This Week You Will Now Go Through The Steps Of Identifying Recruitment Sources And The Creation Of A Selection Process. Please Do The Following: 1) Identify Appropriate Places That You Would Recruit From And How You Would Do So. Remember, It Is Not As Si

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College essay writing serviceThis week you will now go through the steps of identifying recruitment sources and the creation of a selection process. Please do the following:1) Identify appropriate places that you would recruit from and how you would do so. Remember, it is not as simple as posting an ad in the newspaper or on Craigslist. Please identify at least 2 sources.2) Create a selection process. For example, would there be a capability or cognitive test used? Are you going to interview all candidates? Some? How will you determine how many you will interview. How many interviews…You MUST have at least an interview stage. You must also write at least 7 legal and situational interview questions. Purchase the answer to view itPurchase the answer to view it.
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#075

Recruitment Bw

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College essay writing serviceWhile the job search process has had benefit of technological advances, organizations are still tasked with cultivating diverse organizational environments that reflect the customers/clients that they serve. Looking at your organization, or one of your choice, what are some practices in place that aim for diversity and employee retention? Identify a best practice that might be implemented to improve those areas. Explain why and how your organization would benefit from it.Purchase the answer to view it.
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#075

Recruitment and Selection Practices in a Selected Organisation

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The purpose of this business report is to assess and evaluate the organisation’s recruitment and selection strategy and make constructive recommendations for the improvement of the organisation’s recruitment and selection process. Both interview questions and a questionnaire were used to research and gather information about the organisation’s strategy for recruitment and selection. In the first instance, the organisation was contacted and a meeting arranged with the HR manager. At this meeting, the HR manager provided me with background information regarding the organisation and completed the questionnaire that had been prepared.
After the meeting, the information from the questionnaire was analysed and subsequently a set of interview questions was developed. One week later, upon return to the organisation, a structured interview was conducted with the HR manager, with the goal to collect more in-depth information about the organisation and its processes for recruitment and selection. Several issues were identified that the organisation needs to address in the recruitment and selection process. Recruitment preparation needs to have a clear method of communicating requests for vacant or new positions — such as a requisition form or memo.
Employment agencies are a beneficial source to use for employing low skilled workers on a temporary basis, in order to keep the workflow uninterrupted, therefore, maintaining acceptable productivity, and lower staff turnover. Metropolitan daily newspapers are a good way of attracting suitable professional candidates for vacant positions. Advertising internally to fill positions and having a structured interview helps ensure that the right applicant is matched with the right job. Advertising internally also helps increase commitment amongst employees.
Finally, by developing an orientation program and implementing it with new employees, the organisation can decrease staff turnover and increase commitment. Journal of Management Practice, 4(1), 166-177 © Penny Clark Recruitment & Selection Clarke 1 Purpose of the Report The purpose of the business report is to examine and assess the organisation’s strategy for recruitment and selection. An attempt to establish what level of understand ing the organisation has of the recruitment and selection process is carried out.
In addition, the current strategy and processes used to implement recruitment and selection in the organisation is being assessed. Finally, recommendations will be made based on the information gathered, whilst taking into consideration the current economic climate and the availability of suitable resources. 1. 2 Sources of Information The information used to write this business report came from several sources. One such source was a personal communication with the Managing Director. The major source used was the organisation’s HR manager.
This consisted of one informal discussion with the HR manager, in addition to a scheduled meeting and a planned interview. Two different types of research tools were used to obtain the information required to prepare this business report. The first was a questionnaire that was developed and subsequently completed by the HR manager. The other research tool used was a set of interview questions that had been compiled. These questions were asked of the HR manager during the planned interview. 1. 3 Scope of the Report The business report covers two main areas of the organisation’s strategy for recruitment and selection.

