Manage Recruitment Selection and Induction Processes - Example

Introduction Every organization must undertake strategic planning which focuses on the course of action to be taken by the organization for the period of over five years. Strategic management is usually concentrated at the top management level. It is at this level that the Human resource manager comes up with the human resource planning. The human resource manager will be required to determine the future staffing needs of the organization. (Lewis, 2009) Linking human resource planning, strategic and operational The correct number of staff means that the organization is neither holding surplus staff nor is it understaffed. Where an organization has excess staff, the organization will be having excess cost thus low profits and there will also be a number of under utilized staff. Where the organization has fewer staff than the carrying capacity, the existing staff will be overstretched making impossible for the organization to meet its production target and this also contribute to decreased efficiency in production. (Lewis, 2009) The RSEA’s human resource management will determine the future staffing needs through continuous liaison with the other strategic manager. They will analyze the expected demand and also the targeted level of production. The management will also be required to take into consideration the mobility rate which is the rate at which the staffs leave the organization. The RSEA’s financial manager should be consulted to determine the financial budgeting aspect in the human resource planning. (Maundy, 2001, p. 34) Developing selection and induction policies Developing an effective selection and induction policy in an organization is paramount in ensuring that new staffs joining the organization feel welcome and appreciated in joining the organization. In developing a workable selection and induction policy, RSEA will involve both the head of human resources and also the line managers. The head of human resources will outline the guidelines and frame work of the policies to be developed. The head of human resource will also ensure that the manager’s guidelines and checklist are well set and working. He will also ensure that the policies are well set in the human resource database. (Lewis, 2009) With the help of line managers, the human resource manager will formulate policies which will incorporate health and safety issues and other hazards which the staffs face in their day to day work. The human resource manager will ensure that the inductee feel welcomed, understood and at ease to join with the other members of staff. (Maundy, 2001, p. 56) The support of the senior management is essential in developing and implementing selection and induction policies. The support is won when the policies set in the human resource department are congruent to the entire organization’s strategies and goals. Communication of policies and procedures When the RSEA’s selection and induction policies are set in the head of human resource department, the same should be effectively communicated to the staff. The communication should follow the organizational structure. This should first flow to line managers and then down to the staffs. This can be communicated through open forums with staffs. Policies can also be communicated to staff through periodic training carried out within the Company. There are various documents that support policies in the Company. They include organizational manuals and annual reports and review documents. Minutes of organization’s annual general meeting can also support policies and procedures (Lewis, 2009) Technology in recruitment Technology can be used to augment the recruitment and induction process. This is by making the process more efficient and effective in the long run. A recruitment process can be quite hectic and take most of the managers’ time if not well managed. It can also be quite tricky to get the right people from a very large number of applicants. (Maundy, 2001, p. 74) The management in RSEA can advertise for vacant positions online and also receive applications via the human resource manager’s email. This reduces a lot of paper and clerical work. Using advanced software systems, the information can be analysed and best candidates chosen. Technology can be incorporated in the recruitment process by creating a database for the human resource department that can create a good record of all the applicants. Using a web based tracking system, the management in RSEA Company can track applications made to the organization. Online tests can be given to the applicants to test their IQ and reduce the number of applicants to a manageable number. Recorders can be used to record the oral interviews which are later on analysed. Ensuring selection procedures comply with organizational policy The management team in RSEA Company has to ensure that selection procedures and advertisements comply with organizational policy. Each organization usually has well laid down policies concerning recruitment and selection process. This is whether recruitment should be carried out internally or externally. Policies elaborate on matters of confidentiality, feedback to applicants and giving applicants equal opportunity without favour of colour, race, sex etc. Once vacant positions come up within the organization, they need to be channelled to the human resource department. The department will look into the issues of whether there is need to fill them or not. The human resource department needs to analyse organizational policy and tailor selection and recruitment procedures according the policy. A draft of the selection, advertisement and recruitment procedures have to be checked by the Company CEO and