Process Of Recruitment Is Based On Locality Commerce Essay

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Recruitment Planning: - Planning is the first step of the process. Appointing, planning includes analyzing the complete specification of the required job with the sketching of responsibilities whether minor or important with respect to the skills, qualification and experience needed for the particular job, level of pay and grade.

Strategy Development: - After analyzing that how many candidates required with what qualification, next step would be to implement a strategy for the recruitment process; Strategy will be based on the issues which included internal or external hiring depending on the situation. What recruitment method is to be used and what area geographically is to be thought out.

Evaluation and control: - Evaluation and control has a very important role to play in the recruitment process, Expenses that is normally required for the process of recruitment includes:

• Recruiters salaries.

• Expenses for spending the time for making the job analysis, advertisement, etc.

• Administrative expenses

• Expenses of hiring from outsourcing and overtime during available job remained unfilled.

• Expenses for recruiting inappropriate candidates.

"Having the true candidate, in the true position, at the true time, is vital.  Errors may occur costly and harmful to the status and behavior of recruiters and the company or organization"

The process of recruitment and selection has some serious issues; it is a process that needs to be very sensible for the modification in the organization internally and to the job market externally.

The mentioned below criteria must meet during the process:

It must me easy to recognize for the audience who are mainly targeted, It should not be for the HRM employees, and developed only for the managers of the organization.

The standards mentioned in the process needs to be followed by the HRM and they can never allow to make the standards, When the HRM not follows the defined rules and they cannot expect the managers to describe any particular process.

HRM should able to understand the standards defined to keep the process consistently going, For example the mentioned below graph clearly defines a common mistake in the process. HRM initialize to fill the desired vacancy without having a clear view regarding the job contents and profile. This mistake will then takes a long time to be corrected and make confusions among all the departments.

1.1 The legal instruments impacting on staff recruitment and selection.

The staff of HRM or anyone involves in the process of recruitment and selection needs to be trained in the employment law which is applicable. Number of state and federal standards law is implemented to ensure the opportunities for equal employment. Thus, the individual needs to determine that the procedures and processes used in human resources must be as per the laws and regulations. Mentioned below is the key federal legislation that affects employers:

Years of legislation:

1970 Equal Pay Act, as amended (EPA)

1974 Rehabilitation of Offenders Act

1974 Health and Safety at Work Act

1975 Sex Discrimination Act and Sex Discrimination (NI) Order 1976 as amended

1976 Article 119 of the Treaty of Rome, The Equal Treatment Directive (76/207)

1976 Race Relations Act

1992 Workplace, Health, Safety and Welfare Regulations

1993 Trade Union Reform and Employment Rights Act

1994 Criminal Justice and Public Order Act

1995 Disability Discrimination Act (DDA)

1996 Asylum and Immigration Act

1996 Employment Rights Act

1997 Race Relations (NI) Order

1997 Protection from Harassment Act

1998 Fair Employment and Treatment (NI) Order

1998 Human Rights Act

1998 Northern Ireland Act

1998 Data Protection Act

1999 Employment Relations Act

2000 Race Relations (Amendment) Act

2003 Employment Equality (Sexual Orientation) Regulations

2003 Employment Equality (Religion and Belief) Regulations

2005 Disability Discrimination Act

2006 Employment Equality (Age) Regulations

2006 Equality Act

(http://www.preciousheart.net/chaplaincy/Auditor_Manual/4recruit.pdf)

1.2 Organizational procedures and processes that affect staff recruitment and selection

Assess Condition determines the actual process used:

Interviewing, observing of operations, identify and collect required documentation to get the actual process of recruitment and process of selection of an entity. Process may be official and unofficial, formal or informal. Possible procedure which can be take place but not limited may be as follows.

Through recruitment and selection determine that whether entity identifies and plans to meet the need of staffing or not.

How selection plans and recruitment relates to other plans of the organizational activities.

Centralized or decentralized recruitment and selection planning and process.

How new requests for vacancy are made.

Standard manuals, forms and policies for the selection and recruitment process.

How actual selection and recruitment process is implemented for each post.

What type of selection and recruitment is contained in entity personnel files?

Determine what and how extent human resource management and staff are trained and experienced.

Relevance and comprehend interview for selection and recruitment.

