Recruitment, Selection, and Induction - Assignment Example

Recruitment, Selection & Induction Task 3 The process of selection and recruitment of new employees for a given company is the key role of the Human Resource Department. The procedure for advertising, provision of feedback to candidates and making job offers has manifested major discrepancies, with some of the job applicants registering open disappointments. Other than the legal procedure in which official communications are made during job vacancy advertisements, the HR department occasionally resorts to private and verbal communication with the applicants. Consequently, the selection and recruitment of employees at STAR Industries seems to be at logger heads with the legal expectations, a factor that is manifested in the reaction of job applicants as well as some members of the HR department at STAR. According to the email received from Gus Tinsdale reveals much of the practises from the department. The email suggests a number of non compliance cases that depict the reason why his denial for the opportunity as a shift supervisor is not subject to further discussion. For instance, the HR department at STAR could be involved in a possible age discrimination, in which the company makes preference for younger ages, regardless of other qualifications (Baras, Barberà, Barrio & Rodríguez, 2009). However, there are legal procedures that the company would comply to ensure maximum compliance with the legal provisions. It involves the incorporation of an induction program to the entire HR department on the modern legal recruitment provisions, especially at times when the company requires new employees for various positions. Official communication is made to the members concerned for such training programs, and adherence to the rules of recruitment form part of the new commitments among the members of the HR department. For instance, the HR should adhere to these methods to acquire the right candidates, other than discrimination based on age. Employee referral and applications received through the mail External advertisements in the media including the radio and newspapers Internal job advertisements in bulletins and on the intranet Professional industry journals and publications Through professional organisations and educational institutions Via the internet on a specific job site or on an organisation’s web site After the advertisement of the available vacancies, it is important that the HR department consider a merit based selection, unlike other criteria such as age, in which STAR industry considers ‘youthful’ qualifications. For instance, merit based selection takes into account the following; employee referral and applications received through the mail external advertisements in the media including the radio and newspapers internal job advertisements in bulletins and on the intranet professional industry journals and publications through professional organisations and educational institutions via the internet on a specific job site or on an organisation’s web site Communicating these Changes to Staff and Managers Communication of new policies forms the backbone on which effective implementation of these policies lies and any breakdown in such results in confusion, wrongdoings and eventual stalling of organizational processes Hughes et al (1999). Choosing the right channel using which to communicate also plays a big part on new policy implementation. The following communication methods would be most suitable: I would make communications a regular part of my culture: I would make it a policy that all teams regularly meet to discuss anything that may be happening in the near future, in this case these changes, and an open door commitment to keeping the lines open (Hughes & Jowitt, 1999). Create a Centralized Message Delivery System: To better streamline communications for all, deliver them via a centralized system that all employees will visit and acknowledge. This can be as simple as a company SharePoint CMS, via an email sent directly by the HR manager or a senior member, or a printed notice handed out at weekly staff meetings. I would prepare and policy change messages: I would form a partnership between leaders of the company, the human resource department, and any other related team to prepare and position any messaging before it goes out to the masses (Cunningham, 2007). The chart below shows the proposed recruitment process changes, which was created using Microsoft Visio, which is a flowchart design software made by Microsoft (the same company that made Microsoft office suite which includes Microsoft word, excel, access and so forth). Microsoft Visio is better to use for designs as compared to Microsoft Word. Task 4 Managing the Selection Process An action plan for supporting Len and other line managers An overview of the selection process at the STAR Industries shows that despite the fact that it is in progress, Len Shapiro, the WA Plant Manager learns of the stressful moments of Len at the company and needs support. Furthermore, there is a critical need for the corporation of the line managers. Short term plans Where possible, offer a short leaf, during which Len and the other line managers can take a break to refresh, before resuming the vigorous selection and recruitment process at the company (Gilvear et.al 2007). Ensure there is a rapid and prompt response from every step of the recruitment process, to ensure that all challenges are addressed before an accumulation to cause larger problems. This ensures that the company’s reputation is maintained. Consider a direct hire system in case where the recruitment and selection process is quite competitive and stressing (Herring, 2009). Long term plans Develop a deeper comprehension of the current trends in the job market, including job advertisement criteria, selection