Selection Strategy for Merino Textiles - Example

Report on a Selection Strategy for Merino Textiles for the General Manager Prepared by Insert Your Name Here Insert Your Student Number Here Date to be inserted here Executive summary Merino textiles Company is in the process of being uplifted by an investor who is willing to invest more than 20 million dollars. Due to this the company is conducting a recruitment to fill the position of a machine operator and graduate human resource. This report discusses the best strategies to be used in conjunction with interview technique. The proposal made in this report will help the company in hiring the best staff from the shortlisted. Among the proposed recommendations found in the report include: adoption of panel interviews, advertisement policy for vacant positions, implementation of trainee program, promotion of staff, head hunting for executive positions and preparation of effective recruitment policy. This report also has a main focus on the crucial role played by the department of human resource within the Merino Textiles Company in the recruitment process. The importance of diverse recruitment techniques is well articulated in the conclusion part of the report. Contents Executive summary 2 Contents 3 1.0 Introduction 4 1.1 purpose 4 1.2 Scenario 4 2.0 Proposed strategies 5 2.1 Advertisement 5 2.2 Trainee program 5 2.3 Panel interview 6 2.4 Practical assessment 7 2.5 Promoting existing staff 8 3.0 Recruitment policy 9 4 .0 Conclusion 10 5.0 Recommendations 10 6.0 References 11 1.0 Introduction 1.1 purpose The Merino textiles have been doing great, though the effects of free agreements on trade, increased competition, and rise in the competitiveness of the labor force has been challenge to the company’s success. The main purpose of this report is to propose the best recruitment strategies that this company may adopt in hiring a machine operator and the graduate human resource as well as any future recruitment. 1.2 Scenario The recent acquisition of the Merino textiles Company by an investment company heightens the need to have a more productive labor force in all the departments within the company. The expansion of the blanket making section calls for a diversified approach from the general manager as well as the human resource manager to get the company fresh human resource through employment of more labor force. Already Merino textiles have more than 400 very productive employees all distributed in the dyeing, yarn spinning, yarn winding, blanket making, maintenances departments and within the office, administration, accounts, and in the human resource sections of the company. As we are aware that the company has been acquired by an investor, who is willing to invest more than 20 million dollars in the expansion of the blanket mill, this as resulted in a dire need to recruit a new operator for the new machines to be bought. Therefore the company has already shortlisted five candidates for the position of machine operator. The company is also lacking efficiency within the human resource department as only one manager takes control of the whole company, with little assistant from the officer assistant. This has as well led to short listing of six potential graduates to fill the position of graduate HR. As indicated by Dianne (2001), the human resource department is the key to the success of a company, manly because the welfare of the workers must be well taken care of so as to maintain the level of productivity of the company. This is the main reason why a graduate human resource has to be hired; the pressure will be minimized enabling the human resource department to be more pro-active in handling issues within the company. Before embarking on a mission to shortlist candidates for the position of graduate human resource and the machine operator, the suitable thing to begin with is advertisement through the newspapers, journals, audio and visual media as well as via the internet; to ensure that the advertisement is widely distributed. This is the first step to get the company very competitive applicants for the position of machine operator and a graduate human resource manager. There is a major problem in the department of Human resource; this department is very essential in running the whole company, therefore, when it is understaffed, inefficiency arises especially in the management of human asset, the most important resource for the success of the company. It is due to this reason that a new graduate human resource must be hired to fill this gap. 2.0 Proposed strategies 2.1 Advertisement Advertisement is described by Joan and Neil (2003) as one of the key initial strategy of ensuring that a company gets a human asset corresponding perfectly with the company’s main goals. The most important thing to observe through out the recruitment process is the company’s goals and how the individual candidate will contribute toward the achievement of these goals. The main problem facing the Merino Textiles Company is lack of appropriate and strategic advertising policy for positions to be filled by the Merino textiles Company. 2.2 Trainee program One of the major roles, played by human resource manager is recruitment of staff; staff recruitment has a huge impact on the way the Merino textiles Company will perform. Poor decisions made during recruitment negatively affect the performance of the organization, limiting achievement of company’s goals. Due to the importance of the entire process of recruitment, the Human resource agrees with the management that interviewing the candidates is not enough to determine the capabilities of each individual to deliver results after being hired by the company, therefore, it is quite crucial to combine interviews with some other strategies for example , offering graduate trainee programs that may ate the end lead to retention of those who demonstrate the ability to have positive input to the company. The suggested thirty minutes of interactive interview is not sufficient to asses whether the candidate is suitable for the position of a graduate human resource or a machine operator. Though the curriculum vitae, describes well the experience held by each candidate, this does not necessarily translate into practical capabilities. 