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#065

Recruitment and Selection Process

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Executive Summary In todays competitive world every company tries to get best possible candidates for the competitive advantage so, recruitment and selection of right candidates is important for all companies. It is a major function of the human resource department. For IT companies’ recruitment and selection is an integral part as attrition in IT companies is very high. Recruitment is the process of searching the candidates for employment and stimulating them to apply for Jobs in the organization.
The basic purpose of recruitments is to create a talent pool of candidates to enable the selection of best andidates for the organization, by attracting more and more employees to apply in the organization. The project named Recruitment Life Cycle was carried out at Persistent Systems Ltd. There are two types of recruitment at Persistent, campus and lateral recruitment, campus recruitment is conducted once in a year at the respective colleges and lateral recruitments are conducted as per the requirements.
For lateral recruitment recruiter needs to understand the Job description to find the right candidates for the job then recruiter needs to source the candidates from different Job portals like Monster, Naukri etc. After sourcing, candidates are screened by different interviewers at different levels. If candidate clears all the round of interviews then an offer is made to employee depending upon the grades specified by the interviewer. The recruiter also had to meet targets, i. e. he had to see to it that a certain number of candidates sourced are Joining the organization. The conclusions that can be drawn from the project are the recruiter must understand the importance of that particular Job posting to find the best fit candidates. Also the automation in recruitments is the need of an hour. The Option of employee reference must be used properly to attract the right candidates. Thus, it was a very dynamic and challenging Job that demanded tremendous efforts, persistence, professionalism, and continuous efforts on the part of the recruiter. . Overview of IT Industry The Indian information technology (IT) industry has played a major role in placing India on the international map. The industry is mainly governed by IT software and facilities for instance System Integration, Software experiments, Custom Application to NASSCOM’s findings Indian IT-BPO industry expanded by 12% during the Fiscal ear 2009 and attained aggregate returns of IJS$ 71. 6 billion. Out of the derived revenue IJS$ 59. 6 billion was solely earned by the software and services division.
Moreover, the industry witnessed an increase of around IJS$ 7 million in FY 2008-09 i. e. USS 47. 3 billion against USS 40. 9 billion accrued e,’ 2008-09 | IT Outsourcing in India As per NASSCOM, IT exports in business process outsourcing (BPO) services attained revenues of IJS$ 48 billion in FY 2008-09 and accounted for more than 77% of the entire software and services income. Over the years India has been the most avorable outsourcing hub for firm on a lookout to offshore their IT operations.
The factors behind India being a preferred destination are its reasonably priced labor, favorable business ambiance and availability of expert workforce. Considering its escalating growth, IBM has plans to increase its business process outsourcing (BPO) functions in India besides employing 5,000 workforces to assist its growth. In the next few years, the industry is all set to witness some multi-million dollar agreements namely: * A 5 year agreement between HCL Technologies and News Corp for administering its information centers and IT services in I-JK.
As per the industry analysts, the pact is estimated to be in the range of IJS$ 200-US$ 250 million * IJS$ 50 million agreement between HCL Technologies and Meggitt, UK-based security apparatus manufacturer, for offering engineering facilities. * Global giant Wal-Mart has short listed there Indian IT dealers namely Cognizant Technology Solutions, UST Global and Infosys Technologies for a contract worth IJS$ 600 million India’s domestic IT Market India’s domestic IT Market over the years has become one of the major driving forces of the industry.
The domestic IT infrastructure is developing contexts of technology nd intensity of penetration. In the FY 2008-09, the domestic IT sector attained revenues worth IJS$ 24. 3 billion as compared to IJS$ 23. 1 billion in FY 2007-08, registering a growth of 5. 4%. Moreover, the increasing demand for IT services and goods by India Inc has strengthened the expansion of the domestic market with agreements worth rising up extraordinarily to IJS$ 100 million. By the FY 2012, the domestic sector is estimated to expand to IJS$ 1. 7 billion against the existing from US$ 1 billion.

