Employee Recruitment and Selection Process at Merino Textiles - Case Study Example

Name Tutor Title: Haman Resource Management Case Study: Merino Textiles Institution Date Employee recruitment and selection process at Merino Textiles Introduction The recruitment and selection process is a very crucial part exercise that is carried out in organizations. It is important for the organization to be well prepared of the process before it kicks off. The management should have in place a recruitment and selection team that should come up with several ways of assessing the suitability of the potential employee for the available job. Merino Textiles is an organization that has been in the industry for a very long time registering almost eighty years in existence. As per this time it should have a well designed procedure or system for employee selection and recruitment. The fact that it is being acquired by new owners makes it imperative for the management to change their ways as far as recruitment and selection of employees is concerned. The employee selection and recruitment process should have a well defined procedure to enable the selection and recruitment of the best candidate for the job. There are many things that should be considered in the recruitment process (Potosky & Bobko, 2000). Determine if a temporary employee is needed According to Dessler, Griffith and Lloyd-Walker (2004), the management at Merino Textile has not invested much in employee sourcing simply because the process has not been given its due importance in the company. For being in the industry for 80 years it should have been occurred to the management that the development of the selection process is a fundamental empowerment of the human resource department of the organization. It is not good for the recruitment and selection process to be done hurriedly as proposed by Brian, the managing director. The company should assess the needs of getting a temporary employee instead of hurrying up through the process that can only result in the wrong person being given the job. Ryan and Tippins (2004) argue that the interest of the human resource department is very genuine and rightly called for. It is very apt for the interview to last adequate period so that the maximum information is drawn from the potential employee. The fifteen minutes that are being advocated for by the managing director is not enough to get the details from the potential employee to make sure that the best person is being selected. It should not be a practice of the company to spend so much on the selection, recruitment, induction and training and in the end get the wrong person being selected for the job. If the production process needs to be continued uninterrupted then the company can get temporary employees as it continues with an intense recruitment process to ensure that the best equipped individual is selected for the job. It is better for the company to seek temporary means of continuation of production as it seeks for the right person for the job (Cook, 2008). Barrick and Zimmerman (2005) observe that being in dire need of replacing or filling up a vacancy can lead to recruitment and selection being done haphazardly. Getting a temporary worker to continue the line of duty as the right person is being sourced for is the best option that is available as opposed to rushing through the selection and recruitment process. If the managing director is very concerned about production going down, then he should consider getting temporary employees to get the work going as the selection process takes adequate time to seek the best candidate for the jobs available. The graduate trains that are being selected will be an important part of the human resource department and therefore all means of recruitment assessment should be used to determine their suitability. If the temporary employee performs well the functions of his assignment, then he should be encouraged to apply for a permanent position and therefore go through the fully recruitment and selection procedure that is in the organization. It is better for the company to use few resources of a temporary employee than committing itself to recruiting someone hurriedly who may lead to other bigger problems (Dessler, Griffith & Lloyd-Walker, 2004). Development of a selection model A selection program could include the following steps; JOB ANALYSIS IDENTIFICATION OF RELEVANT JOB PERFORMANCE DIMENSION IDENTIFICATION OF KNOWLEDGE, SKILLS, ABILITIES(KSAs) NEEDED FOR THE JOB DEVELOPMENT OF ASSESSMENT DEVICES TO MEASURE KSAs VALIDATION OF ASSESSMENT DEVICES USE OF ASSESSMENT DEVICES IN PROCESSING APPLICANTS The temporary employee has the opportunity to learn what is required of him in the company. Such workers can be told about the selection criteria so that he prepares himself if he wants to be considered for the permanent position. The management gets the chance to evaluate the performance and personality of the temporary employee in case he gets interest in being permanent. The model that has been provided can be used as a full selection process that will have various components (Cook, 2008). Job analysis Prior to the recruitment and selection process commencing, the human resource department with the help of the departmental heads linked with the job position should do a job analysis to determine what will be sought for in the potential employee. The human resource personnel scheduling for interview to last for fifteen minutes is important, but before that a thorough analysis to determine the needs of the job should be done in due time without haste, hence the importance of a temporary employee if need be. The departmental managers who interact with the needed person and understand the needs or demands for the job