Essays on Recruitment and Selection for Queens State Training & Development Manager Case Study

Download full paperFile format: .doc, available for editing

The paper 'Recruitment and Selection for Queens State Training & Development Manager " is a good example of a human resources case study.   The topic of this report is Recruitment and Selection. The purpose of this report is to create a recruitment and selection plan for Queens State Training & Development Manager position. This report will be structured as follows: Pre-recruitment (Business strategy, HR Staffing strategy/Talent Philosophy, and Position (Job requirements matrix) Recruitment ( Employment Value Proposition, Recruitment communication/advertisement, and sourcing effectiveness analysis) Selection (assessment plan, panel interview questions, and evaluating and choosing candidates) 2.0 Pre-recruitment 2.1 Business strategy and its implications on staffing Wattle’ s business strategy is a differentiation strategy achieved by developing new initiatives and improving on its past efforts to differentiate itself from its competitors and maximise its positive impact on the community.

This strategy has several implications for staffing. Staffing plays a critical role in creating and enhancing the competitive advantage of the organisation, through attracting, retaining, motivating and developing skilled and talented employees. There is a need for superior levels of operation and cooperation of staffing to create an organization that is flexible and more intelligent than its competitors.

The following are the staffing implications of differentiation (innovation) strategy: Creativity- To be innovative requires creativity. It is crucial to hire individuals with imaginative who can play with a wealth of ideas, observant, can think outside the box and can materialize their concepts. They should have an innovative attitude, ambitious, flexible, social, and emotionally stable and is originality-oriented. High tolerance for ambiguity- When a company undertakes innovation it tries to solve a problem that can become messy. Due to the complexity of the world, there are no ready solutions to most faced challenges.

Yet one can be tempted to be impatient in seeking the right answer.



Allen, DG, Van Scotter, JR & Otondo, RF 2004, Recruitment Communication Media: Impact on Prehire Outcomes. Personnel Pyschology, Vol 57, No. 1, pp 143-171.

Beschet, TP 2000, Developing Staffing Strategies That Work: Implementing Pragmatic Non-traditional Approaches. Public Personnel Management, Vol 29, No. 4, pp 465-477

Calwell DF & Spivey, WA 2006, The Relationship between Recruiting Source and Employee Success: An Analysis by Race. Personnel Psychology, Vol 36, No. 1, pp 67-72

Jeanneret RP & Strong, MH 2006, Linking O*net Job Analysis Information to Job Requirement Predictors: An O*net Application. Personnel Psychology, Vol 56, No. 2, pp 465-492

Munsamy, M 2009, Retention Factors of Management Staff in the Maintenance Phase of their Careers in Local Government. SA Journal of Human Resource Management, Vol 7, No. 1, pp1-9

Rafaeli, A, Hadomi, O & Simons, T 2005, Recruiting through advertising or employee referrals:

Costs, yields, and the effects of geographic focus. European Journal of Work and Organizational Psychology, Vol 14, No. 4, pp 355-366.

Werbel, JD 2001, The Effectiveness of Different Recruitment Sources: A Mediating Variable Analysis. Journal of Applied Social Psychology, Vol 26, No. 15, pp 1337-1350

Wilden R, Gudergan S & Lings, I 2010, Employer Branding: Strategic Implications for Staff Recruitment. Journal of Marketing Management, Vol 26, NO. 1-2, pp 56-73

Download full paperFile format: .doc, available for editing
Contact Us