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#065

Recruitment and Selection Strategies

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Over the past five weeks, work was completed on an employment compliance plan, compensation, and benefits strategies plan, performance management strategies suggested, advise given on training plans, and this week, we will provide recommendations on recruitment and selection strategies.
Within these suggested strategies, the importance of implementing the following will be highlighted, the goals for Bollman Hotels, anticipated demographic changes, analysis of projected workforce needs, objectives of workforce diversity, branding of the organization, methods for recruiting, screening, and selecting candidates. Organizational Goals Bollman Hotels has net revenue of $100,000,000 with a 15% growth expected within the first year.
A workforce of 25,000 employees with plans to increase by 20% with the expansion to India and the current employee turnover is 5%. Based on this information and the stage of their business development, they will need to enter the Indian market fiercely, but with as little interruption to the tourism industry as possible. Therefore, Bollman will have to be competitive and establish a premier hotel chain that will lure international travelers seeking the exotic, heterogeneous, and lavish experience by offering elitism while on business or pleasure (Incredible India, n. . ). It is recommended that the goal of Bollman Hotel’s in India is to open and operate at a five star deluxe status and be competitive with hotels such as Taj Falaknuma Palace, ITC Hotel Kakatiya, Park Hyatt, Hderabad, and The Ashok, just, to name a few (Ministry of Tourism, Government of India, 2013). Therefore, Bollman Hotels will be a premier chain while aligning itself with the Government of India’s tourism and hotel requirements (Ministry of Tourism, Government of India, 2013). Forecasted Demographic Changes
Bollman Hotel’s entrance into the Indian market also means a shift in the demographics. Affluent international clients visiting Bollman hotels will bring notoriety to the region that they are located resulting in an economic boost. A thriving emerging economy means Indian Nationals (both men and women) experience a socio-economic change with an increase in jobs and income in that region. Additionally, with the increase in birthrates, the candidate pool has increased and Bollman will help to provide these well needed jobs (Chua, 2012).
Five-Year Workforce Plan Based on the organizational goals and demographic changes, it is recommended that Bollman adopt a three-step plan to analyze its present workforce. This will help to identify the needs over the next five years (Analyzing Your Workforce, n. d. ). First step includes a supply analysis – evaluating current resources and includes the number of persons performing specific job functions in Minnesota, how many are supervised by one person and is it sufficient.
What is the current pay rate in Minnesota and what will work best in India and what are the areas that contribute the most to the current 5% turnover rate and what will decrease it (Analyzing Your Workforce, n. d. ). Second step recommended is a demand analysis that will evaluate the future needs of Bollman Hotels. This analysis will determine the jobs necessary for optimum service, the jobs that can be combined or eliminated, the possible technological changes to operate best and the areas that can be performed more economically and effectively (Analyzing Your Workforce, n. d. ).
The final recommended step is a gap analysis that will identify a projected need that has not been met or an excess. This is done by comparing the supply and demand results. Based on the results received from the gap analysis, solutions such as additional training, increased staff, and more efficient recruitment and hiring processes can be done over the next five years (Analyzing Your Workforce, n. d. ). Workforce Diversity Objectives Diversity is the variations that exist in an organizations based on age, gender, educational background, ethnic groups, culture, and working customs (Lai, 2013).
Workforce diversity helps to manage the change that has taken place in the workforce from a manufacturing to a service industry that Bollman Hotels provides (Cascio, 2013). Second, market globalization is another factor and with Bollman’s move into an international market, it is important that they understand their internal market its customers to operate best (Cascio, 2013). Third, many businesses are requiring increased teamwork (Cascio, 2013). Bollman has experience with this demand in Minnesota with peak operating seasons and have had to increase the number of personnel that work at once.
The same will apply in India. Fourth, there are increased mergers and strategic international alliances (Cascio, 2013) and with Bollman’s international move, there will be a difference in the corporate culture. Therefore, it is recommended that diversity training is provided. Finally, India is an evolving economy and with an expected increase in diverse workers such as women it is imperative that Bollman Hotel workers understand that the aim is to provide quality service to everyone (Cascio, 2013). Organizational Branding
Organizational branding is essential at this point of the recommendations to Bollman Hotels. With a goal to be known as a five start deluxe hotel, it is important to put the name Bollman Hotels in the Indian market and among the local areas in the United States and Europe known for international business travel. It is recommended that this is done through traditional advertisements in local papers in the language of each country and most important and relevant to these recommendations, through hiring diverse employees (Cascio, 2013).
This will ensure that Bollman is known to help create a boost in the Indian economy and the demographics as previously mentioned, hence, causing more word-of-mouth marketing internationally. Also, the service standards and five star statuses will also be something to rave about. Methods for Screening Candidates It is important that Bollman Hotels has a process for screening candidates; therefore, recommendations will be made for interview methods, testing procedures, and interview process considerations, all of which will cover the screening process. Interview Methods
Employment interviews allow organizations to have an idea of the skills and personality traits that a candidate possesses (Cascio, 2013). It is therefore recommended that Bollman Hotels interview team have interview questions built on-the-job analysis done. Create general questions for all candidates, use thorough rating scales with descriptions of desired behaviors as scale points and recording notes focused on the behavior of the candidate. It is also recommended that several interviewers are used with a diverse number of them and that vast training is provided on how to conduct interviews.
