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This is a Human Resource Management report for the recruitment and training of a new personal assistant role that has opened up at "City Insurance Services". I'm a personal manager of the company who has recently been given a huge responsibility to recruit a new personal assistant, and to train and develop the successful candidate. This has recently come my attention because my line manager wishes to free up some of her time to tend to other important duties, thus handing me the responsibility to recruit a new personal assistant.
In light of this, the report will cover a series of topics such as job rationale/job descriptions, and the recruitment and selection process. Besides, covering the legal requirements that need to be considered throughout the recruitment and selection process.
2.0 Job Rationale
The company (City Insurance Services) is highly regarded and praised for its outstanding insurance services. As you have gathered from the introduction, I am a personal manager that has been given the responsibility to recruit a new personal assistant as the current line manager wants to free up some of her time. Thus, giving me the task to train and develop a successful candidate for the personal assistant role.
Consequently, the requirements of the personal assistant role will contribute in fulfilling the main objective of the company, which entails altering the existing business role, recruitment process, as well as training and development. In addition, due to the level of responsibility that has been handed down to me and the lines manager's limited timetable suggests that I have to recruit a suitable candidate within a limited time span.
3.0 Job Description and Personal Requirements
3.1 Role: Recruitment Assistant
The successful candidate will be working in a highly regard insurance company (City Insurance Services) where you will be undergoing various recruitment roles and will be responsible for given administrative guidance to the recruitment team during the course of the recruitment cycle for a series of vacancies. The successful candidate will also be involved in working with the team to apply key processes and procedures that will allow enhancements for future recruitment practices.
In addition, you will be reporting to the recruitment manager about the various tasks and contributions you have made throughout the recruitment process, as well as having assistant responsibilities such as providing guidance for the recruitment manager and job candidates throughout the recruitment process. These entail, arranging interviews, advising candidates on recruitment queries, publishing employment contracts, interviewing, screening C.Vs, administering testing for job candidates. In addition, the successful recruitment assistant will compile weekly reports together with the daily operations that the recruitment team covers.
3.2 Key Responsibilities and Accountabilities
Managing received email based on recruitment opportunities and queries, as well as responding to and forwarding emails in an efficient manner
Communication: involvement with queries from candidates and employees, the recruitment manager, and recruitment partners in a professional and efficient manner
Arranging/booking interviews and rooms, as well as distributing confirmations
Managing the diaries of recruiters and recruiting managers within the business for interviews
Required administering assessment tests
Assisting the recruitment team with all administration in connection with organising and running candidate assessment days
Recording relocation expenses, interview expenses and invoices on appropriate excel spreadsheets
Managing referencing process. This involves distributing reference requests to past employers, chasing return of references and giving feedback to the recruitment team where necessary and within a service level agreement
Tracking the renewal and the end product of fixed term contracts.
Preserve, maintain and organise annual recruitment archive folders
Uploading job adverts onto external websites
When required, search CV database sites for candidates and contact them regarding roles
Recording weekly recruitment statistics
Updating the recruitment intranet pages
Brush up on changing recruitment legislation and if required consult the HR team of their implications
3.3 Personal Specification
3.3.1 Job Specific Skills and Attributes
184.108.40.206 Essential Requirements
Must have experience in working in a varied administrative role that consists of extensive customer/client contacts
Has worked previously in a fast paced environment
Excellent organisation skills with the ability to multi-task
Must be IT literate and skilful in using Microsoft Word and Excel including reporting skills besides skills in email and the Internet
Confident communicator with people at all levels
A creative problem solver
Customer focused and dedicated to fulfilling the best possible recruitment service provision
Solution focused attitude
Self-motivated and driven to succeed with a proactive work approach
220.127.116.11 Preferred Requirements
Preferably must have experience in the following areas:
Working within a recruitment agency or in-house recruitment role
Working in a magazine publishing arena
Knowledge of the best and most appropriate recruitment practices and HR related legislation that concerns recruitment
Previous knowledge and experience of an online recruitment candidate management systems
See appendix 1 for sample job advertisement.
4.0 Recruitment Process
The recruitment process will be carried out in a well-organised and steady manner that is also compliant with applicable laws. Management has to know what can and cannot be spoken or carried out during the recruitment process. Hiring is always controlled or regulated by the law. There is an abundance of charges regarding race, gender, religious or physical disability, many in which are taken to court. The law requires that the hiring process has to be carried out in an effective, well-organised and consistent manner where all parties are treated fairly and equally. (Alderfer and McCord, 1970)
The recruitment process involves recruiting, processing, eliminating and selecting candidates. It can also consist of the following:
Posting a job advertisement in the relevant places;
Evaluating the information given on each job application;
Screening candidates to come to a decision as to which ones to interview;
Confirming references and information; conducting personal interviews; and
Making the decision as to who will be offered the job.
