The Concept of Recruitment and Selection - Essay Example

Human Resource Management Human Resource Management Introduction I intend to obtain a graduate-level job at Google Corporation since the company is an equal opportunity employer and promotes affirmative action in its employment policies. Google is a global company and one of the most admired companies to work for due to the supportive working environment that ensures work-life balance (Sutherland, 2012). The corporate culture supports team and individual accomplishments since individual employees have an opportunity to work on creative projects of their choice. The company is committed to continuous training and development of their employees in order to meet emerging challenges in the information technology industry (Sutherland, 2012). Recruitment and Selection Recruitment is the process of attracting, evaluating and hiring employees and includes job analysis, sourcing, employee screening and selection and induction process. Job analysis aims at determining the different roles in the job and includes specifying the job requirements through outlining the job description and job specification (Torrington, 2011). The job description identifies the functions of the job within the organization, employment terms and reporting relationships of the job holder while the job specification sets out the education, skills, attributes and experience that successful candidates for the job should posses (McKenna & Beech, 2008). Google is constantly looking for graduate-level job entrants to join their teams and uses both online and off-line advertisement media to attract suitable job candidates for the position. Google uses various sources in its recruitment and some include Google recruitment events such as Google Games, Google Code Jam competition, Campus recruitment and Google Ambassador Program. The job adverts are placed in notice boards, company magazines, newspapers and company website. The company shortlists suitable candidates who meet the minimum criteria and invites them for a series of interviews that aim at assessing the candidate’s job knowledge, skills, and behaviors (Redman & Wilkinson, 2009). According to the company website, the hiring process is simple and involves first conversation with the ‘recruiter, a phone interview and onsite interview at the company offices’. The hiring process aims at increasing communication with the prospective candidates. The panel interview aims at discovering the leadership skills, role-related knowledge, conceptual and analytic skills and ‘Googleyness’ (Sutherland, 2012). According to the company website, they are looking to hire the ‘next Noogler-someone who’s good for the role, good for Google and good at lots of things’ (Google, 2014). The selection process is fair and based on the candidate’s performance during the interviews. Google will select the most qualified candidates whose values and beliefs are aligned with the company mission and culture. The selected candidates are undertaken through the on-boarding process that includes orientation on the company mission, key people in the company and departmental orientation (Torrington, Hall & Taylor, 2005). Training and Development Training and development aims enhancing the capacity of the employees to effectively perform their jobs. Training and development at Google aims at preparing employee to take greater challenges, enhance their skills and productivity, build morale, enhance teamwork, and build self-confidence (McKenna & Beech, 2008). The management of Google conducts skills audit, training needs analysis and individual employee training needs assessment in order to know the skills gaps in the organization. The team-training needs analysis will focus on the problem-solving and team-building skills that are essential for the overall success of Google while the individual employee training needs assessment focuses on the education, experience, skills, past performance e and future assignments of the concerned employee (Brewster, 2011). Google various training methods that depend on the training needs analysis and expected training outcomes. The on-the job training methods at Google include apprenticeships, job instruction learning, coaching and job rotation. Google has implemented off-job training methods that include orientations that aim at training new employees on the company history and mission, company values and policies of the company (McKenna & Beech, 2008). Accordingly, Google uses classroom lecturers, role playing, audiovisual training simulation exercises, conferences, managerial games and case studies in training the middle-management employees and executives on various aspects of the company. The off-the job training methods such as managerial games and case studies aim at developing critical abilities such as leadership capabilities, reasoning abilities, decision-making abilities, and communication skills that are essential in leading teams within the company. Google has a mentoring program where young employees work under the supervision of senior peers in developing their attitudes in order to prepare for greater challenges and promotion opportunities in the company (Foot & Hook, 2011). Google training