Interviewers are also encouraged to wait until all interviews are complete prior to discussing any candidates and finally, use statistical information and overall views of the candidates to decide (Cascio, 2013). Interview Process Considerations To ensure that the interview is a fair process, it is recommended that the panel focuses on-the-job competencies, assess resumes and applications by concentrating on specifics in line with the job requirements. Consider things that identifies if a candidate meets the requirements and skills that they possess from precious employment that are applicable (Cascio, 2013).
Use open-ended questions to stimulate elaboration on topics and use questionnaires that will highlight how well someone will perform and overall fit. It is also recommended that scenario type questions are used as this will give an idea of how they will handle specific situations (Cascio, 2013). Finally, given this is a US company going into India, it is recommended that interviews are done in relaxed environments. This will allow candidate to be more open and relaxed with their responses also giving the interviewer a chance to note both verbal and non-verbal responses (Cascio, 2013).
Testing Procedures Employment testing is necessary for Bollman hotels, not only based on the location, but also to protect them and to ensure they are hiring suitable employees. The tests recommended are work-sample tests, leaderless-group discussions, personality measures, and integrity test. Bollman Hotel’s goal in India is to be a premier chain; hence, service delivery is important. So, job fit is important and an integrity test will help to outline the attitudes of prospects toward stealing, dishonest behavior, violence, and drug abuse. This it done through overt integrity test – clear purpose esting and personality-based measures – disguised -purpose test (Cascio, 2013). Employees will have access to guest rooms and information, so ensuring that Bollman has an idea of their tendencies, could help with selection. Another testing method is the work-sample tests used to analyze an applicant’s ability to perform a job task (Casco, 2013). Placing an employee in a hotel room or situation based on the job they applied for will show the interviewer if he or she can perform this task, such as spreading a bed according to Bollman Hotel standards for example.
Leaderless-group discussion is another method and entails placing several candidates at a round table and giving them a job related topic to discuss. Each person will naturally approach this based on his or her abilities and personalities. This is recommended for Bollman as it will help to determine persons suitable for supervisory roles or otherwise. Finally, the personality measure test is recommended as it will help to identify personality characteristics such as neuroticism that is the level at which an individual is insecure, anxious emotional or calm, and self-confident.
Extroversion looks at how an individual is gregarious, assertive, and sociable. Openness to experience looks at how an individual is cooperative, and warm, and conscientiousness looks at how hardworking, organized, and dependable someone is (Cascio, 2013). Personality measure is recommended because it will give an idea of persons most suited for jobs where they will interact with guest the least or the most based on their personalities. Methods for Selecting Candidates The candidates chosen for the jobs at Bollman Hotels in India will have to be in tuned with the culture of prestige and superb customer service.
To do this, it is recommended that all the persons involved in the interview process are gathers and each will give their thoughts on each candidate and narrow the candidate pool. The process can be repeated until the desired number of employees has been reached (McNamara, n. d. ). The interview results and subsequent selections can be coupled with test results to make decisions as well. Job Offer The job offer is another important step in the employment process. The following are recommended when presenting the job offer to a successful candidate.
Prepare a letter stating how thrilled the company is to offer them the job, outline the exact compensation offered, and outline the benefits him or her is entitled to. The letter should have a signature line for them to indicate their acceptance of the job within a specified time and the contact information for the Bollman Hotel’s personnel office if the need arises (McNamara, n. d. ). A three – month probation period is recommended in addition to orientation for one week and on-the-job training for four weeks.
This should also be outlined in the letter in addition to a copy of the job description (McNamara, n. d. ). Impact of Organizational Diversity on Organizations Diversity caused organizations to grow and operate more efficiently in global markets as they understand the need to relate to their customers. This also creates a competitive advantage when customers see an active effort to embrace diversity. Diversity also effects an organization by building brand equity for companies that choose to invest in multicultural advertising.
They become known globally (Cascio, 2013). Organizations are also seeing that diverse employees need to be embraced to retain productive talent. Corporate image is also a factor and is increased as organizations known to employ diverse employees are more attractive to job seekers and companies seeing alliances (Cascio, 2013). It is recommended that Bollman capitalizes on the impacts of diversity as they are entering into a diverse and global market-place. Laws to Consider for Recruitment Selection
It is important that Bollman Hotels remembers that employee and future employees have specific rights under specific laws. Consent is needed for background checks to be done on applicants, and this is covered under the Fair Credit Report Act and is necessary for checks done by a third party. Also, if references are provided on an applicant, they have the right to petition to see this reference under the Family Educational Rights and Privacy Act of 1974 (Cascio, 2013). Conclusion In this final recommendation prepared for Bollman Hotels, the following were effectively addressed.
The organizational goals, forecasted demographic changes, five-year workforce plan, workforce diversity objectives, organizational branding, methods for screening candidates using highlighting the interview methods, interview process considerations and testing procedures. Recommendations were also made for methods for selecting candidates, the job offer, impact of organizational diversity on organizations and recruitment selection laws to consider.