Moreover, the main objective is to select the most competent person for the position through carefully reviewing all appropriate information. (Alderfer and McCord, 1970)
4.1 Internal/External Retirement
I will make the decision to recruit internally or externally based on the following advantages and disadvantages of the two categories:
4.1.1 Advantages and Disadvantages of Recruiting Internally/Externally
The recruitment process is cheaper and quicker
Places a limitation on the number of potential candidates
Peoples familiarity with the business and its operations
No new external ideas can be introduced
Motivation: providing promotional opportunities for the company
May cause resentment between applicants not being appointed
Business awareness of candidate's strengths and weaknesses
Makes another vacancy that requires to be filled
External people can provide new ideas
The recruitment process is longer
A much bigger pool of workers from which to discover the most suitable candidate
The process is more expensive as a result of having to advertise roles and interviewing candidates
There is a wider range of experience where people are concerned
The selection process may prove ineffective and will not be enough to reveal the most suitable candidate
Table 1: Advantages and Disadvantages of Recruiting Internally/Externally (Riley, 2012)
4.2 Chosen Recruitment Method
Through reviewing the advantages and disadvantages of recruiting internally and externally, I have decided to recruit externally. This decision has been made as result of the following:
Job centres: government agencies aid the unemployed to find jobs, and get training and experience.
Job advertisements: this is regarded the most common form of external recruitment. The place in which the business chooses to advertise depends on the cost and the level of coverage needed. So, how far away people are willing go when considering to apply for a job.
Recruitment agency: gives employers details about the most suitable candidates for a vacancy and in some cases can be referred to as 'Head-hunters'. They tend to work for a fee and usually specialise in a certain area of employment e.g. HR, finance, IT and teaching etc.
Personal recommendation: usually referred to as 'Word of Mouth' and is considered a recommendation from a colleague at work. A full assessment of the applicant is still a requirement, but potentially it saves on advertising costs.
Moreover, despite external recruitment being considerably more expensive than internal recruitment, the following points made above is a good example on how the business can effectively recruit candidates through the use of cheap advertising techniques that can effectively minimise advertising costs. (Riley, 2012)
5.0 Selection Process
According to Arvey, Grodon, Massengill and Mussio (1975) the selection process involves appointing the right candidate for the right job. This is a procedure whereby the employer has to match organisational requirements with the necessary skills and qualifications of people. Effective selection is achieved only when there is an effective match. Through the best selection of the required candidate for the necessary job, the organisation will receive better quality performances out of employees. Therefore, the organisation will end up facing less absenteeism and issues involving staff turnover, as well as saving time and money. Proper screening of candidates happens during the selection process and all potential applicants who apply for the job are thoroughly tested. (Ryan and Polyhart, 2000)
However, the selection must be separated from recruitment, though these are the two stages of the employment process. Recruitment is regarded as the portative process because it motivates more candidates to apply for a job, thus creating a pool of candidates and is solely the sourcing of data. While selection is considered the negative process as all the inappropriate applicant are rejected. Recruitment precedes selection in the staffing process, where selection consists of selecting the most suitable candidate who has the most adequate skill sets and knowledge for the position in question. (Ryan and Polyhart, 2000)
The Employee Selection Process takes place in the following order:
Preliminary Interviews: this is used to rule out those candidates who fail to meet the minimum criteria for the suitable position set out by the organisation. The skills, academic and family background and candidate interests are examined during preliminary interviewing. Preliminary interviews are less formalised and planned as opposed to the final interviews. Applicants are provided with the brief overview about the company and the details of the job in question; and is examined based on the level of knowledge about the company. These types of interviews are also known as 'Screening Interviews'.
Application blanks: successful candidates of the screening interviews are required to complete an application blank, which contains a record of data of the candidates in question such as facts about age, sex, qualification and reasons for leaving their previous job, and level of experience etc.
Written Tests: there are a series of written tests conducted throughout the selection process are called aptitude tests, intelligence tests, cognitive tests and personality tests etc. These tests are required and used to accurately assess the potential applicant and should not be biased.