and recruitment process such as surveys, salary trends, skills shortages, as well as reasons why candidates should join a given company. Such knowledge is then communicated to the members of the HR department, including the line managers to understand their role and expectation from both the applicants and the organization. Recommendations Develop a consistent map of the recruitment or a hiring process for each type of a vacant opportunity. This helps to spare the members of the HR department from the agony of explanation as to why they did not meet a given criteria of assessment (Jones, 1998). Consider developing a user-friendly and attractive website whose purpose would be to enhance the recruitment process, which shall not only reduce the congestion and competition in the recruitment process, but also encourage diversity (Siavelis & Morgenstern, 2008). Create new programs in which there would be regular focus meetings with both existing members of the workforce and the new recruitments. Develop and incorporate into the organizational system a training and support tools such as the one shown in the table; Tool Example of use Checklists checklist for performance counselling session checklist for induction Flowcharts procedure for placing job ads procedure for making job offers procedure for reporting an injury in the workplace Job aids example of a completed performance appraisal form list of questions that are not allowed in job interviews pro-forma plan for a one-one training session pro-forma plan for a mentoring relationship Videos model a skill such as performance counselling conflict resolution, negotiation or interviewing Task 5: Monitoring the Job Process One of the main policies for job offers at the STAR Industry is their preference to youthful members of the workforce. While this policy may be of significance to the company’s strength of the workforce, there are a number of limitations that accompany this policy. For instance, one main limitation of this policy is its tendency to eliminate workforce diversity within the organization. The policy reduces the STAR’s chances of acquiring diverse ideas from highly experienced applicants. Furthermore, it is also an unfair means of selecting job applicants, since it is not based on merit, and may deny qualified individuals, the opportunities regardless of their qualifications. One the other hand, some of the benefits of this policy is that it ensures the introduction of fresh ideas into the organizational operations. This is mainly due to the fact that such youthful members of the workforce are often fresh graduates, majorly acquainted with the latest ideas and professionalism (Pauli, 2007). Moreover, recruiting youthful members to the organizational workforce ensures a longer productive life for the STAR. Youthful members also provide a more energetic and vigorous approach to service delivery. In decision, the STAR management should consider revising this policy to enhance the productivity of the workforce. In order to compromise the stand from their policy and also ensure that they have room for diversity, it is important that the management introduce a new method in which the company creates room for different ages, to ensure that there diversity (Sparrow, 2007). Moreover, the company may impose a probationary period for the members of the HR department. This is a compromise since the company would lose their services from the employees on probation while on pay roll. This step would however be useful for the management team to reorganize their recruitment process, in accordance with the standard policies regarding the process. Involvement of the General Manager While the selection and recruitment process is a departmental role in the HR section of an organization, the General Managers in every organization have an oversight role, in which they have to ensure that the HR departments adhere to the relevant policies (Jones, 1998). The General Manager has the responsibility to ensure that the selection and recruitment process is based on merit, and free from any form of bias and all forms of discrimination such as the age discrimination observed in the STAR Industries. Moreover, the manager also comes in to help in further policy interpretations, which may be contextualized to fit in the current organizational situation. This is useful for the entire organizational workforce to prevent cases of strain in decision making. Bibliography Baras, M., Barberà, O., Barrio, A., & Rodríguez, J. (2009). Are parties democratizing themselves? The evolution of leadership selection in Spain (1977-2008). ECPR Joint Session, Lisbonne. Cunningham, G. B. (2007). Diversity in sport organizations. Holcomb Hathaway, Publishers. Gilvear, D., Francis, R., Willby, N., & Gurnell, A. (2007). 26 Gravel bars: a key habitat of gravel-bed rivers for vegetation. Developments in Earth Surface Processes, 11, 677-700. Herring, C. (2009). Does diversity pay?: Race, gender, and the business case for diversity. American Sociological Review, 74(2), 208-224. Hughes T. & Jowitt M., 1999, Managing People – Recruitment, Selection and Induction, Management Skills Series, Sydney Australia: McGraw Hill. Jones R., 1998, Managing People - Recruitment, Selection and Induction, Perth, Western Australia: Vocational Education & Training Publications. Pauli, U. (2007). Wykorzystanie modeli kompetencyjnych w doborze członków zespołów projektowych. Zeszyty Naukowe/Akademia Ekonomiczna w Krakowie, (748), 115-128. Siavelis, P., & Morgenstern, S. (2008). Political recruitment and candidate selection in Latin America: A framework for analysis. Pathways to Power. Sparrow, P. R. (2007). Globalization of HR at function level: four UK-based case studies of the international recruitment and selection process. The International Journal of Human Resource Management, 18(5), 845-867. Read More