Human Resource Management 2004) .In the selection and recruitment process of the 2012 Olympic Games, reference and background checks will be conducted on some applicants particularly those who apply for high-end positions. Maintaining records After applicants have been tested and evaluated, selection decisions will be made. Candidates who meet the set criteria will be recruited. Nevertheless, it is worth noting that the selection decisions can be challenges thus it is essential to keep and maintain records throughout the selection process. The kept records should incorporate the rating scale used to evaluate interview performance, written applications and the findings of reference and background checks. It is expected that employment will be on the basis of merit, this will be justified by the records documented. In addition, keeping and maintain records will provide a framework of evaluating transparency. Subsequently, the selected candidates will be trained and oriented to their various job positions. Conclusion The selection and recruitment process of temporary staff for the 2012 Olympic Games will involves five key processes. The first process will involve identifying and defining Human Resource needs for the event. Job analysis will be conducted in order to come up with a job description for the prospective employees for the event. Subsequent to identifying and defining Human Resource needs for the event and conducting job analysis is the next step in the recruitment and selection process involves sourcing for candidates or looking for prospective staff to fill in the positions outlined so as to meet the human resource needs of the 2012 Olympic event. Methods such as internet advertising on organization website and other websites, newspaper advertising and listing on job search engines will be used to look for prospective employees. Third, interviews will be conducted and the short-listed candidates will be tested and evaluated. Lastly, records for the entire recruitment and selection process will be documented and maintained so as to uphold transparency. Bibliography Aiken, R., 2000, Psychological Testing and Assessment, 10th edn, Allyn and Bacon, New York. Arcodia, C. & Axelson, M., 2005, A review of event management job advertisements in Australian newspapers. In The Impacts of Events. University of Technology, Sydney. Armstrong, M., 2009, Armstrong’s handbook of Human Resource Management Practice, Kogan Page Publishers, New York. Brannick, M. & Levine, E., 2002, Job analysis: methods, research and applications for human resource management in the new millennium, Sage publications, London. Breaugh, J. & Starke, M., 2000, Research on employee recruitment: so many studies, so many remaining questions. Journal of Management, 26(3), 405–34. Cook, M. & Cripps, B., 2005, Psychological Assessment in the Workplace: A Manager’s Guide, Wiley, New York. Cornelius, N., 2001, Human resource management: a managerial perspective, Cengage Learning EMEA, London. De Cieri, H., 2003, Human Resource Management in Australia: Strategy, People, Performance, McGraw-Hill, New York. Foster, M., 2003, Recruiting on the Web, McGraw-Hill, New York. Sanchez, J. & Levine, E., 2000, Accuracy or consequential validity: which is the better standard for job analysis data. Journal of Organizational Behaviour, 21, 809–18. Society for Human Resource Management, 2004, Reference and background checking survey report, Denver. Wagen, L. 2006, Human resource management for events: managing the event workforce, Butterworth-Heinemann, Sydney. Williamson, P., 2005, Event management students’ reflections on their placement year: an examination of their critical experiences. In J. Allen (ed.), International Event Research Conference 2005. University of Technology, Sydney Read More