should be the right person to draft to draft the job specification, responsibilities and academic. In so doing the potential employee is able to know if he is strongly qualified for the job or weakly qualified for the job (Kurtz & Boone, 2008). . The various components for the job should be laid down so that the duties and responsibilities can be determined and spelt out in the advertisement for the job. The responsibilities and tasks for the job should understand in details for the successful evaluation of the applicants for the job. It is important that the human resource department spent enough time familiarizing itself with the duties and responsibilities for the job being advertised. Components of the job could be determined by observing the current workers performing the same functions. Furthermore the management can determine the skills that are lacking in the current workforce (Ryan & Tippins, 2004). Job specification Job specification consolidates the required qualification of the employee that is required in the job analysis in terms of skills, abilities, knowledge or licenses. The requirement for employee selection put emphasis on knowledge and skills that are not easy to learn of the job. Job responsibilities involve all the duties that are performed and the amount of time that is required on each task. The employee is entitled to know relationships in the job, working conditions, salary and benefits. Job description entails the details of the job that encompasses the person one will be reporting to, time of reporting, the terms of service, and the calendar of events that the person is expected to follow if recruited (Nkomo, , Fottler & McAfee, 2010). Determine the recruitment strategy According to Nkomo (2010), it is important before venturing into any recruitment procedures the human resource personnel should be decided on the strategy that they are going to use in the recruitment process. The managing director is only for one strategy of recruitment that involves the short interviews that are not very revealing if applied as proposed. Louse, the head of the human resource department proposes more techniques should be used in the recruitment process. The managing director see it as time wasting but it is apt for the recruitment to involve other test to enable the recruitment panel to get more details from the potential job applicant who desires to be part of the company. The Merino Textile has been recently been acquired by an investment company that has pumped in 20million dollars for expansions and consequently there is a reason why the recruitment process should be diversified to include other bits that will be beneficial to the new outlook of the company. Strengthening the recruitment and selection process should be an important part of the expansion program. In order for the company to move to great heights it need to have a human resource department that is efficient and effective. Getting new employees in a rash can result in to disillusionment in future as the worker comes terms with the real situation on the ground (Kurtz & Boone, 2008). Determine which the selection tools to use Hausknecht et al. (2006) argues that the skills of the applicant can be evaluated through applications, tests, interviews, references checks, physicals and letters of recommendation. Some section tools tend to be more effective than others and therefore the best of getting the optimum information from the job applicant is to combine several methods at the same time. In the case of Merino Textiles it is important for the advice of the head of personnel to be considered. Interview alone is not the only method that the department of human resource can use in the recruitment process. Before recruitment begins, determining the selection tool is the first step towards effective selection process. Psychological tests can be employed to determine the maturity of the job applicant. There are personality testing skills that can also be employment in an effort to determine how well an applicant is equipped for the specific job. The new recruitment strategy In the new strategy of employment it is important to add more people on the recruitment panel. There are few things that will escape the two people on the interviewing panel. The graduate in the human resource are the ones that can be used to strengthen the recruitment process. The employees in the department have to rise from 20 to 70 and consequently it will need a more efficient team to conduct the recruitment. The company has different departments that include yarn spinning, wool-dying, blanket-making, weaving and yarn winding. In addition to the interviews the technical skills could be determined through practical training that will bring out the weakness in the job training. It is also important to get other integration into the selection process to enhance its effectiveness. Interviews are good but they should not be the sole effective methods of determining who should get the job. Whereas the appearance is important as suggested by the managing director, it cannot be used to make great conclusions about the person being interviewed. What will be learned from the interview and the appearance of the job applicant is not the only thing that can make the human resource department to decide to offer one a job since the details collected will not be enough (Fallon & Zgodzinski, 2008).. An interview that last fifteen minutes is not enough in the recruitment process. More importantly different job groups should have special recruitment processes designed for them. In the long run it will be important to come up with a permanent recruitment process. Psychological tests are very important in determining the suitability of the job applicant. The technical