programs are effective since they have enabled the employees to enhance their efficiency and productivity, attain higher job satisfaction, improve the customer service levels, and develop team skills that are essential for the overall attainment of organizational goals. Google training and development process has created and retained a talented pool of staff and enhanced the ability of the company to innovate and adopt advancements in technology. The company has benefited from highly competent and motivated teams that can steer innovation in the company (Dessler, 2003). Accordingly, the training and development programs have reduced employee turnover, decreased the need for close supervision and improved the financial gains due to reduction in the recruitment costs. Equal Opportunities and Managing Diversity Google is committed to equal opportunities and diversity in its employment practices. The company offers equal opportunities in recruitment and selection, training and development and other aspects of employment. The equal opportunity measures are geared at recruiting and developing the world’s most diverse and talented people without regard to their ethnicity, race, religious affiliations, sexual orientation or cultural origin (Torrington, Hall & Taylor, 2005). Google human resource management policies aim at preventing any form of discrimination or harassment that may hinder the full participation of any employee in their jobs. In this case, Google ensures that all employees are accorded equal consideration regardless of race, religious affiliation or sexual orientation during recruitment and selection process. The company adheres with all national laws on employment in its human resource management. In this case, the recruitment aims at hiring the most talented and qualified candidates whose attitudes are aligned with Google culture of innovation (McKenna & Beech, 2008). Accordingly, employees in the same skills level have equal opportunities in accessing training and development opportunities. The promotions are based on merit and some of the factors considered include the individual abilities, experience and past performance. The performance measurement and evaluation systems are fair and free from any bias since they aim at measuring individual employee performance objectively and providing relevant feedback. According to the current workforce demographics, women comprise 30 percent of the employees while the Asian community comprises of 30 percent of the total number of workforce. The company is committed in promoting the employment of Black and Hispanic communities since Hispanics account for about 3 percent of the workforce. In order to promote diversity, the company has created the Google American Indian Network, Google Women in Engineering, Indus Googlers Network, Filipino Googlers Network, Gaylers, Black Googlers Network, Hispanic Googlers Network and Special Needs Network (Google, 2014). Google has realized that individual employee differences contribute to different perspectives and viewpoints and thus diversity is essential in ensuring creativity in the company. Effective management of diversity leads to motivated and more productive teams that are ensure innovation in the company due to differing ideas since diverse workforce comprises of different talents, experiences, skills, attitudes and attributes (Foot & Hook, 2011). Diversity has enhanced problem-solving, team productivity and has reduced employee lawsuits. Accordingly, the implementation of diversity at Google has led to positive corporate reputation and high employee retention (Foot & Hook, 2011). Conclusion I would like to have a graduate-entry job at Google since the company recruitment and selection process is transparent and fair and aims at attracting and retaining the most talented employees that will contribute to the attainment of the organizational objectives. The company has invested heavily in training and development of its employees in order to improve job satisfaction and enhance the productivity of the company. The company policy is to create an environment where every employee can thrive and accomplish their personal goals through evaluating the opportunities to ensure fairness and equity. References: Brewster, C. (2011). International Human Resource Management. London: Chartered Institute of Personnel and Development. Dessler, G. (2003). Human Resource Management. London: Pearson Education International. Foot, M., & Hook, C. (2011). Introducing Human Resource Management. New York: Financial Times Prentice Hall. Google. (2014). ‘Careers: How we hire’, Accessed on 4th January, 2014 from https://www.google.com/about/careers/lifeatgoogle/hiringprocess/. McKenna, E. F., & Beech, N. (2008). Human Resource Management: A concise Analysis. New York: Financial Times Prentice Hall. Redman, T., & Wilkinson, A. (2009). Contemporary Human Resource Management: Text and Cases. New York: Financial Times Prentice Hall. Sutherland, A. (2012). The story of Google. New York: Rosen Publishing. Torrington, D. (2011). Human Resource Management. New York: Financial Times Prentice Hall. Torrington, D., Hall, L., & Taylor, S. (2005). Human resource management. New York: Financial Times Prentice Hall. Read More