approve them. A Company lawyer can help with legal advice relevant to selection, advertisement and recruitment process. (Maundy, 2001, p. 94) Securing the services of a new employee Once a new employee has been notified to have been recruited in RSEA Company, proper measures have to be taken to ensure that his or her services are secured. The new employee has to be given a job contract where he is supposed to read, ask for clarification where he does not understand and sign it. (Lewis, 2009) The job contract needs to show clearly aspects of amount of salary offered to the employee, terms and conditions of employment. These include whether the employee is employed on contract or on permanent basis and whether he is pensionable. The document needs to include aspects of leaving the Company and what duration of notice should be given when the employee desires to leave the Company. New employees have to be given a manual showing Company policies and regulations so that they read and understand to avoid breaching them with the excuse of lack of knowledge. Induction process It is usually very important for new employees to undergo training once they sign the job contract. The induction process in RSEA tries to achieve various issues. First of all is to make employees get to know more about the Company. This includes the initiators, managers and if possible some employees. Through the induction process, employees get to know the mission and vision of the Company. This helps to ensure that all their daily tasks are aligned to the Company’s mission and vision. New employees get to know the specific tasks of their work. That is-how their work is actually performed. In the induction, employees get to know their employers’ expectations and they also get some on job training during the process. (Maundy, 2001, p. 84) The induction process also allows both employer and employees to know each other. It is a good forum for new employees to ask any questions that pertain to their new organisation. New employees get to know of rules and procedures that they have to adhere to and measures that can be taken against them in case they breach them. The person who carries out induction process in RSEA has the right qualities since he is a good listener and has excellent communication skills. The induction process is followed and employees’ feedback recorded accordingly. (Lewis, 2009) Management of probationary employees It is quite essential to note that some job applicants are usually recruited on probationary basis. The probation basis allows the management to analyse the employees work. Each employee has both qualitative and quantitative targets. Management of probationary employees is carried out by giving them all the materials and relevant support that they require in their day to day tasks. Probationary employees usually have monthly appraisals with their immediate supervisor. This enables them to know whether they are on track or not. Employees on probation are encouraged to have face to face communication with their immediate supervisors and managers. Through these communication strategies, they easily give their feedback during appraisals until their employment is confirmed or terminated. Manage People Performance- BSBMGT502 Allocation of work in RSEA Allocation of work in RSEA is done by taking into perspective the views of employees. In this case, management by objectives is carried out. Employees are first of all given a chance to speak out their views about allocation of tasks. Their views and reasons are well written down and later on analysed by a team of managers in the Company. Some of the views are considered in allocation of tasks depending on the logical reasons given. This helps employees to feel appreciated in the Company. This clearly indicates that staff have input in allocation of tasks and the way they need to be undertaken though the final decision lies in the hands of a team of managers in the Company. (Lewis, 2009) Awareness on link between tasks and success of operational plan Staffs in RSEA Company are usually enlightened through departmental meetings on the link between their daily tasks and the operational plan. The operational plan is usually well illustrated in every department in a place where each and every employee can see. When the tasks are being allocated, the departmental manager usually takes time to explain to the employees how their individual tasks affect the successful implementation of the operational plan. This helps employees to have the operational plan at the back of their minds even as they go about their day to day duties. (Maundy, 2001, p. 77) Awareness on level of work performance Managers in every organisation have to ensure that employees are made aware of the level of work performance that is expected of them. This helps to avoid conflicts during appraisal process. Analysis of RSEA Company shows that new employees are made aware of the level of work that is expected of them during the induction process. In this training session, employers elaborate to employees on specific requirements about their performance. This includes both qualitative and quantitative expectations. Other employees in the organisation are made aware of work performance requirements after every appraisal. This is carried out by their immediate or departmental manager. The manager clearly explains to the employee on current expectations on his or her performance. This method has weakness and strengths. It is quite advantageous in the sense that employees can ask managers to clarify issues about qualitative and quantitative performance expectations. The other strength in using this method is the fact that managers can take time to encourage individual employees and