2.3 Panel interview As suggested by Johns et al (2006, p. 168), the best interview for the selection of the graduate human resource manager will be through a panel interview, the analysis of the interaction process, interpersonal decision making, as well as the analysis of job related problems, will be perfectly covered. The suggested strategy of selecting the successful candidate for these two positions must initially start by oral interviews, whereby, the in manager assisted by the human resource and other top managers in the company, will inform the potential candidates all the details about the company, the role the staff will play in the company incase he or she is hired, as well as the code of conduct while at the company or at any other time when acting on behalf of the company. At this stage the interviewer will directly examine the candidate to get a clear picture on the input that individual will have to the company. The main reason why graduate intern is the other best option that must be used in conjunction with oral interview is because it will give the company enough time to asses the practical ability of the staff to be hired. The entire rigorous recruitment process as suggested by Korsten (2003) should be able to analyze the communication skills of the entire individual applicant, the main reason why interview techniques must be used together with other techniques. 2.4 Practical assessment Hiring a machine operator requires a combination of assessment techniques. It is with respect to this that, the staff must be subjected to practical assessment; the individual who will successfully go through the interview session successfully will be hired as an intern with a high probability of getting a permanent employment. Working for some few days before a person is fully integrated into the system will enhance satisfaction by the management that he or she will continue working well for the company; the company will have a reason why they have to retain any individual who demonstrates ability will increase its chances of hiring a competitive individual in the capacity of machine operator and a graduate human resource. Therefore, Merino textiles Company Machine operation requires a hand on experience as it involves, technical operation at all times this will only be put into consideration through the assessment of the individual at the work place (Jefferson 2011). Getting to know how well this individual will practically operate the machine. It is the right of the human resource manager to suck the employee if the performance is not as expected. It is worth noting here that the employee hired will be working for the company, and that no time or work will be affected as proper arrangements have already been put in place to ensure that if one candidate does not meet the expected performance level the alternative is to take the best next option from the interviewed personnel. On the other hand the same should apply to the selection of the graduate human resource. The main reason why the proposal of having the successful candidate initially working as an intern is to enable the company give him or her proper training on all activities within the company. Training is a very important tool of success and it all lies under the department of the human resource. Therefore, there must be training schedule as per the company’s schedule. 2.5 Promoting existing staff I propose the adoption of recruiting strategy whereby, promotions of existing staff. Staffs who have worked for the company for a long time have already amassed experience in the company’s day to day activities. This will save the company time as well as resources. It is essential to include the ability test together with the other techniques of selection; to evaluate the candidate for the position of the human resource. This will give the company a chance to determine whether the candidate will be able to handle a practical situation within the company. A good example to demonstrate this proposal is by giving each individual candidate a task, say for example, handling disciplinary cases from one of the employee. This brings out a clear picture of how each individual will handle practical issue within the company. It will also handle communication skills essential for day to day activities in the course of duty. Using various techniques in selection of employees not only enhances accountability but also discourages unqualified candidates from completion for positions in any company. David, Tony and Mick (2007, p.6.) confirms that acquiring and holding quality workers who possess excellent talents and skills within this company is very critical considering the competition in the job and labor market. The skills available are diversifying at an increasing rate around the globe. As a result, the recruiters must be very selective in the choices that are made concerning the selection of employees. This is the major reason why the process of selecting the machine operator and the graduate human resource must be very vigorous and diverse. Poor recruitment of employees arise due to the criteria used in selection, when the technique is not competitive enough, the end results are negative impacts to the company. Our case here is a very good example; the company is interested in expanding but it is not willing to conduct a recruiting process. Giving candidate as little as thirty minutes for a formal interview is subjecting the company to a never ending challenge of incompetence. Little can be done to understand the candidate being interviewed. The combination of interviews and simulations as well as intern will enhance increase the chances of hiring an individual who is dedicated and has the required skills to work in the position of machine operator and the graduate human resource. Competitive recruitment motivates the employees a they feel that the company gets able and qualified staff. 