People Resourcing People - Essay Example

Topic: Human Resource Student Name: Subject: Management Topic: Tutor: Department: Institution: Date Due: Introduction Companies no longer rely on specific selection techniques in identifying best suited employees for an organization. Today people are the most important asset of any organization. The current complex and competitive situation requires selection of the right personality to enhance organizational the performance. Properly selected and well placed employee will enhance the organizational effective running and will offer significant potential for future replacement. Hiring process starts with human resource planning (HRP) which determines the number and sort of people needed by an organization. Analysis and job design facilitates the assignment of task and duties and identification of the expected qualification of prospective job. HRP job analysis and design helps an organization to identify and hire the right people (Wong, 2007). Employee hiring is a continuous process not restricted to formative steps of an organization. Employees always move from organizations in search of better places, some retire and some die in the saddle. These makes enterprises to grow diversify; acquire the other units and facilitate hiring of new men and women. The hiring function will only stop when the organization existence ceases (Taylor, 2005). When HR planning needs an additional labor, organizations have various choices to make. An organization must consider alternatives to recruiting; these include outsourcing or contingent labor, instead of hiring regular employees. For a temporary fluctuation in work volume, the best solution is part-time labor or overtime by existing employees (Beardwell & Claydon, 2010). Recruitment and selection costs of is staggering; hiring new employees should be recruited after careful consideration especially when an organization plans for a lasting need of additional labor. Cost estimates for replacement of supervisory, technical and management employees run for above 50 percent of employee salaries. HR planning must carefully consider the general growth prospects of the organization and proper forecast of future labor needs. Recruitment planning starts after consideration and estimation of other alternatives. Employees are acknowledged by most employers as best asset, thus correct recruitment and induction processes are essential in ensuring the effectiveness of new employees in the shortest time. An organization can only to succeed if it employs enough employees with right skills and abilities. Organizations may comprise a dedicated personnel or human resource function to oversee the staffing process, or they may delegate these tasks to line managers and supervisors. People in this process involved should know the principles of good practice. In big organizations with expert personnel department it is essential to engage others in the undertaking of recruitment and induction (Muller, Croucher.R, & Leigh, 2008). Recruitment and selection of employees It’s a reality that companies can not rely on single or double selection techniques to identify which individuals will be best suited for working for an organization. There are various dimensions and sub-dimensions under which employees can be evaluated for suitability and compatibility. The employer analyses the job prior to recruitment to establish both physical and mental personalities they would expect from the applicants, and the desired qualities and attitudes. Critically, selection is exchange of an employee and the price is the wage times period of service hence selection is an expensive process. Therefore some firms choose to employ external professionals or advisors to carryout recruitment and selection exercises on their behalf. Regularly, medium sized organizations attract employees with good reputation from existing employers to the recruiting employer. However, the price of poor selection is that personnel’s responsible for selecting and recruiting must be highly qualified to determine suitability of applicants (Rowena Barrett, 2008). The following are the major recruitment sources; Interior promotion and interior beginning (at times desirable for morale purposes) skilled representative (and careers masters at schools) institution of higher education selection boards unemployed agencies Advertising (often via agents for specialist posts) or the use of other local media (e.g. commercial radio) Where a company advertises a job its trademark can be used to rapidly attract applicants and this should not directly or indirectly undermine gender, race or legislation. The application forms (personal appearance, letter of application, completion of a form) should differ with respect to positions available and people to be recruited (Chris Brewster, 1999). Applicants should complete a health form and employers should check the relevant qualifications and experience in details .However firms should also employ a number of physically challenged people. Applicants should attend a medical examination prior to appointment letters to clear any doubts regarding their health and fitness (in employments where hygiene considerations are dominant). This is important especially where a company is recruiting starters for a contract job that requires the firm to incur training costs. Interviews can be conducted by persons (e.g. supervisor or departmental manager), a board of interviewers or series of interviews by diverse experts. Eventually individual expertise in judgment is the key factor, although procedure to support decision comprises selection testing for: Qualifications Individual should have relevant experience, qualification with an extensive equivalent combination of relevant experience and/or education/training to be considered for any position. The education background may be either certificate level, diploma level or degree level in the relevant discipline (Warner, 2005). Attributes Attributes are specific behaviors expected to fulfill position requirements. The behaviors identified need to be suitable and applicable to the level and type of position. These are: Flexibility- the ability to accept fresh ideas, adapt and approach challenges and adjusts plans to meet any fresh priorities. Initiative-this is tendency to demonstrates and contribute to ideas and facilitate fresh methods of working, shows interest for special assignments, project and work. Professionalism-to regulates self behavior, comprehend the