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#065

Recruitment, selection and training in the service sector

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1. Introduction
Organisations have changed and are changing as a result of a focus on the customers. It is now recognized that meeting customer needs is the base of any successful organisation. There may be a pressure to improve shareholders value, increase profit but it has recognized that the key is to achieve these objectives is to satisfy the customers. As W R Scott (1987) pointed out ‘However, organisations are not closed systems, sealed off from their environments but are open to and dependent on flows of personnel and resources from outside.’ Managers need to understand their customers in order to meet those customers’ needs better. To meet customer needs as well as possible a company needs to provide goods and services: •At lower cost
•At maximum customer satisfaction
•With competitive advantages.
The guest satisfaction starts at recruitment with:
•Recruit the right staff
•Train and motivate them
•Empower them to deliver guest satisfaction
•Appraise, develop and incentive them.
2. Service industry characteristics
The service industry is special because:
•The service is delivered by people to people
•The service is produced and consumed at the same time
•Customer’s perception of service quality linked to morale of front-line staff. Characteristics of services:
•Perishability
•Contact dependency
•Inseparability
•Variability
•Lack of ownership
•Intangibility
•Simultaneity
As Macken (1997) suggests:
‘Recruiting people who are wrong for the organisation can lead to increased labour turnover, increased costs for the organisation, and lowering of morale in the existing workforce.’
3. The Recruitment and Selection process
The process of recruitment and selection are closely linked. Both activities are directed towards obtaining employees with the requisite competencies and attitudes, and recruitment activities lay the groundwork for the selection process by providing the pool of applicants from whom the selectors may choose. According to Foot and Hook (2008, p.142-143) Recruitment can be defined as:
•All activities directed towards locating potential employees •Attracting applications from suitable candidates
Aims of the recruitment process:
•To obtain a pool of candidates for vacant posts
•To use a fair process and be able to demonstrate that the process was fair •To ensure that all recruitment activities contribute to organisational goals and a desirable organisational image •To conduct recruitment activities in an efficient and cost-effective manner. Most human resource management issue can be analysed in terms of legal, moral and business consideration: •Legal – to comply with anti-discrimination legislation ?Sex and race
?The Sex Discrimination Act 1975 (amended 1986)
?The Race Relation Act 1976 (amended2003)
?The Employment Equality Regulation 2003
?Disability
?The Disability Discrimination Act 1995
?Age Diversity
?The Employment (Age) Regulations 2006
•Moral – to avoid unfair discrimination for moral reasons as well as legal reasons •Business – to ensure that all effort is directed towards
achieving corporate goals.
A planned and systematic approach
To be able to select the best available staff in the first place and to retain them we need a planned and systematic approach. By Mullins (2002, p.739) such an approach involves at least five main stages: •The need to know about the job to be filled
•The need to know about the type of person to do the job
•The need to know the likely means of best attracting a range of suitable applications •The need to know how best to assess the candidates’ likely suitable for the job •The need for induction and follow-up.
The first step in the recruitment procedure is the job analysis, which is a process of gathering together all data about an existing job, which activities are performed and what skills are needed. There are some basic data to include by Foot and Hook (2008, p.147): •A description of the duties performed
•The most important or responsible duties
•Time spent on each duty
•How often each duty is performed (daily/weekly/monthly/annually) •Levels of supervision/independence
•The skills and skill levels needed to perform each task
•Any special conditions related to the performance of these tasks. The collected data are then structured to create job descriptions and person specifications. These documents are essential as a basic framework for recruitment and later selection; as the basis of employment contract; as the evidence of a fair process. The job description explains the total requirements of the job; sets out the purpose of a job, where the job fits into the organisation structure, the main accountabilities and responsibilities of the job and the key tasks to be performed. Commonly used elements are: •Job title
•Reporting structure:
?Responsible for
?Reports to
•Nature and scope
•Purpose of the job
•Principal accountabilities
•Major duties and responsibilities
•Employment conditions
Each organisation can decide what factors should be included depend on the nature of the business. The person specification is a document that outlines the knowledge, skills, personal attributes or qualities a person need to be able to perform well. Requirements can be categorised as ‘essential’ or ‘desirable’.
Several models of person specifications are available. Most widely known are Alec Rodger (1952) and Munro Fraser (1978).
Rodger’s seven point plan which describe people in terms of: •Physical make-up (physical requirement)
•Attainments (education and training)
•General intelligence
•Special aptitudes ( verbal, numerical and diagrammatical abilities related to the job) •Interest
•Disposition (job related behaviours such as persuasiveness) •Circumstances (only job related such us availability for shift work) The criteria suggested by Fraser’s five-fold framework:
•Impact on others
•Qualifications and experience ( education, training and skills developed through work experience) •Innate abilities (Similar to intelligence in Rodger’s plan) •Motivation
•Flexibility and emotional adjustment.
It is very important to know where suitable applicants are likely to be found and how to make contact with them. The attracting of suitable applicants will depend on the nature of the business, the position to be filled and the
urgency of need. Potential sources: •Employment service job centres
•Career advisory offices
•Private employment agencies/ recruitment agencies
•Professional and executive appointments registers
•“Headhunting” or executive search
•Internet recruitment/ recruitment websites
•Advertising
The form of applications will vary from organisation to organisation and with the nature of the position to be filled. Examples: •Letters of application
•Handwritten submission
•Curriculum Vitae (CV)
•Specially design application
•Standard application form
•Personal call
•Preliminary interview.
Selection is the assessment of candidates for vacant jobs and the choice of the most suitable people. The methods of selection involve the short-listing of applicants and it should include an interview. The face-to-face interviews still the most popular method of selection, even though research studies have found interviews to be poor predictors of future performance in a job (Makin and Robertson, 1986).