(http://www.preciousheart.net/chaplaincy/Auditor_Manual/4recruit.pdf)

1.3 Fairness, objectivity and equality of opportunity as elements of recruitment and selection

The policies that requires for the recruitment and selection equality of opportunity is a vital element, and all the decisions that has to be made in the process needs to have the proper training in equality and diversity area.

Advertisements for the external or internal candidates should not be unjustifiably discriminate under the recognized policies.

APPRAISALS

When analyzing on performance, the manager's assessment needs to be in consideration completely on facts and figures rather than their assumptions in the employees.

Mentioned below are some basic equality grounds:

Age: - With having an eye on the nature of business it is positive for any organization to have employees of different ages, this will also encourage the older and younger people towards their work, Organization needs to ensure that there must not be any unjustified age discrimination for the related work.

Disability: - Discrimination needs to be pointed out against the disable people including those whole has some learning differences or mental health issues not due to their relative skills but because of the barriers which ultimately results in lack of access to human rights, The managers should be able to identify and remove those barriers.

Gender and Transgender: - As far as men are concerned, discrimination against them can be identified and rectified but our main focus is on encouraging equal rights and wiping out the discrimination against women and girls who are worldwide facing economical and social drawbacks.

Race/Ethnicity: - This type of discriminations is based in the ground of, nationality, religion, color and culture and others belonging to ethnic.

Religion and Belief and Culture: - Every organization must respect the religions, it must meet the needs of every Endeavour.

Work-Life Balance: - The organization must support their employees and must be flexible if operationally possible so that their work and personal can be balanced.

EQUALITY AND PAY

The pay system of any organization needs to be transparent and completely based ion the work done. It should not be based on gender or on any biasness.

BULLYING AND HARASSMENT

Organizations must eliminate any bullying and harassment discrimination as these things will make the environment uncomfortable for the employees, Managers needs to strictly indentifying these discriminations as per the equal opportunity policy.

COMPLAINTS

Every employee of an organization must have complete rights to complaint if he feels that the treatment that he receives is not as per the equal opportunity policy.

SPEAKING UP

This policy is based on providing a platform to the employees so that if they have any serious issues or have any suggestions about the nature of work they are dealing in, breaches of law, wants to complaint about any other person for misconduct and for any area which is for good sake, They can raise their voice and the organization needs to ensure that there will no risk for the person who is raising the voice.

RESPONSIBILITIES

As per the policies mentioned in the course of employment of the employees, the organization needs to strictly add here the legislation and standards against any unjustified discrimination.

MONITORING AND EVALUATION

Evaluation and Monitoring helps the organization to analyze the effectiveness of their policies and strategies and help them to identify what changes they required.

COMMUNICATION

Every employee of an organization including the new ones should the copy of the Equal opportunity policy and organization needs to ensure that they have sent/given this policy to every employee in order to have a smooth working environment.

Q2: Identify personnel requirements and present a reasoned case for changes in staffing resources.

2.1 Analyze staffing resources to meet current and future objectives

HR planning is a necessary part of an organization to attain its mission, with the right employee, with right skills in right position to achieve organization goal. At strategic level of an organization Strategic Human Resource Management is located for overall strategic planning process. As far as organizational goal is concern determine the content of Human Resource Management (HRM) policies, strategies and measures to attain what is important to the organization. The Human Resource plan for general strategic plan or a separate human resource generally takes one or two form. In any cases of separate and general strategic plans the plans would provide the basis for implementing the action to achieve the organizational goals.

Formal strategic planning process is place in large multifaceted organization which has large and complex issues. Effective HR planning serves many purposes. It assists with reduction in cost by timely arranging the shortage and surplus of the labour, which ensure optimum and efficient use of time of labour.

As in change in external and internal environments of an organization some factors generate which cause a challenge to HR planning. These factors include increased competition between staff, volunteers, participants, and clients; workforce diversity and the need for a workforce skilled in other specialized areas and in new technologies. Such challenges increase the importance of effective HR planning in the strategic planning process of an organization.

2.2 Develop a job description and a person specification

http://www.docstoc.com/docs/23912001/the-job-description-and-the-person-specification

2.3 Develop a case for additional staffing resources

For additional staffing resources there is a need to develop a staffing plan which will help to better understand what projects or tasks to be achieved. Copies of work plans or job description for existing staff are as follow.

