Appointing A Recruitment Officer For The Human Resources Department In Whittington Health NHS Trust, London

Person specification

This report aims to discuss the appointing of a Recruitment Officer for the Human Resource Department in Whittington Health NHS Trust in London. This report provides a detailed discussion of the job description and the person specification for the position of the company. A corporate induction programme for the new starters is provided in this report. An individual staff development plan for the first year of service for the post is delivered in the report. Finally, a conclusion has been stated in this report that presents an appropriate conclusion.

The aim of the Whittington Health NHS trust is to assist the local people be alive a prolonged life and improved lives with offering the people with personal, secured, and synchronised community care (Hotouras et al. 2015). The company has a requirement of Recruitment Officer for the Human Resource Department.

The main job of the Recruitment officer is to attract the candidates for the potential jobs and then match them with the permanent or temporary positions with the companies who are client (Gordon et al. 2016). A positive relationship development is required for gaining an enhanced understanding for the recruitment needs and the requirements. Working as the recruitment officer, the individual is expected to attract the candidates by drafting the copies of advertising for vast range of use in the media and by networking, headhunting and with the help of referrals.

• Research into the companies of clients
• Communicate with the clients for obtaining a transparent view of the needs of hiring and the goals of the organisation
• Define the job description and the specifications of documents
• Research into the market place and the competitors (Ainscow et al. 2013)
• Create a persona for the candidates for each position that is open
• Identify the prospective candidates by using various channels
• Conduct the confidential interviews (Zepeda 2013)
• Present the shortlisted candidates
• Follow-up on the references and check the credits
• Present the briefed profile summaries of the candidates
• Research and create the leads for recruiting (Municipality 2013)
• Create long-term relationships with the clients
• Advise the clients on the preferred recruiting practices
• Build a sustainable lead strategy for the candidates

Person specification
Skills and qualification Save Time On Research and Writing Hire a Pro to Write You a 100% Plagiarism-Free Paper. Get My Paper	· Qualified to the level of degree in any connected subject · Excellent skills of IT · CIPD desirable · Basic understanding and practical knowledge of the law of employment and the best practise of employer · Methodical and organised approach for the record keeping and administration · Excellent verbal and written skills are important
Key competencies	· Managing the relationship of customer · Control and planning · Influencing and communication · Personal impact and team working · Great attention to detail · Personal impact and team working
Experience	· Knowledge of the supporting managers through several departments at distinct level in every aspect of HR and training · Must have knowledge of recruitment of volunteer, development and retention · Must have experience of working with the safeguarding/CRB protocols · Minimum three years of experience of working in any generalist environment of HR for including administration of training and recruitment at all the levels

The lists of induction programme recommended activities for covering from the day one to probation end.

SESSION	SUGGESTED CONTENT OF SESSION
Introduction to the other staff members Responsible Person – Line Manager	Review the organisational chart Make aware of the responsibilities and roles of the staff in common terms. Can intend in prolonging the period for allowing increased official visit to the crucial contacts in work area.
Introduction to hospital premises and area of work Responsible Person – Line Manager	Objectives, Mission, Vision of area of work Method by which that area of work suits All the key operational and social areas needs to cover.   (e.g. Catering Facilities, Offices, Labs, Library)
Terms and Conditions Person Responsible – Line Manager	Certify the proper observation of new start and the individuals agreed all information that is confined in Information for the fresh Employees. It contains the significant information on the conditions and terms.
Introduction to supplementary departments in the area of Work Responsible Person – Line Manager	Activities/other work area purposes/teams In what way the team is placed in the area of work How area of work is placed in the hospital
Work area Culture Responsible Person – Line Manager/Nominee	Create original starters alert of the local provisions concerning the work hours, requests of holiday, sickness process, working after hours, lunch of arrangements, and dressing code.. Some of the hospital processes e.g. parking and transportation, e-mail usage and internet.
Systems of Office Responsible Person – Nominee /Line Manager	Analyse the procedures of exploiting the apparatus of office like the telephone, computer, photocopier, fax, voicemail, printer etc. Analyse the processes to use the equipment/hospital systems like: open access computers, laboratories, etc. Analyse the computer security and practise of software use. Study the efficiencies of environment (recycling, energy, waste)
Standards of performance Responsible Person – Line Manager	Framework the details of the job description (job role) – Outline the objectives, expectations, plus the objectives Analysis of the performance and the probation and development appraisal process/ADR/review
Safety and Health Responsible Person – Safety Co-ordinator and Health/ Line Manager	Physical – fire alarms, first-aid arrangements, fire exits, manual handling, fire-training arrangements, fire evacuation procedure, VDU usage, and any other arrangements as per requirement.
Job Explicit Training & Development Person Responsible – Line Manager/Nominee	Character particular needs of progress must be revised and an appropriate programme for the training purposes must be strategic that supports the skills of individual to the fundamental duties (Cunningham and Hillier 2013). The staff with responsibilities of line management must be understood about the duties and have to appear in any related training. Framework the exploitation of the ADR/development reviews and annual performance as one of the crucial method of defining the ongoing needs development that are role specific. Review the usage of the tools of personal development planning (i.e. PDP)
Probation Person Responsible – Line Manager	The probation policy will be applicable for the new staff
Monitoring and Evaluation Person Responsible – Line Manager	The monitoring and the reviewing of the induction program is important Regular meetings of review must be help for understanding any adjustments during the period of induction Realise the sample templates for supporting the process: Evaluations and Checklists.

