Career of Human Resources Receptionist - Essay Example

Required Knowledge, Skills, and Abilities:

• One year of office experience preferred
• Knowledge of computer systems and software applications
• Positive and helpful customer service image for the department
• Possesses congenial and highly presentable personality
• Possesses exemplary communication and interpersonal relationship skills

Education, Experience, certifications, and Licenses:

Education: The knowledge, skills, and abilities typically acquired through the completion of a high

                        school diploma or GED.

 Years of Relevant Work Experience: 1 to 2 years of experience with a multi-line phone system in

an office setting

Certificates/Licenses:  none

Recruitment Plan

Position Title: HUMAN RESOURCES RECEPTIONIST (1 required)

Recruitment Goals: To attract a minimum of 10 potentially qualified candidates to be

                                   streamlined and screened appropriately.

Recruitment Steps:

1. Use internal sources by sending notices to each company employee to solicit personal

 recommendations. This method would be convenient as referrals are encouraged to ensure knowledge and acquaintance to prospective candidates, as preferred.

2. Place advertisements in high schools within the vicinity, since the educational requirement stated completion of a high school diploma, among others.
3. Place display ads in three major city newspapers for two consecutive Sundays. Weekends are the times most identified to be viewed by a wide range of potential candidates searching for job openings.
4. Mail notice to the Association of Human Resources Professionals for bulletin board postings. This source is cheap and could provide appropriate sources of potential candidates for the position.
5. Coordinate with the company’s IT department or authorized knowledgeable personnel to feature an online classified advertisement through the company’s official website effective

immediately. The online medium is most viewed in contemporary times, and therefore accessed by a wide range of prospective candidates searching for employment.

6. Arrange for online classified advertisements on two web-based job boards. Other job search networks are good sources to seek potential applicants for the job.
7. Initial applicant screening is to be done by telephone, followed by an in-person interview. Phone interviews would already screen applicants in terms of communication skills, good diction, and clarity in speech and grammar use. An in-person interview would enable the HR recruiter to gauge personal characteristics and traits, specifically presentability, posture, professionalism, appropriate attire, and general interest and knowledge of the position being applied.

Unsuccessful applicants need to be contacted by telephone and in writing.

8. Conduct skills and behavioral assessments on potential candidates. As emphasized by Whyte (2011), “hiring personnel should create a test or exercise that is not biased for internal candidates, and one that is suited for a position's objectives” (par. 6). The behavioral skills tests are necessary to determine “person's habits, temperament, trustworthiness, and efficiency traits are like in an objective manner. Behavioral testing results can also reveal a candidate's leadership skills, management potential, and even his customer service skills, thus helping employers to make the best decision in hiring an individual” (Whyte, 2011, par. 7).
9. Preliminary successful potential candidates should be interviewed by the Human Resources Manager for a personal assessment of characteristics and traits, as well as knowledge of core responsibilities and competencies based on the job description and task statements.
10. Successful candidates for the position should be hired within one month after the initial implementation of recruitment. One month is usually the period allotted for the person previously in the position of human resources reception to vacate the job. Most preferable, it a candidate could be chosen after the third week to enable the leaving receptionist to orient the new one on the regular tasks and activities, the routine responsibilities and proceed with a transition of jobs that would ensure non-disruption of regular HR tasks, as required.

Recruitment and Selection Methods

            As emphasized by Martires (2004), recruitment of staff, if needed, and as contained in the proposed plan, should be done in the light of the objectives, needs, and resources of the organization. As indicated, two types of sources can be tapped for recruitment, to wit: (1) internal, where the organization itself is the first and easiest source because of its first-hand knowledge of its workers who have been tried and tested; and (2) external, which are mainly tapped when the positions cannot be met by existing personnel. If external sources are used, the following were deemed potential avenues to solicit applicants: educational institutions, employment agencies, recommendations of present staff, walk-in applicants, professional associations, and the general public.

Rationale for the Selection Method

               Screening is the process of sifting the good applicants from the host of recruits; while selection is choosing the best among the screened applicants (Martires, 2004, p. 140). Further, as validated by Whyte (2011), “a more evolved process in the selection of employees is likely to help employers select the right candidate the first time, saving that business on productivity, efficiency and reducing employee turnover” (Whyte, 2011, par. 1).

            The method is supported by Bernthal (n.d.), who indicated that “organizations with highly effective selection systems use four practices significantly more extensively than organizations with less-effective systems: behavior-based interviews, motivational fit inventories, computerized resume screening, and training/experience evaluations. The only distinct practice mentioned is the motivational fit inventories where “assessment of these motivations can help identify candidates who not only have the “can do” aspect of the job but also have the “will do” (Bernthal, n.d., p. 8).

By using the job description (as initially prepared), using interview, and the skills and behavioral assessment tests among others, plus motivational factors, the best candidate for the position of a human resources receptionist is envisioned to be chosen from among the rest.