help them put down proper strategies that can help them to meet the targets. (Lewis, 2009) This method also has limitations. They include; the lack of consistency in employees targets throughout the organisation. This can make some employees to feel that other employees in different departments are favoured. There are chances that some managers who simply dislike some employees can add more features in their performance expectations. The performance expectations given to well performing employees can be unrealistic and exaggerated Process of developing KPIs The process of developing KPI is quite essential. As a manager in RSEA, the following process can be used to developing KPI. i. Analysis of Company goals ii. Where does the Company want to be within say 5-10years iii. What is the Company today-in terms of productivity, cost effectiveness, profitability, quality and customer base etc iv. What needs to be done to bridge the gap? This is in relation to where the Company is and where it is going v. Determine resources, capabilities, skills and capacities needed to achieve (where the company wants to go) Set of possible KPIs The following are examples of Key Performance Indicators that can be implemented in RSEA Company. Number of units produced Number of units sold Production of quality units Percentage of debtors Recovery of bad debts Process to ensure feedback is given Performance feedback always needs to be given on implementation of KPIs. To ensure that performance feedback is given, proper communication strategies need to be put in place. Feedback on achievement of key performance indicators can be carried out through monthly and yearly reports. This can be formally recorded for future reference Supporting employee who does not meet standards There are times when some employees do not meet the standards set by the organisation. They can be supported by being given relevant materials. These employees can also be supported by being motivated by their seniors on their positive accomplishments. Re-training can be carried out by filling the training gaps. (Lewis, 2009) This can be carried out in house or carried out externally. The current system in RSEA is quite strict on employees that do not meet standards. This is because those who do not meet standards are laid off or their services declared redundant. This is quite disadvantageous as it does not give the employees a second chance. (Maundy, 2001, p. 124) Giving employees who do not meet targets another chance has worked in many Companies and they end up emerging to be very productive. On the other hand, it can be quite advantageous to the Company since it will not waste resources on non performers. When some employees realise that they cannot be laid off they end up ‘sleeping on job’. Coaching and how it can be can be used to improve performance Coaching refers to giving support that is positive in nature to junior employees in an organisation. It also includes offering advice to a group or an individual employee. Through this coaching, employees are able to improve their overall efficiency and effectiveness in their work. Coaching may be carried out by outsourced professionals or internal managers within the organisation. Coaching can be used in RSEA Company to improve performance, this is by managers giving employees necessary support and positive feedback in relation to their work. This will enable the employees in the Company to enhance. Through coaching RSEA Company can enhance teamwork, leadership and accountability. This will therefore play a great role in increasing the Company’s customer base and sales. RSEA Company can also outsource professional coaches who will carry out coaching of management team and employees. This will definitely have positive impact on the way the Company carries out its strategic plans and implements them. (Lewis, 2009) Process can be used to reset performance targets As earlier on illustrated, there are usually some times when employees fail to meet the performance targets set for them. These can be reset by following the following process. First of all go through the targets with the employee. These are both the qualitative and quantitative targets. Let the employee give his views on the reasons as to why he could not meet the targets. These could factors such as change in business environment factors etc. Let the employee propose his own performance targets. Go through them step by step while making necessary changes on where the manager feels that they are achievable. (Maundy, 2001, p. 84) Then draft the final copy of reset targets. These targets can be monitored through having the employees write down weekly and monthly reports on how far he has achieved them. The manager should be able to have a monthly discussion or appraisal with the employee to monitor his performance in relation to new targets. (Lewis, 2009) Legal requirements of termination According to the Australian laws, termination of an employee’s contract with an organisation should never be harsh, unjust or even unfair. Employment is formally terminated when an employee is dismissed, made redundant or when the employee resigns. For an employee to be dismissed from work, the management has to have a valid reason. This can be related to the employee’s conduct, performance or even changes that have been carried out in the operational prerequisites. Employers also need to give notice period before terminating an employment contract. Employees with service of more than five years need to be given a notice period of one month, 3-5 years given 3weeks, >1year given 2weeks and less than a year one week Casual employees don’t need to be given a notice for employment contract to be terminated. (Maundy, 2001, p. 124) Read More