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The essential function of human resources management design is to ensure the productive and efficient use of human talent to accomplish the mission and goals of a company (Noe, Hollenbeck, Gerhart, & Wright, 2007). Skills and details of recruiting is a process of identifying potential recruits and encouraging them to apply for employment opportunities. The goal is to attract a pool of qualified candidates, which can potentially be additions to the organization (Noe, Hollenbeck, Gerhart, & Wright, 2007). Because of this, Riordan Manufacturing's human resources (HR) department strives for excellence in its recruitment and staffing strategies to meet the needs of the organization. Riordan currently pursues external candidates from multiple sources as the primary function for recruiting employees to hourly entry-level, professional positions, and engineering staff. This staffing from outside the organization begins with methods like Internet sources or job boards, and in local newspaper advertisements for maximum exposure to quality candidates.
In addition, HR management regularly attends engineering conferences, encourages employee referrals, and enlists temporary agencies for recruitment of top-level talent. When possible the organization will fill vacancies through internal promotions and transfers to capitalize on its investment in recruiting, selecting, and developing its current employee pool. Riordan's internal recruitment takes place within a formal process for job posting, which begins with the employee bulletin board and in the e-mail system, which typically remains in an open status for 10 days (Riordan Manufacturing Employee Handbook, 2004). At present, each job posting notice will include dates of the posting period, department, geographic location, job title, rank level, job summary, critical duties, and qualifications (Riordan Manufacturing Employee Handbook, 2004). Current employees may pursue posted jobs for which he or she currently has the required skills, abilities, and competencies to qualify.
Additionally, this internal posting must include all required competencies, skills, and abilities for application by all employees. However, eligibility for application for a posted job is open only to employees proficient in performance within a single position for at least 180 days. Furthermore, employees on probation, suspension, or on written warning on file are not eligible to apply for posted jobs (Riordan Manufacturing Employee Handbook, 2004). Because of this policy, internal candidates have filled only two managerial positions within the last two years. Riordan does not have a relocation stipulation available when changing locations; however, inclusion could be in hiring stipulations for external candidates. It is possible that the smaller size of the Albany and Pontiac locations is a deterring factor for external candidates because the San Jose location has been experiencing difficulty with recruiting thus far. At present, an official succession plan has not been put into practice; however, consideration for a priority for the future. Regardless of external candidate turnout, the turnover rate is marginally low at 10.8% within its 299 employees in the United States (Riordan Manufacturing Employee Turnover Report, 2004).
Riordan employs several actions including within its selection process, the application, résumé review, and face-to-face interviews with the HR recruiter and hiring managers are consistent within the process (Riordan Manufacturing Employee Handbook, 2004). Additionally, when a candidate is applying for a team role in production, a team interview incurs to allow the option of peer review. This is a cost effect means of attaining buy-in for current teams in place to accept new members into the work group. The selection process does not include prescreening reference checks, nor does it use any form of testing, other than standard drug testing methods for all potential employees.
Discuss how the strategy is legally compliant. (Angelas)
A HR audit by Team "A" reports the findings of legal compliance for Riordan Manufacturing recruitment and staffing strategies. The HR audit includes organizational information and policies, employee handbook, job descriptions, personnel records, state requirements, federal requirements, applications, hiring, and training.
Organizational information and Policy
In reviewing Riordan Manufacturing data, the evaluation team could not locate a federal identification number. Riordan Manufacturing has a total of 299 employees within the United States. The team could not determine how many employees were full-time, part-time, or held temporary positions. Therefore, audit will reflect the 299 employees are full-time.
Riordan Manufacturing maintains Litteral and Finkel on an annual retainer to provide legal services in areas of employment law, workers compensation, and labor law (Legal, 2005).
Riordan Manufacturing possesses a 2004 personnel policy manual, an employee handbook. The review of the employee handbook occurs by Litteral and Finkel (Riordan Manufacturing Legal, 2005). The employee handbook contains a disclaimer stating that the intention of the handbook is not a contractual agreement and employment is at will (Riordan Manufacturing Employee Handbook, 2004). The employee handbook contains a provision that indicates that any policies or practices modification can occur at any time (Riordan Manufacturing Employee Handbook, 2004). Riordan Manufacturing complies with its written personnel policies and procedures. The handbook requires the employee signature upon each viewing, including updates. Because Riordan has more than 15 employees at each location, Riordan has a drug, and alcohol abuse policy.