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#065

Report on Recruitment and Selection Processes

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Healthcare United is an organisation that endeavours to employ the best healthcare professionals. They aim to be the number one Healthcare professionals in Australia, currently employs 1500 Healthcare professionals in VIC and NSW and they wish to widen their operation and open another office in Hobart. Comparing the newly developed 2012 Healthcare United recruitment and selection policy and relevant legislation, I have identified some basic problems still existing in the 2012 recruitment and selection guidelines. Through a detailed analysis on the recruitment and selection procedure, Healthcare United can improve the procedures and the overall process. Timeframes
The policy in 2007 has an estimated timeframe of 30 days plus. This is now within a whole timeframe of 2 – 3 weeks maximum. There really needs to be a specific timeframe so Managers can be guided with that, in the 2007 guidelines the managers knew for example that reporting a position vacant had to be done in 2 – 3 days, this could drag out the initial starting process without this timeframe for each process. I feel each process needs a timeframe to keep the processes in the timely manner not just casual 2 – 3 week maximum timeframe, this is outdated compared to current research and practice. Personnel
The manager and HR are involved. Analysing the vacant position should already be done by the Manager of department, there should be a template already done for all positions. This would speed the process up and can then be advertised as soon as the Manager notifies HR of the position vacant within their department. Approval of the position to be advertised should be done at this point. Documentation
The Manager and HR complete the “permission to recruit form” together in the 2007 policy, however there is no mention of this in the 2012 policy which could lead to confusion at a later date, documentation should be recorded from the start of the process to the employment of the new employee. Policy should be in place at every process. Training & Support
Managers are offered the support for HR in training of personal in 2012 policy, however nothing is mentioned in the policy about the processes of how this will be done? There needs to be a clear process of this as new employees will be asking what it is and how it is conducted? There is no mention of training in the 2007 Guidelines for training either and no mention of induction processes. The manager of each department should be able to identify knowledge, skills, abilities and competencies required for each employee. Support systems needed to implement policy and procedure. Eg: change to the workplace physical setting or new equipment. This all comes under the WHS legislation.
Monitoring and Evaluation
Mangers should be monitoring and evaluating there department in an ongoing manner, this should be recorded and updated in a formal document or record management system? In the 2007 guidelines and the 2012 policy nothing is mentioned about these processes at all? This is outdated for policies compared to current research and practise. Any monitoring and evaluation tools used must be accessible to relevant employees, valid and reliable and also comply with relevant legislation. Recommendations
Position vacant analysis – needs to be conducted by managers and then approved by senior management and paperwork to be provided for each and every position as per 2007. HR not managers to deal with legislative and award requirement needs not managers. Position Description – It must be current and as accurate as possible. Templates reviewed on a quarterly basis for each position, and make sure they are in line with current legislation and it is listed within the advertisement. Timeframes – Estimated timeframes for each process need to be added to the policy as it was with the 2007 policy.
This will give a clear indication of what the correct process and timeframes that will and are expected to maintain the outcome required in the specified time stated. Personnel – HR and managers – the lines of each duty in the selection process are not clearly identified it is uncertain what the managers duties are and what the HR departments are, so is contrary to 2007 guidelines? For example does the Manager short list and short though resumes? Special exemptions to internal recruitment?? This is not in line the EEO legislation. Managers create advertisement with the support of HR for HU newsletter on intranet. Managers send advertisement with the support of HR advertisement to publications department to post on the intranet. Documentation – I suggest documentation being done for each position vacant and that the position be analysed by the Manager to determine whether the position is still required to be filled by a new employee or for example the duties can be provided and divided amongst current employees or only a part time employee? This should be every time a position becomes vacant. A process with documentation is imperative. Training and Support
HR is in charge of the whole procedure in 2007 guideline, it should be the manager’s duty with some support from HR as stated in 2012. Monitoring and Evaluation
Senior managers will sign off on the position description; and give approval of position this is consistent with the 2007 policy.
Position descriptions are developed by managers using a position description template and Senior or HR management to sign off on position description and approve. Advertisement include: Position title – should be an updated template of each position title including: Key tasks and objectives with required targets.
Qualifications required
Skills, knowledge, attributes and experience
WHS requirements
Terms and conditions
Advertisement
Advertisement does not have a timeframe however the whole process needs to be completed in 2 – 3 weeks, maximum. But in Healthcare United’s 2007 policy, position must be advertised internally and externally for 10 working days. It is contrary to 2012 as in 2007 all positions were firstly advertised internally for a minimum of ten working days and then will be advertised externally for another 10 working days. The 2007 procedure is too long. There is no mention to comply with the anti-discrimination legislation mentioned in either policy? Shortlist
The 2012 policy states the managers will conduct most of this work? With the support of HR department, processes need to be clear on who is responsible for each process of the selection process? In the 2007 Guideline the HR department did the shortlisting and reading of all of the applicants, after a shortlist has been complied I think they then should be sent to the manager to decide who he/she would like to interview for the position. The internal applicants will go through the same application procedure as per EEO legislation. Administration staff to collate all resumes and give to managers. Managers to read and screen each external and internal application and divide them into ‘yes’, ‘no’ and ‘maybe’ piles and decide on the shortlist to interview. Managers then collate all documentation from short-listed applicants. Managers organise administration staff to send all external applicants not short-listed are standard letter by post or email. Interview documentation and preparation
Should be prepared by the manager with assistant from admin staff. Manager organises interview panel, two members of HR department with one of the HR members being the chairperson. Manager chooses and advises the staff member of their role as ‘expert’ and requests that they think of three job related interview questions. Position description
Resumes for each shortlisted candidates
Consent to check and release police record form.
Standard interview questions for HR members of interview panel. Interview assessment forms for interviewers.
Use checklists for documentations.
Interview Applicants
Selection panel consist of two HR members and one staff member of job related department, with Chairperson being the HR member. It is contrary to 2007 because all the responsibilities are of Managers. It is outdated as current research says that the interview must involve the managers. It does not comply with the current legislation either. Knowledge of relevant equal
opportunity, fair work, privacy and anit-discrimination legislation is required within the panel. Interview Applicant
To be conducted in a comfortable and quite location
Food and beverages for interview panel
Interview schedule and timing needed.
Managers and HR to organise interview documentation as listed above. Chairperson greets candidate and makes introductions.
Chairperson opens interview.
Manager and HR member of panel ask applicant a series of standard interview questions. Manager from job-related department ask three question
Chairperson asks applicant if they have any question
Chairperson informs the candidate of the process.
Panel thank candidate for attending
Panel complete an interview assessment
Panel select applicant
Gain approval from senior management subject to reference check. Reference check
Reference checking should be done by managers according to 2012 policy while in 2007 it was done by HR. Reference checks are an important part of the selection process. Healthcare united reference check must be conducted on both internal and external applicant by the managers and support of HR department. Procedure:
Obtain applicants permission
Phone workplace of applicant and speak to manager/referee.
Introduce self and organisation and purpose of call.
Only ask standard questions about applicant’s knowledge and job related skills, competencies, knowledge and attributes.
Job offer
The job offer is to be finalised by the department manager. It can be verbal offer made quickly in order to ensure preferred candidate is hired. A verbal offer of employment and a candidates verbal acceptance creates a contractual relationship. Any negotiation on employment terms and conditions must be on
a ‘Without Prejudice” basis. Procedure:
HR department organise written contract to be drawn up with terms and conditions. Administration to post or email contract to applicant. Upon receiving of the signed contract HR post new employee advice about induction program. A letter of engagement will then be issued including, start date, position, hours or work and pay and entitlements. Conclusion
The 2012 recruitment and selection process will take a maximum of 2-3 weeks. However, the 2007 recruitment and selection process has an estimated time of 35+ days, which is far too long for the stream lined 2012 policy. Even though it takes a much longer time in the process, the 2007 policy has included procedures into recruiting and selecting which is more accurate and detailed, which has a higher chance of recruiting the best possible healthcare professionals. This means they can have the best possible human resources so they can provide the good quality service. With all the existing problems in 2012 recruitment and selection process identified, Healthcare United should adopt the recommendations made above to make the recruitment and selection process more efficient and effective and in line with all current legislation. The policy should further specify what training needs to be undertaken and how it is to be supported. Identify training needs of workforce