knowledge that the departmental workers need should be determined through other means as opposed to interviews that are limited. The job applications are important since the resumes present by the job applicants are important in giving a rough idea about the personality of the person but it is important to bring in other tests of determining the appropriateness of the person (Fallon & Zgodzinski, 2008). Most of the information that is found in the resumes is not necessarily true and using them alone can be misleading to the whole process of recruitment. Elements that are applied in the process of selection must be job related, calling for criteria used to determine the candidates referred and selected should be related to the job filled. Factors that concerned with motivation, punctuality, and attendance can be evaluated through the interview but other factors cannot be determined if other options are applied that include personality testing and psychological tests. Questions to be asked in the interview in the interview should be determined and prepared in advance and a quick preview analyzed. Situations for written and practical tests, references checks and interviews should be prepared in advance. It is also beneficial to include an aptitude test before the real interview takes place just to determine the applicant preparedness in various aspects. Having many huddles to the recruitment process make it possible for only the serious applicants to continue pressing on as the less passionate ones fall by the way. It would be practical that Merino Textiles Company enlist the use of a recruiting company if the schedule of the available workers who can take part in the recruitment process is very tight. The company has to have a permanent recruitment process that is efficient and effective if it wants to recruit the best of the workers for the good welfare of the company (Barrick & Zimmerman, 2005). References verification The interviewing panel has the responsibility of checking out all the information provided by the applicant from the former employers or other referees whom are acquitted thoroughly with the job applicant. The job applicant can perform well in the oral interview but there are other aspects about him that can be learned by verification of the information that he provides from the people who have interacted with him before (Hausknecht et al., 2006). Offering the job and discussing salary and benefits Hayes and Ninemeie (2008) note that after the job applicant has successfully gone through the whole process of recruitment and selection it is important that he is informed of what to expect in terms of payment. Worker may reject to take up a position simply because he thinks the salary is small. The worker is primarily looking for a means of earning a livelihood and not adding value to the company. A good way of making him motivated is to let him understand what he is being given in terms of salary and other benefits such as house allowance, medical allowance, insurance or promotion based on individual outstanding performance. Induction and job orientation The recruitment process should go on to include the induction process that involves job orientation and further training to make sure that the new employee fits in the community of workers. The human resource graduate and blanket machine operators cannot use the same method of recruitment process. The human resource graduate will need other additional skills as compared to the blanket machine operator who will basically require the technical knowhow of operating the machine. The blanket machine operator needs to be given some practical tests to determine the ability of him performing his task (Hayes & Ninemeie, 2008). The work orientation process is very important in bringing to terms the employee with the situation at hand. The induction should be gradual and there should be a clear road map of the procedure to be followed until the new employee becomes versed with the operation of the company and he knows what is expected of him. For the case of the managing director he got into the company as an apprentice and rose through ranks to become the current managing director. If the traditions of the company are to be held that way then the company will lose out from benefiting from the best personnel instead of relying on grooming a worker over a long period of time. It is the responsibility of the human resource department to walk the new employee through the whole process until when the worker is completely at ease on the job. Evaluation of performance should be done at specified intervals to enable the human resource department to track the group of the workforce and if there are some discrepancies, be able to solve them amicable. The emerging needs of the company that will require more recruitment or training can only be done if the workers are appraised from time to time (Hayes, & Ninemeie, 2008). Conclusion The recruitment and selection process is very important exercise that can happen in any given organization since it aims at adding value to the organization. In this report the various steps that can be explored during a recruitment and selection process have been discussed. The case of Merino Textile has been used to explain the importance of each exercise and the benefit it comes with. It has been noted that the employee recruitment and selection process cannot be done in haste for the sake of getting over it since it can be costly for the company. It is better for one to look for temporary employees instead process of recruitment. Every stage in the recruitment process is crucial and a company can resolve to use recruitment agencies instead of rushing through the process. 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