Managing Recruitment Selection and Induction Processes - Coursework Example

Running Header: Managing Recruitment Selection and Induction Processes Contents 2 Contents 2 Introduction 3 Recruitment Proposal 4 Methods to source evidence in order to ensure that the candidate is suitable 5 Recruitment, selection and Induction policies 6 Technological benefits and options for improving efficiency in recruitment and selection 6 Benefits of procedural and policy Change 7 Indicators of future Recruitment needs. 7 The selection process and the legal requirements 8 Ways of involving staff in the recruitment and selection process 9 Conclusion 9 Introduction Human resource planning is an important activity to any organization. For a business to succeed it must hire the right employees with the necessary skills and knowledge. Margaret (1999, p.1) emphasizes that that a successful business is directly linked with how well its employees perform and its ability to predict the fluctuations in the labour market. There is need for businesses to involve themselves in human resource planning because of the fact that it can be costly if poorly approached. Mark (1992, p.1) argues that due to the increased competition strategy and structure follow people. Therefore, there is need to hire employees whose competencies match the future business needs in a rapidly changing environment. In this paper, am going to evaluate how to forecast recruitment needs in an organization and in addition, how to fill vacant positions through recruitment and induction process. Questions to Consider in order to identify the person and Job requirements. Carrying out job analysis makes it possible to identify the appropriate person who matches with the position. Asking questions like the needed skills for the job in terms of interpersonal, organizational, decisional and communication skills will enable me to identify the person and the position requirements. In addition, determining the needed knowledge and experience in the industry, product, markets, education and technology can form a basis of identifying the person and position requirements. Questions like the needed qualities and approaches in relation to self motivation, flexibility, innovation, team-player and customer orientation can enable me to further identify the suitable person that will match the requirements of the position. Information requirement in an organization can present me with a good opportunity for identifying the person and the position requirements (Jane and Chris 1998, P. 104). In this case, questions like the ability of the person to performance against budget and whether the person is accident prone in risky jobs will be evident. Recruitment Proposal Due to the increased competition and rapid technological advancement there is need for our organization to recruit new competitive and up to date employees. Furthermore the high knowledge gap that is evident among our current employees shows that we are lagging behind in terms of skills and competencies. Currently a number of our employees are going on retirement and there is need to replace them. Our current strategy requires us to be competitive by having employees who possess the necessary skills and knowledge in Information Technology so as to achieve our objectives. After considering the above challenges that the organization is facing, it is my responsibility to request that the organization allows me to recruit new employees. Position Description. Position Title: ICT Technician. Position Number: HQWS3N Department: Information Systems. Reports To: ICT Manager Review Date: 04/07/2012 Position Summary The ICT officer is responsible for providing technical services in the organization information systems. Principal Responsibilities. Maintaining the computer hardware.. Ensuring the computer network is secure. Installing software’s and programmes. Designing and maintaining the organization website. Applications. Applications for the position will be considered on those who possess a degree in Information Technology and Communication. The applicant must be willing to work in a team and must demonstrate competency in computer hardware. Methods to source evidence in order to ensure that the candidate is suitable According to Helena (2006, p. 24) by viewing the academic documents of a candidate one is able to obtain suitable evidence regarding the candidate educational qualifications. Educational qualifications will indicate the candidate’s level of knowledge in relation to university or college level of education. This can then be compared with the requirement of the job. A professional qualification is another source of evidence regarding the candidate level of competence. Certificates issued by professional bodies form a reliable source of evidence about the candidate skills. Candidate previous employees can act as a good source of information regarding the job applicant. Evidence on employee behaviour in the work place can be sufficiently provided by the previous employers. Recruitment, selection and Induction policies However, the organization may adopt policies regarding recruitment and selection in order to ensure that every candidate has an equal chance of being selected to fill the position and thus eliminate discrimination. According to Jane (2007, p. 11) recruitment and selection policy ensures equal opportunities to applicants. For example, the organization can state that all vacancies must be publicly advertised in the local newspapers, websites and in the job market. In addition the policy can state that the interview panel must comprise a minimum of three people to enable it review the applications. Technological benefits and options for improving efficiency in recruitment and selection The advancement in information technology has provided a new and effective way of recruiting employees. The use of online recruitment advertisement campaigns enables the organization to attract a large number of applicants. Technology based assessment centres provide realistic assessment exercises to evaluate candidates in the recruitment process. Douglas and John (2009) believe that the use of technology based recruitment and selection process can assist to improve accountability in hiring of new employees. Use of technological recruitment and selection eliminates paper work thus improving on the time taken to undertake the process. Furthermore adopting technology in human resource function improves the competency level of applicants because only those