Recruitment Procedures Interviews Commerce Essay

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Brunt Hotels, owns more than 30 hotels throughout the United Kingdom. They recently acquired a small hotel chain headquartered in France. Brunt's chief executive decided that half of the new hotels in France would be retained and rebranded as part of the Brunt Hotels Group. The other half will be sold. This will support Brunt's strategic objective of growing the organization slowly to make sure that new ventures are well supported and opened on time and on budget.

The organization has decided to use an ethnocentric approach and send some of their existing UK-based managers to France to lead the changeover of the new hotels and then manage them after they re-open. If this new overseas venture is successful, Brunt may decide to acquire other small hotel groups in other European countries.

The organization has never owned hotels outside the UK before, and has hired a team of independent management consultants to advise them on how to proceed. The hotel management asked you if they should look only internal candidates who are parent country nationals or recruit host country nationals.

A combination of PCN's and HRN's candidates should be appropriate as the mixture of different cultures could be about to bring the exchange of pioneering ideas and combination of them so that the company can improve its quality and standards.

Explain the legal and ethical obligation in recruitment procedures.

Ethical behavior refers to treating others fairly as well as being honest, maintaining confidence and trust, following the rules, treating others fairly and demonstrating loyalty to company and associates. An ethical dilemma can arise in a situation when each alternative choice or behavior has some undesirable elements due to potentially negative ethical or personal consequences.

The major role of effective recruitment is aiming in selecting potential employees in the most ethical and proficient way. It is very important when interviewing individuals to treat them all equally and to not just be considered as future employees but also as people that have human rights too.

Generally recruitment refers to the process of screening as well as selecting qualified individuals for a job position at a business establishment. Nevertheless recruitment could be a very demanding procedure since it is a challenge to find the right people that are qualified for specific job positions. That is the reason why employees make interviews with people so they can find out who is the most suitable for the job position. However, when it comes to recruitment procedures people need to be careful of everything they say as well as their decisions. Firstly recruitment procedure needs to be ethical in every aspect. When there is only an information that the company needs more staff, human resource has to make sure it is not unethical, for example if a cafeteria says "hiring only girls up to 25 years old" it is considered unethical. It is also considered unethical if the company hires only certain people, ethical recruitment is when all people have the same chance to be hired no matter on their race, color, age, sex etc. When it comes to interviews and selecting people for the job, interviewers need to be very careful. An interviewer needs to make sure not to ask an potential worker about race, color, sex, national origin, religion, sexual orientation, age, political affiliation, veteran's status, marital and family status. If the company neglects to hire people according to their skin color, race, sex, religion etc it is considered as employment discrimination, as this company could be sued for such. Employment discrimination is when someone is denied or a job assignment for reasons that are not job relevant. There is also a law that states that all people should have the same right of getting hired. The Human Rights and Equal Opportunity Commission Act 1986, the Racial Discrimination Act 1975, the Disability Discrimination Act 1992, the Employment Relations Act 2000 (NZ) and the Human Rights Act 1993 guarantee equal employment opportunity. However it is very hard to prove that the company was using unethical recruitment procedures, unless the interviewer personally states that the other person did not get a job because of race, color, sex it is very hard to prove the company is unethical. For example if a woman and man go to the interview, woman could have more experience and better reference and man gets a job only because he is a man, it is unethical recruitment but it would be very hard for a woman to prove that she did not get a job because of her sex.