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#065

Manage recruitment, selection and induction processes

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Read the 2015 Dandenong Health care recruitment, selection and induction policy • Critically analyse the new/revised 2015 Dandenong Health care recruitment, selection and induction policy and compare it with the existing 2012 recruitment & selection guidelines. • Identify the areas for each procedure which require updating and write a report listing recommendations for revising key areas of the existing 2012 guidelines The areas of revision would include the points which are either contrary to 2015 policy, outdated compared to current research and practice and don’t comply with current legislations •  another office in Adelaide. Part of their HR plan is to employ 150 workers in three stages. Dandenong Health Care strategic and organisation plan is to provide: • the best qualified and trained human resources available for clients • up-to-date technology in all services for both clients and staff • Modelling best practices and using state of art facilities in a competitive environment. Key tenets of our recruitment and selection policy are: • Departmental managers will assume major responsibility for the recruitment and selection of staff, the training of required personnel and supporting documentation • HR department will support managers in this role • timeframe for recruitment and selection will be 4 weeks maximum • position analysis followed by job description will be conducted on all vacant or new positions with the assistance of HR personnel • all vacant and new positions will be advertised internally and externally for ten working days unless special exemptions apply and be advertised online on seekcom.au and in leading national newspaper, Morning Herald for at least 3 weeks, once a week. • special exemptions to internal recruitment must be approved by the general manager • all external applications which are not shortlisted in the initial process need to be notified via email before the end of the selection process • all interviews must be conducted by a trained selection panel consisting of at least 3 members, with one HR person • selection of staff is subject to reference checks conducted by the departmental manager • Dandenong hospital is an equal opportunity employer Dandenong Health care 2012 recruitment and selection guidelines Policy statement: Dandenong Health care is an organisation that seeks to employ the best possible aged care professionals. It is an equal opportunity employer. Purpose: The purpose of the recruitment and selection process is to ensure that Dandenong Health care has the best possible human resources available to effectively provide its service. Dandenong Health care recruitment and selection process has been developed in line with organisational strategies, relevant legislation and best practice recruitment. Recruitment and selection process The recruitment and selection process involves the following procedures: 1. position analysis 2. position description 3. advertisement 4. short-list 5. interview preparation 6. interview applicant 7. reference check 8. job offer 1. Analyse the vacant position When a position becomes vacant it is important to analyse the position to determine whether it is still required. Department Manager Estimated timeframe: 2 days When a position becomes vacant the following procedure must be completed. Procedure 1. Manager notifies HR about vacant position and requests ‘permission for position form’. 2. Manager completes their section of ‘permission to recruit form’ stating reasons why position needs to be filled and submits it to HR department. 3. Position needs analysis conducted by HR department who then completes rest of ‘permission to recruit form’. Note: HR may need to question manager about position. 4. Completed ‘permission to recruit form’ to be approved by senior management. 5. Once permission is obtained then HR department explore implications, options, legislative and award requirements.