Asses current staffing needs for an event, program or general operations.

List the key components of each category.

List the name of the person who is currently managing each component.

Determine the gap or the areas that are not adequately staffed and consider that is there is an employee that can fill the need or if there is a need of additional staffing resources.

Finally create a report of additional staffing and share with current human resource or staff on order to develop a strategy for meeting staffing needs.

(http://www.ehow.com/how_5130791_develop-staffing-plan.html)

Q3: Organize and conduct a selection process, justify a decision and keep necessary records

3.1 The stages of a selection process

Job Analysis:

This is First stage of selection and recruitment process to find out that is there is a job that actually exists or not?

Job Description:

Job description is the first part of the second stage of selection and recruitment process in which a document is written up by Human resource of an organization that contains the job title, responsibilities of the job and the duties roles of the job.

Person Specification:

Person specification is the second part of the second stage of selection and recruitment process which contain information about the skills and characteristics of the ideal candidate for the job.

Attracting and managing applications:

Attracting and managing applications is the third stage of selection and recruitment process in which human resource of an organization made decision on consideration of the costs and benefits involved for the hiring people who previously worked in the same business and the impact of either the morale of the existing staff.

Selecting Candidates (shortlist):

Selecting candidates is the fourth stage of selection and recruitment process in which short listed candidates call for an interview and then select the suitable candidate for the job.

Making the appointment:

Making the appointment is the fifth stage of selection and recruitment process in which appointment of the candidate is made by the human resource management of an organization in which a series of questions are asked

Joining the organization/ Induction:

The last stage of the selection and recruitment process is joining of the candidate to the organization. Normally the candidate who has got the is offered the job before telling the unsuccessful candidates that the did not get the job because if the successful candidate rejects the offer of the job then there is to be need to reconsider unsuccessful candidates.

(http://hmbo8.blogspot.com/2008/02/stages-of-recruitment-selection.html)

3.2 Methods to support a selection decision

The main motive of methods of selection and recruitment decision is to reach the potential job seeker. It is important to mention that the resources recruitment is different from the recruitment methods. Dunn and Stephen have broadly classified methods of recruitment into three categories. These are:

Direct Method: In direct method, the representatives of the organization are sent in the market of education and training institutes for the potential candidates for seeking jobs.

Indirect Method:

Indirect method include advertisements on radio and television; newspaper, magazines etc. Indirect method is useful for the organization when it does not find suitable candidates to be promoted to fill up the post in vast territory. When the experienced candidates are required for the recruitment wider advertisement should be used.

Third Party Method: third party methods include the use of private employment management, agencies, associations, voluntary organizations, and labor contractors etc to establish contact with the job seekers.

One particular method is recruited according to the policies of the organization about the position of the labor supply, government regulations and the agreements with the labor organizations.

(http://www.slideshare.net/harshalsk/recruitment-and-selection)

3.3 The stages of a selection process, where records are kept, and the nature of those records.

Record keeping

Every stage of selection and recruitment process should have suitable paper trail which is accurate and relevant and should be capable of audit. It is important that every record of all decision making is retained for feedback purpose and for change in decisions. These records are helpful to monitor candidate profile.

Questions to consider when developing approach:

What level of details and paperwork could be asked by the recruiters?

How long will keep selection and recruitment records?

What equal opportunities monitoring would be undertake and what would do with the results?

Policy implementation

Implementing ways of the policies of an organization is depend on the culture and communications norms of the organizations. Adequate training, clear communication and regular legal updates for selections and recruitment is a key to ensure both legal compliance and developing both consistency in recruiting and skill talent for an organization.

(http://www.allindiary.org/pool/resources/pia-recruitment-selection-policy-guide-and-template.pdf)

3.4 Evaluate the selection process

It is important to evaluate the selection process. Selection and recruitment process can be evaluated by comparing the key dimensions of a job with evaluated attributes of a suitable candidate. Evaluation categories are as follows:

Communication: This category of evaluation contains listening, oral, presentations, written and technical translation of the candidate.