As there are ethical obligations there are also legal obligations in recruitment procedures. Every individual is protected by law when it comes to fairness and discriminatory issues. "Equal employment opportunity" is usually written at the bottom of job announcements, but also practiced in company so it satisfies legal obligation when it comes to recruitment. Recruitment should be planned and there should be open competition and open consideration of every applicant, applicant should be judged on their abilities not on what race they are, gender, religion etc. Standards for a Merit System of Personnel Administration (1979) shows this type of recruitment. Thus Civil Rights Act of 1964 do not specify on recruitment but does mention that hiring based on race, color, gender, religion and national origin will be acted upon with the right penalties. However company need to put special emphasis on recruiting effort to attract minorities, women and other groups that are not taking a big part in the agency work force. There should be more than one sentence that states that there is equality in employment opportunities. Special efforts should be made to ensure that underrepresented minorities apply for initial appointment. Minorities are usually not applicants because standard practice recruitment fail to reach those population. For example if the company states that they need only Asian people for the job, people would be able to sue the company as the company do not correspond to Equal Employment opportunity.

Appraise the value of the selection interview and the interviewee techniques.

Selection is the process of choosing from a pool of applicants the person or persons who offer the greatest performance potential.

The objective of the interview is to obtain and assess information about a candidate which will later on be criticized and the decision will be made. Before the interview both parties should be prepared. There are two distinctive interviewing techniques which are types of questions and psychological tests.

Questions and answers are usually crucial in deciding weather the candidate will get a job or not. There are different type of question an interviewer could ask and interviewee and both party could be prepared for this.

Closed questions: are questions that usually an interviewer gives to interviewee and those are specific questions that require only yes/no response. The interviewee could instead of saying yes and no use words such as certainly and of course not if suitable. This answers gives straight answer to the interviewer and right response, there is no further discussion needed, however from these type of questions interviewer could not learn much about candidates characteristics.

Open questions: are questions that an interviewer gives to interviewee to hear the candidate talk about it and give an opinion. This way interviewer could learn a bit about a candidate personality, or habits, or characteristics. For these types of questions interviewee could practice and could get prepared. These type of questions require from a candidate to discuss their answers which right away tells a lot about a person as communication skills, experiences, characteristics, personality etc.

Probing questions: are questions that interviewer gives to the candidate to discuss his/her previous work experiences, knowledge, skills and competencies. Interviewee could be prepared for this type of questions as it is certain and interviewer will ask a candidate about their previous work experiences to know more about person's work experience and skills. These questions require a candidate to share previous work experiences with the interviewer, from this type of questions interviewer could find out a lot about the candidate.

Play back questions is testing the interviewers understanding of what a candidate has said by playing back. Usually when candidate answers the question, interviewer repeats the response and again making the same question. This type of question usually finishes with "right?", "am I right", "wasn't it " etc. These questions are only to confirm that an interviewer has an understanding of candidates answer.

Hypothetical questions are questions that involve candidate to imagine that is in certain situation and how they would respond to it. These questions could also tell a lot about personality of the candidate, as well as how they would be able to handle a job. Given situations could be situations that have already happened in the company and if the candidate gives a very good response, most likely that the candidate will be chosen to work for the company.

Psychological tests are tests that are designed to give relatively objective measure of certain human characteristics by human behavior. There are different types of psychological tests such as:

Intelligence tests that measure thinking ability of the candidate, as how the candidate thinks and how the candidate would react in certain situations.

Aptitude tests which are made to predict the potential an individual has to perform the job. It covers areas such as clerical aptitude, numerical, mechanical aptitude.

Attainment tests which measure the depth of knowledge or grasp of skills which has learned in the past. Usually these tests involve person's ability and mental arithmetic.

Personality tests which usually give a clear idea about an individual's personality.

All these tests are practically precise and reveal a lot about an individual.

Explain the advantages and disadvantages of interview.

Regarding interviews there are advantages and disadvantages.

A major advantage is that an interview enables a face-to-face encounter to take place so that the interviewer can make an assessment of how the candidate might fit in the organization and what they would be like to work with. Furthermore an interview allows the interviewer to describe the job and the organization in more a detailed way. In addition interviews provide opportunities for interviewers to ask probing questions about the candidate's experience as well as opportunities for candidates to ask questions about the job and clarify issues. Moreover interviews enable a number of interviewers to assess candidates, where appropriate.