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#065

Selection and Recruitment

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This paper will analyze the theoretical principles behind the relevant screening and selection method and then apply the theories to the Jandal Air Call Centre. The first section of this paper defines and describes the key concepts of validity, predictive validity, utility and reliability and then investigating the nature of call centre work and identifying the key competencies required in the Jandal Air Call Centre. The second section will critically evaluates the selection methods such as application blanks, biographical data, resumes and cover letters, reference checks and initial interviews.
The third section will analyze and evaluate the selection methods of personality tests including service orientation inventories, cognitive testing, work samples, integrity tests, structure interviews and assessment centre’s. This paper concludes with a final screening and selection plan for the Jandal Air Call Centre and considers its implementation. Organization’s major challenge in the rapidly changing work environment is designing and managing successful staffing processes. (Heneman & Judge, 2006).
Organizations use external or internal recruitment methods to get the best possible candidate in order to achieve their goals and objectives. Legge (1995), argues that the integration and internal consistency of human resource systems is very important for organizational success. Thus he says that the selection and recruitment processes are the foremost part of finding and identifying potential candidates. Success in securing appropriate and skilled employees sets upper limits on potential organizational performance, however good the management and development of that workforce be (Wolf & Jenkins, 2006).
Heneman and Judge (2006), suggest that although costs need to be considered in evaluating assessment methods, more consideration should be given to the fact that valid selection measures pay off and will return many times their cost. Firms that are less selective or hire lower-skilled employees are likely to experience significant effects on productivity, while hiring a mismatched employee can result in poor performance and higher turnover rates (Batt, 2002).
The importance of careful selection is punctuated in the case of front-line service roles, as these employees are situated at the organizational-customer interface, representing the organization to customers (Ashforth & Humphery, 1993). However, according to Hays Recruitment (2009), due to the current economic climate, pressure to maximize sales and revenue has created demand for experienced telesales consultants, while the need to maintain customer bases has created demand for capable customer service representatives.
Selectors need to be aware of how well particular methods predict future performance which is the validity and of the different methods cost, relative to the increased accuracy they bring which the utility (Wolf & Jenkins, 2006). In staffing, there is a concern with the validity of predictors both in terms of accuracy of measurement and accuracy of prediction (Heneman and Judge, 2006). It is important to use predictors that are an accurate representation of the knowledge, skills and other abilities (KSAOs) to be measured.
In order to assess the various screening and selection methods we must first understand the key concepts of validity, reliability and utility. According to Heneman and Judge (2006), validity refers to the accuracy of measurement and accuracy of prediction, as reflected by the scores obtained from a measure. That is the strength of the relationship between a predictor and job performance; the degree to which we are measuring what we think we are measuring.

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#065

Development/Recruitment Plan

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College essay writing serviceYour supervisor has asked you to make some recommendations regarding the leadership skills necessary to successfully work through the merger at Banks. You have been asked to develop a standardized method of personnel selection for their hiring needs. This plan will be used in all of the company’s operations, both domestic and foreign, as there are more open positions that will need to be filled quickly. It must support the company’s goal of obtaining competitive advantage through talent management and acquisition. Additionally, one of your first hiring needs involves recruiting electronics engineers with a BS degree and one year of experience in a manufacturing environment. The engineers will work a 12-month contract in China, after training in Centervale for a two-week period. The candidates should be suitable for the company’s current operations in Centervale and the subsidiary in China, as they will spend time at both locations. Skills in English and Chinese are preferred; however, English is required. Your goal is to identify the most qualified candidates for the job while keeping in mind the unique nature of work environments that require overseas travel. Write a 12 – 15 page report to your supervisor that will include the development of a recruitment plan. Reference any cultural and legal differences as well as challenges that are likely to arise. Cite at least 6 scholarly references, including direct reference to applicable laws and relevant studies. Address the following questions in your report using correct APA formatting. Part 1 Development of the Recruitment Plan •Describe your personnel selection system •Describe the implementation of the selection system at multiple locations •Evaluate interpersonal issues such as cultural differences •Describe the considerations made for varying employment laws •Describe Expatriation and repatriation strategies and services that will be offered to this group of engineers Part 2 Leadership Skills •What leadership skills are most important to those working directly with the Chinese subsidiary? •Develop a performance evaluation system for those identified as having leadership potential. •Explain how to develop underperformers and keep top performers motivated in a multicultural environment. By the due date assigned, submit your assignment to the Submissions Area. Assignment 1 Grading Criteria Maximum Points Described personnel selection system and implementation of the selection system at multiple locations. 40 Evaluated interpersonal issues such as cultural differences. 40 Described the considerations made for varying employment laws. 40 Described expatriation and repatriation strategies and services that will be offered to this group of engineers. 40 Explained what leadership skills are most important to those working directly with the Chinese subsidiary and developed a performance evaluation system for those identified as having leadership potential. 40 Explained how to develop underperformers and keep top performers motivated in a multicultural environment. 40 Written Components: Organization (16) usage and mechanics (16) APA elements (24) Style (4) 60 Total: 300Purchase the answer to view it.
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