Personal: This category of evaluation contains job motivation, work standards, imitativeness, stress tolerance, admin orientation, management identification, supervisor identification, professional and technical interest, energy, attention to detail, vigilance, integrity ability to learn and range of interest of the employee

Impact: This category of evaluation contains Report building, behavioral flexibility, staff leadership, negotiation, adaptability, independence, resilience of the employee

Decision Making: This category of evaluation contains judgment, analysis, decisiveness, oral fact finding, financial analysis, extra organization awareness, safety awareness creativity, risk taking, organization sensitivity and controlled decision making of the employee.

Knowledge and skills: This category of evaluation contains technical proficiency, technical knowledge, machine operation and process operation of the employee.

Career Development: This category of evaluation contains ambition, self-Development Orientation and technical self-Development of the employee.

Management: This category of evaluation contains planning and organizing, delegation, control, subordinate development, staff coordination, self-Organization and monitoring of the employee.

Interpersonal: This category of evaluation contains sensitivity, leadership, tenacity and persuasiveness of the employee.

(http://www.accel-team.com/job_interviews/index.html)

Q4: Communicate the selection decisions and plan induction for the appointed candidate.

4.1 The communications required during a selection process

The selection process requires the following:

Qualities

Skills

Abilities

Knowledge

Qualification

The above mentioned criterion helps to find out the right candidate.

Selection criteria are sometimes divided into:

IMPORTANT criteria

LESS IMPORTANT criteria

Important criteria are weighted in the same way (unless explicitly stated otherwise).

Less important criteria require lesser weighting than important criteria and rated equally. But the chances of short listing will be much higher if a candidate meets all the criteria as compare to other candidate.

Selection criteria can also be divided into:

Essential criteria ('must have' criteria)

Desirable criteria ('nice to have' criteria).

In order to select the correct candidate the committee will rate the candidate as per the criteria.

Step one - Understanding the selection criteria

For any organization it is necessary for the HRM department that they are well known of the selection criteria so that they make the selection process through that criteria and can find the right candidate for the unfilled job.

Step two - Opening sentence

For the candidate it is important to have an effective opening sentence that best defines his/her ability and after that gives the details that will support the opening sentence.

Step three - Brainstorm ideas for each criterion

For the process of selection, brainstorm ideas will be very helpful for the candidates in their examples during the interview that they had from their recent work or from last 2 to 3 years.

Step four - Expand on your brainstorming ideas - provide the evidence

After having the brainstorm idea in step three candidate should categorize their ideas and make a final list of what ideas needs to be given in the interview including the outcomes as per the situation.

Step five - Checking work

At the final stage the candidate needs to make sure that he must specific and positive words, as well as phrases that reduce one's credibility should also be avoided, furthermore, candidate should also take care that they are not using passive sentences.

4.2 Induction plan for an appointed candidate

Inductions are planned for the personal development of an individual for becoming effective in his particular work as quickly as possible.

Once the induction is planned and the starting date been agreed the HR department will organize the induction, which includes the policy, terms and conditions of employment and so on. It is not necessary that the induction always needs to be standardized, it is based on the needs and requirement of the organization such as for new employees, change of designation.

Local induction to the job

The line manager is responsible for managing an induction for the employees regarding their work responsibilities in their job. A sheet is available for the line managers which describe their role in the process of induction and HR is also present for additional support if required. The induction contents are depending on the job of the new employees and their related work with knowledge of QAA.

(http://www.qaa.ac.uk/aboutus/policy/RecruitmentPolicyJan2010.pdf)

4.3 Review the impact of the recruitment and selection process and the appointed candidate on the objective of the case for the additional staffing resource

OVERVIEW:

The basic phases of a recruitment and selection process which needs to be review are:

PROCESS:

Requirement of planned staff.

Recruit applicants via job postings and other means.

Applicants screening.

Interview of the candidates.

Test of the candidates.

Verification of applicant's information.

Extending the offer of job.

Review, assess, and report on the process.

PROCEDURES:

Procedures are organized as per the element of judgment, they might be change or expand to fit the exact entity which is being reviewed

Review Criteria:

Mentioned below are the criteria applicable to the recruitment and selection process:

General criteria:

The criteria should be designed in such a manner that it allows the recruiters or selectors to have the maximum relative information to find out the applicant skills, knowledge and abilities are suitable for the particular job without having any legal risk.

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