culture, organizational structure and contexts at large, develop goals that are long term and determine strategies and actions required to attain those goals. Integrity-the individual behaves in an open and honest manner, treats others fairly and avoids own misjudgments. Attention to details-individuals considered should maintain an altitude of concentration and accuracy to identify errors to be addressed (Sims, 2002). Service Orientation-they should display a commitment to a quality service to client and relates to persons from diverse backgrounds. Independence-he understands the appropriate boundaries and context of his position in carrying out ones responsibilities in the position. Skills In most organization an individual must have at least these skills to be considered legible for a position. Skills to negotiate -he should have capability to listen and assimilate information from others, identify various potential outcomes while maintaining relationships. Writing -ability to employ clear, concise language in correspondence and also include content fit for the purpose and audience when making written reports. Leadership -clearly articulates a vision, supports and encourages others while building valued and trustworthy relationships with others. Open communication, lead by example and effectively provide feedback with honestly. Interpersonal skills-promotes and contributes to achievement the development towards group objectives, respectful, listens actively to and seeks out ideas and opinions from others. Project Management-ability to develop plans and timelines that are clear communicate with stakeholders regularly including project monitor project progress and maintain budge within required standards (Anna P. Y. Tsui, 2009). Management skills-the individual to be considered should have organizing ability and plan for others to ensure the attainment of goals and to support others in their roles, can apply a procedure and achieve compliance of resource use. Time Management -possess ability to organize and plan others and self to guarantee timely completion of duties. Presentation skills-should possess ability to engage, structure and present information visibly and entertainingly to diverse audiences. Skills to analyze problems - able to work in complex frameworks analyze and prioritize high levels of information and change ideas and objectives into actions. The individual should appropriately prioritize troubles, collect and analyze the correct information and identify causes. Excellent recruitment involves training in interviewing and in appraising candidate’s .Training interviewers involves teaching them on getting the right interviewee and appraising involves rating the candidates. Frequently rating involves scoring interviewees for experience, knowledge, physical/mental capabilities, intellectual levels, motivation, prospective potential, leadership abilities etc. (according to the needs of the post). Applying normal distribution curves to scoring eliminates freak judgments. Categories used in selection There are four selection methods in place; these are application blanks, employment interviews, aptitude tests and personality tests. Applications bank This involves gathering information on work know-how and education background, of the applicant. Most organizations request persons applying for jobs to fill a form giving information about their homes, physical address, previous employer, details of their referees etc. The form acts as an interview guide. Job Interview Information exchange among the candidate and the employer to examine the applicant’s suitability and job interests is referred to as an interview. Every relevant information contained in the form can be deeply probed in an interview. Any missing information regarding the job can be delivered through an interview. Tests of Abilities, Aptitude and Skills These are classified as paper and pencil tests or job sample tests. They screen applicant’s skills, abilities and aptitude. The cut-off points are established depending on the number of applications. Tests are selected after analyzing the job carefully. Personality Test Self-report personality examination and projective techniques are the types of individual tests frequently used in making selection decisions are. These are mostly used in recruiting management. They are also used to assess potential talents in management jobs. Conclusion Efficiency of a business organization can be improved by recruitment of employees with required skills and qualities. Personnel manager and line manager/supervisor are part of the employee selection process. Personnel manager and line manager/supervisor must pose the appropriate training for efficient performance of their roles. Job and competence analysis is necessary for selection of the right personalities for the right job. After recruitment of the best candidate, a well planned induction program must be carried out for better incorporation of the employee into the organization. Induction exercise may not be elaborate, but it must be planned, evaluated, carefully and timely performed, to ensure that employee’s needs are met. A good induction programs beneficial to an organization as employee as employees settle down faster, there is more effective response to training, lower labor turnover, and improved industrial relations (Donald, Gail, & pane, 2009). References Anna P. Y. Tsui, K. T. 2009. Professional practices of human resource management in Hong Kong: linking. Hong Kong: Hong Kong University press. Beardwell, J and Claydon, T. 2010. Human Resource Management: A Contemporary Approach. Harlow: Prentice Hall Chris Brewster, H. H. 1999. International HRM: contemporary issues in Europe. New York: Routledge. Donald, L., Gail, D. and Pane, S. 2009. Staffing the Contemporary Organization: A Guide to Planning, Recruiting, and .selection of human resources. West Port: Preager Publishers. Muller, C. Croucher. R, & Leigh, S. 2008. Human Resource Management: A case study Approach. London: CIPD. Rowena Barrett, S. M. 2008. International Handbook of Entrepreneurship and HRM. London: Edward Elgar. Sims, R. R. 2002. Organizational success through effective human resources management. London: Library of congress. Taylor, S. 2005. People Resourcing People. London: CIPD. Warner, M. 2005. Human resource management in China revisited. New York: Routledge Curson. Wong, Z. 2007. Human Factors in Project Management: Concepts, Tools, and Techniques for. San Francisco: Jossy-Bass. Read More