A major disadvantage of an interview is that it relies on the skills of the interviewer, even though most people are in fact inadequate at interviewing. Also an interview does not necessarily assess directly competence in carrying out the various tasks which the job involves, and can lead to subjective judgments by interviewers too.

Assess the different interview types.

Although all job interviews have the same objective in the different interview types, employers accomplish that very objective in a variety of ways. Some of them are mentioned below:

The Screening Interview

This is an interview that companies use in order to ensure that candidates meet minimum qualification requirements. Computer programs are among the tools used to cast off unqualified candidates.

The Informational Interview

On the opposite end of the stress spectrum from screening interviews is the informational interview. Job seekers apparently secure informational meetings in order to seek the advice of someone in their current or desired field as well as to gain further references to people who can lend insight. During an informational interview, the candidate and the employer exchange information and get to know one another better without reference to a specific job opening.

The Directive Style

In this style of interview, the interviewer has a clear agenda that he or she follows nobly. Sometimes companies use this rigid format to ensure equivalence between interviews; when interviewers ask each candidate the same series of questions, they can more readily compare the results. Directive interviewers rely upon their own questions and methods in order to find out what they wish to know about the candidate.

The Meandering Style

This interview type, usually used by inexperienced interviewers, relies on the candidate to lead the discussion. It might begin with a statement like "tell me about yourself," which the candidate can use to his or her advantage.

The Stress Interview

In this method the interviewer might openly challenge the candidate's believes or judgment. Insults and miscommunication are common. All this is designed to see whether the candidate has the mettle to withstand the company culture, the clients or other potential stress.

The Behavioral Interview

Many companies increasingly rely on behavior interviews since they use the candidate's previous behavior to indicate his or her future performance. In these interviews, employers use standardized methods to extract information relevant to his or her competency in a particular area or position. Depending upon the responsibilities of the job and the working environment, the candidate might be asked to describe a time that required problem-solving skills, adaptability, leadership, conflict resolution, multi-tasking, initiative or stress management.

The Audition

For some positions, such as computer programmers or trainers, companies want to see the candidates in action before they make their decision. For this reason, they might take him or her through a simulation or brief exercise in order to evaluate his or her skills. An audition can be enormously useful to the candidate as well, since it allows him or her to demonstrate his or her abilities in interactive ways that are likely familiar to him or her. The simulations and exercises should also give the candidate a simplified sense of what the job would be like.

The Group Interview

Interviewing simultaneously with other candidates can be disconcerting, but it provides the company with a sense of the candidates' leadership potential and style. The group interview helps the company get a glimpse of how a candidate can interact with peers- if he or she is timid or bossy, or whether he or she is attentive or not or if he or she seeks attention, do others turn to him or her instinctively, or does he or she compete for authority? The interviewer also wants to view what the candidate's tools of persuasion are: does the candidate use argumentation and careful reasoning to gain support or do he or she divide and conquer? The interviewer might call on the candidate to discuss an issue with the other candidates, solve a problem collectively, or discuss his or her peculiar qualifications in front of the other candidates. 

The Tag-Team Interview

Companies often want to gain the insights of various people when interviewing candidates. This method of interviewing is often attractive for companies that rely heavily on team cooperation. Not only does the company want to know whether the candidates' skills balance that of the company, but also whether he or she can get along with the other workers.

The Mealtime Interview

For many, interviewing over a meal sounds like a professional and digestive catastrophe in the making. Meals often have a cementing social effect-breaking bread together tends to facilitate deals, marriages, friendships, and religious communion. Mealtime interviews rely on this logic, and expand it.

The Follow-up Interview

Companies bring candidates back for second and sometimes third or fourth interviews for a number of reasons. Sometimes they just want to confirm that candidates are amazing workers as they first thought they might be. Sometimes they are having difficulty deciding between a short-list of candidates. Other times, the interviewer's supervisor or other decision makers in the company want to gain a sense of the candidate before signing a hiring decision.