Riordan Manufacturing has current job descriptions for all employees (Riordan Manufacturing Job Descriptions, 2004). Specifications and detailed descriptions of essential job functions and responsibilities are evident, but do not include reporting relationships.
Riordan Manufacturing requires maintenance of personnel files. Findings (Exhibit III) reflect that of the 125 employees at the San Jose, California corporate office, employee files contain only 23 files. Of the 44 employees at the Albany, Georgia plant, the employee files contain only nine files. Of the 130 employees at the Pontiac, Michigan plant, employee files contain only 11 files (Riordan Manufacturing Employee Files, 2004). Identification of employee's disabilities and status of veteran are kept in separate files. Records are kept of changes in employment. Medical records are kept private and in a different file. Personnel files do not include I-9 forms. Riordan enforces employee privacy. Maintenance of I-9 forms is not evident. Personnel files reflect four years of maintenance.
State and Federal Requirements
All organizations must be legally compliant to all federal and state laws to operate in the United States. Riordan provides to employees mandatory employment notices, including the following:
State Unemployment Compensation Act
State Minimum Wage Rules
Fair Labor Standards Act (FLSA)
Family Medical Leave Act (FMLA)
Equal Employment Opportunity Commission (EEOC)
Equal Pay Act of 1963
Title VII of Civil Rights Act of 1964 (CRA)
Age Discrimination in Employment Act of 1967 (ADEA)
Vocational Rehabilitation Act of 1973
Vietnam Era Veteran's Readjustment Act of 1974
Pregnancy Discrimination Act of 1978 (PDA)
Americans with Disabilities Act of 1990 (ADA)
Civil Rights Act of 1991
Uniformed Services Employment and Reemployment Rights act of 1994 (USSERR)
Occupational Safety and Hazard Act (OSHA)
State Worker's Compensation act
Employee Polygraph Protection Act (Not provided)
Riordan Manufacturing complies with workplace safety laws. Riordan does not employ anyone under the age of 18.
Application and Hiring
Applicants complete every question on the employment application form and a signature is mandatory. The application excludes any questions or specifications Title VII of CRA or ADA. Job advertisements are not available to discern if Riordan employs language that is sex, race, and age neutral. The organization employs recruiting methods that do not discriminate or exclude persons because of race, sex, age, or national origin. Requirement of an applicant signature to a reference, drug, and criminal background check is not evident. No documentation reflects the completion of background checks and tests occur at the appropriate time in the hiring process. The records are kept of all reference and criminal background checks and drug test results. Within three days of beginning employment, applicant's must submit proof of eligibility to work in the United States. Rejection of an applicant because of a background, drug, or criminal check, procedures are in place to notify the applicant of reason(s) for rejection.
Selection of employees occurs through preliminary screening and interview by a superior. Proper training of interviewers is evident. Interviewers are consistent in the interviewing process. The organization disposes of the interviewer checklist in mandated manner after completion of the interview. References are kept in the employee file.
The organization provides proper training to supervisors concerning employment practices. Riordan trains all employees concerning unlawful harassment, discrimination, and safety. Employees verify in writing that they attended training procedures. Riordan has proof that each new employee completes the necessary training program.
Compliance Corrective Actions
Recommendation: The evaluation team recommends that Riordan update the 2004 handbook bringing to current 2010 status.
Recommendation: Update job descriptions to include reporting relationships.
Recommendation: All Riordan locations must bring employee files to current status. Policies must reflect that Riordan maintains I-9 forms for three years after hire date or one year after date of termination whichever is later.
Recommendation: Post and provide to employees Employee Polygraph Protection Act.
Recommendation: Implement a policy that requires an applicant to consent in writing to a reference, drug, and criminal background check.
Riordan Manufacturing has no federal contracts and does not have any affirmative action plans or goals.
An individual can be quite complex, as complex as the jobs the individual is applying for and interviewing to attain. A resume contains items concerning the individual's experience, education, and skills, but description of the entire person is not available. The applicant can dress professionally and the resume can present an excellent view of the applicant. The average person would view the interviewee as a good candidate for employment. HR personnel must be competent and well trained to avoid depending on resumes or interviews. Dependence on the latter creates poor hiring decisions, causing repercussions that can cause a high cost of turnover. Prior to making a job offer, HR must conduct necessary background checks, and reference audits. Not conducting appropriate background checks can be embarrassing and expensive creating legal repercussions for the organization. HR must collect pertinent information prior to hiring the applicant from references without infringing or violating the privacy of the applicant. Integration of both organizational and HR strategies must include policies, recruitment, and staffing strategies.