3.0 Recruitment policy The successful recruitment process for the Merino textiles must involve the following long-term strategies to ensure that in future the company does not get stuck in the middle of the recruitment process. A well developed policy on recruitment as well as retaining employees who perform well for the company. Stephen (2005) confirms this by asserting the essence of developing a recruiting policy for institutions, companies, as well as any other organization where employment takes place through a formal process. The current and future requirements for the human resource must be assessed; this will have to involve analysis of all the requirements for a particular category of jobs followed by assigning priority to each, enabling the company to prioritize on other important issues rather than concentrating too much on the recruitment process when there is a vacancy within the Merion textiles. Analysis and evaluation of a job will be helpful in future as the company will be able to make a calculation of how much is the job worth. Without putting into consideration all aspects of an individual job seeker, the company will not manage to get a person who will deliver in the capacity of graduate human resource and the machine operator. Therefore, the essence of combining interview technique with the intern analysis technique is to get the best performer. In most cases the curriculum vitae or resumes can be lying on the capabilities of an individual. This is what has necessitated the company to diversify its recruitment techniques, solely for the benefit of the company. For the Merino Textiles Company to develop a perfect strategy for this and other future recruiting process, it is important that the company make a complete understanding of how the process that it initially works; this can be made possible after conducting an audit of the recruitment process to get the facts well on whether it has been successful. In addition this report also proposes future use of head hunting; involving a recruitment agent for a specialized assessment and recruitment of the top senior management of the company. The main advantage of head hunting for top management is to ensure a free recruitment process as the executives of the company must be seriously scrutinized. This must be included in the future recruitment policy for the company. 4 .0 Conclusion Employee recruitment is a major challenge for many companies; it is therefore, very important for the Merino textile company to have a more advanced approach to the whole process of recruitment. An effective long term recruitment strategy must be developed to ensure the current and the future recruitment process is conducted in a more effective manner. The Merino Company should stop playing lottery with the recruitment process; this is a crucial step and it may determine the future of the Merino textile Company. Interview alone cannot be fully reliable in the selection of a professional in the human resource department as well as in the machine operation department. In conclusion various selection techniques such as, simulation, intern trainees, and taking ability test must used in conjunction with interview and especially with the panel interview process. Recruiting strategy of the Merino textile Company must be made effective and it is also essential to integrate it with the business strategy. Clear recruitment policy is a must for the company to have a human asset capable of delivering the desired results and for the growth of the company. 5.0 Recommendations I recommend that the Merion textiles Company: Adopts panel interviews in any future recruitment process Implements the advertisement strategy when there is a vacancy in the company Implements head hunting technique when recruiting top management officials Adopts inter training programs before hiring staff Adopts the strategy of promoting staff who demonstrate efficiency Adopts a recruitment policy 6.0 References David, C., Tony, D & Mick, M 2007, ‘Human resource management’, Human Resource Management Journal, vol. 3, no. 1, pp. 3-7. Dianne, A 2001, The employee recruiting and retention handbook, MACOM Div American Management Association, United States of America. Derek, T., Laura, H & Stephen, T 2008, Human resource management, Prentice Hall, New Jersey. Jefferson , F 2011, ‘Personnel and human resource management’, International Journal of Human Resource management, vol. 22, no.7, pp. 27-31. Joan, S & Nail, A 2003, ‘Technology and discourse: a comparison of face to face and Telephone employment interviews’, International Journal and assessment, vol.11, pp.206-214. Jones, D et al 2006,‘ Recruiting Through Job Advertisements: The Effects of Cognitive Elaboration on Decision Making’, International Journal of Selection and Assessment, Vol.14, no. 2, pp. 167-179. Korsten A D 2003, ‘Developing a training plan to ensure employees keep up with the dynamics of facility management’ Journal of Facilities Management, Vol.1, no. 4, pp. 365-379. Stephen, T 2005, People resourcing, CIPD Publishing, United Kingdom. Read More