Employment Interviews: this is a one on one interaction amongst the interviewer and interviewee, who is the potential candidate. Employment interviews are used to discover whether the applicant is the most suitable candidate for the job or not. However, such interviews are time and money consuming. Moreover, the abilities of the candidates in question must not be judged because such interviews in some cases can be somewhat biased and must be carried out properly. There must not be no distractions in the room and there should be honest communication amongst the candidate and interviewer.
Medical examination: Medical tests are carried out to make sure that the potential candidate is physically fit, thus can reduce the chances of absenteeism.
Appointment Letter: A reference check is carried out about the selected applicant and then finally they can be appointed through providing a formal appointment letter. (Suttle, 2009)
6.0 Overview of Legal Requirements
6.1 Equal Employment Opportunity Laws
Individuals who are protected under Equal Employment Opportunity (EEO) laws are safeguarded from illegal discrimination that happens when people who share particular characteristics such as race, sex or age that are discriminated against. Those people who have the chosen characteristics are called the "protected class". The following laws have been discovered that protect people's characteristics:
Race, ethnic origin and colour (e.g. persons who are African American, Hispanic, Native American and Asian)
Gender (women and pregnant women)
Age (persons over 40)
Individuals with disabilities (physical and mental)
Religion (particular beliefs and practices)
The key idea behind EEO laws is to make sure that everyone has an equal chance of getting a job and promotional opportunities at work. (CliffsNotes, 2013)
6.2 Affirmative Action
Despite EEO laws aiming to ensure equal treatment at work, the initial goal of affirmative action requires the employer to put more of an effort in hiring and promoting people who belong to a safeguarded group. Also, affirmative action involves taking a concise action designed to eradicate the present effect of previous discriminations. (CliffsNotes, 2013)
Employees are also safeguarded by the Equal Employment Opportunity Commission (EEOC) that was recognised by the 1964 Civil Right Act. The range of authority of the EEOC has been extended so that nowadays it conveys the chief enforcement authority for the laws listed below:
Civil Rights Act of 1964: forbids discrimination on the basis of race, colour, religion, national origin and sex.
Civil Rights Act of 1991: approves and tightens exclusion of discrimination. Permits individuals to sue for disciplinary damages in cases of intentional discrimination and passes on the problem of proof to the employer.
Equal Pay Act of 1963: rules out pay differences for both sexes, hence both men and women should receive equal pay.
Pregnancy Discrimination Act of 1978: Excludes discrimination or dismissal of women due to pregnancy alone, and safeguards job security throughout maternity leave.
American with Disabilities Act: Forbids discrimination against persons with physical or mental disabilities or those who have chronic illnesses, and involves that "reasonable accommodations" be given to the disabled.
Vocational Rehabilitation Act: Bars discrimination on the grounds of physical or mental disabilities and involves employees to be informed about affirmative action plans.
Moreover, the majority of employees in western countries such as the US and UK must comply with a set of provisions. Compliance is needed from all private employees of 15 plus persons, public and private employment agencies, all educational institutions, state and local governments, labour unions with 15 plus members, and joint committees (labour-management) for apprenticeship and training. (EEOC, 2013)
6.3 Sexual harassment
From a managerial perspective, sexual harassment is a growing concern as it harms employees of box sexes, interferes with people performing effectively in their job, and exposes the organisation's liabilities. Organisations have to respond to complaints that involve sexual harassment swiftly as employers are held liable for sexual harassment if necessary action is not taken, thus resulting in high costs of inaction. The Civil Rights Act of 1991 permits jury trials for victims of sexual harassment and enables them to gather compensatory damages in cases where an employer acted with "malice or reckless indifference" towards the person's rights. (Berryman-Fink, 2001)
By following these steps, employers can help to reduce liability regarding suing individuals for sexual harassment:
Provide a sexual harassment policies where employees can report complaints and ensure that disciplinary action is taken against the harasser
Offer communication and training programmes for managers, emphasising that sexual harassment will not be tolerated in the workplace.
Undergo fair and impartial investigations that objectively gather hard facts. There has to be a certainty that the incident had taken place prior the investigation in order to rule out time wasting. (Befus, 2006)
See appendix 2 for other HRM related laws.
Discovering the best person for the job takes a monumental amount of time and effort. Screening candidates, going through multiple C.Vs and employment applications, listening intently to what candidates voice and what they don't say, and deciding which individual to hire can be somewhat time consuming and challenging. However, consider it as an investment that in the long-term will contribute to the future success of the company.