candidates possessing the necessary knowhow on online applications will do so. With the implementation of technological recruitment a candidate database can be maintained which reduces the recruitment cost and improves recruitment administration. Benefits of procedural and policy Change New approaches regarding recruitment and selection have emerged. Therefore, the organization must incorporate changes in its policies and procedures relating to recruitment and selection. By replacing manual procedures with a database the organization will be able to operate quickly and efficiently. Policy changes further enable the organization to reduce demand on resources. Online interviews reduce the cost involved with panel interviews hence saving some organizational funds. Some traditional policies and procedures create inflexibility in the organization and this delays the recruitment process. Changing these policies ensures swift and quick recruitment procedure. Better employees training, emergence of technological recruitment and the diversity of workers are other factors that support the need for changes in policies and procedures (Helen, Juliet and Rebecca 2001, p. 9). Indicators of future Recruitment needs. Forecasting future recruitment needs is essential as it enables the organization to prepare itself in advance in training and developing its potential employees. Allan, Robert and William (2009) suggest that in order to effectively forecast future recruitment needs, an organization should make an allowance to the rates of labour turnover in a period as well as consider the changes brought about by promotions, transfers and employee redundancies. Moreover, changes in technology, increased competition and technological advancements can act as indicators of hiring needs. Determining the current conditions and the future organization goals is paramount to successful forecasting of future hiring needs. According to Margret (1999, p. 6) in order to forecast possible vacant positions in an organization the first step should be to analyze the current employees in relation to their skills, knowledge, experience and how they work. The information obtained should then be compared with the strategic plan to determine whether the current employees will enable the organization achieve its strategic objectives. Analysing the current workforce knowledge also provides a good source of identifying the knowledge gaps within the employees which may require creation of a new position to fill the gap. The selection process and the legal requirements According to Jane (2007, p. 2) selection process is important as it is the first step in the long-term commitment between the employee and the management. The job should be advertised in a way that it can attract as many applicants as possible. It can be advertised in newspapers, employment agencies, national radio, colleges or training centres and in the company website. The type of advertisement will depend on the nature of the vacancy. The advert should be clear and it should indicate all the aspects of the job. Information to be sent to those applicants who respond should be prepared before placing the advert as it assists in clarifying the general information about the job. Gareth (1997, p.3) notes that selection involves matching applicants to work. Selection begins with screening applicants to ensure they meet the stated competencies. After screening, successful candidates are interviewed through the use of face to face questions. Successful candidates from the interview stage may further be subjected to psychometric tests and assessment centres to determine their intelligence. The successful candidate is then offered the job. The law requires that the applicants’ data must be confidentially maintained and the information pertaining to the applicant should be obtained for specified and lawful purpose. The decisions on selection must be transparent and equality must be observed. The law prohibits discrimination on the ground of gender, race or colour in the selection and recruitment process. Ways of involving staff in the recruitment and selection process Margaret (2003, p.196) states that involving staff in the recruitment and selection process eliminates negative thoughts and improves future appointments. The successful candidate is involved through the negotiations pertaining to the terms of employment. Unsuccessful candidates should be provided with feedbacks by use of some comments and guidance on what they need to improve on. Involving managers in the process enables them to assess the candidate skills and make suitable investment decisions that support those skills. The other managers obtain additional knowledge regarding how human resource works. Existing employees gain an opportunity to interact and share ideas with the potential employees. Conclusion In conclusion, a well designed human resource function will enable easier forecasting, recruitment and selection of employees. The recruitment process begins with a proposal to recruit and the laid down procedures and policies must be followed to ensure accountability in the process. Some policies may need to be changed so that they are in line with the current labour market. Incorporating technology in the process of recruitment and selection ensures simplicity and cost saving. Involving organization stakeholders in the process increases their confidence which in turn improves long-term recruitment and selection campaigns. References. Allan, N, Robert, C & William, M 2009,Effective Recruitment and Selection Practices, Mcpherson’s Printing Group, Australia. Donald, W 2004, U. S Master Human Resources Guide, Catherine Wolf, Chicago. Douglas, H & John, A 2009, Online Recruitment and Selection, John Wiley & Sons, West Sussex. Gareth, R 1997, Recruitment and Selection, Chartered Institute of Personnel and Development, London. Hellen, B, Juliet, M & Rebecca, S 2001, ‘Better Policy Making’, Policy Studies Directorate, Vol. 1, no. 1, pp. 1-83. Helena, A 2006, Performance Indicators for Water Supply Services, IWA Publishing, London. Jane, C 2007, The Staff Recruitment Process, Combat Poverty Agency, Dublin. Jane, C & Chris, C 1998, Managing People, Gower Publishing Limited, Hampshire. Margaret, D 2003, A Managers Guide to Recruitment and Selection, Kogan Publishers, London. Mark, S 1992, ‘Strategy and Structure Follow People: Improving Organizational Performance Through Effective Executive Search’, Human Resource Planning, Vol. 15, no. 1, pp. 1- 14. Read More