Professional development that is intended for the staff members in the situation when any additional member links with the team. Additionally, every member of staff must have a living plan of development (Huffman et al. 2014). The staff development plan for the first year of service for this post is carried out in steps:

Step 1: Determining the goals

Defining of the career goals: this starts with the brainstorming exercise for starting to think about the personal and professional long term and short term goals.

Step 2: setting of goals

For each of the goals, it is important to write down three things that is needed to be achieved for gaining the desired result (De Rijdt et al. 2013). It is important to ensure that the goals are Measurable, Specific, Time-bound, Relevant, and Attainable Consider stretching the individual with the goals that are rewarding and challenging.

Step 3: Taking the inventory

Key competencies

The area strength and the area of opportunity with the self-reflection or collect the feedback from the team (Cheng 2013). It is suggested to work closely associated with the manager for identifying and prioritising the areas of development.

Step 4: The 70/20/10 learning approach would help in the closing of the gaps of performance and knowledge with the informal and formal learning (Hall-Ellis 2015). Education and exposures can help in supporting the acceleration and improvement of the performance.

Step 5: Consulting with the manager

A mandatory check in with the manager is required for keeping the accountability of the individual on the successes and the challenges.

Step 6: Measure the success

 Determine the method of measuring the progress and the achievement of the goals (Stewart 2014). The dates of completion of targets must be reasonable and it should be approved by the manager.

Step 6: Getting valuable input for visualising success

Initiate a dialogue with the manager and coach for understanding the methods of development and then achieve enough motivation for progressing towards the goals (Anstey, Riggar and Walker 2017).

Conclusion

Therefore it can be concluded that several steps are required to be followed for appointing a Recruitment officer.  The Whittington Health NHS trust targets to assist the local people have a longer life and improved lives by offering personal, coordinated care, and safe for the community. The main job of the Recruitment officer is to attract the candidates for the potential jobs and then match them with the permanent or temporary positions with the companies who are client. A positive relationship development is required for gaining an enhanced understanding for the recruitment needs and the requirements. Some of the duties and responsibilities are research into the companies of clients, communicate with the clients for obtaining a transparent view of the needs of hiring and the goals of the organisation, define the job description and the specifications of documents, and research into the market place and the competitors.

References

Ainscow, M., Beresford, J., Harris, A., Hopkins, D., Southworth, G. and West, M., 2013. Creating the conditions for school improvement: A handbook of staff development activities. Routledge.

Anstey, E., Riggar, T.F. and Walker, J., 2017. Staff appraisal and development. Routledge.

Cheng, Y.C., 2013. School effectiveness and school-based management: A mechanism for development. Routledge.

Cunningham, J. and Hillier, E., 2013. Informal learning in the workplace: key activities and processes. Education+ Training, 55(1), pp.37-51.

De Rijdt, C., Stes, A., Van der Vleuten, C. and Dochy, F., 2013. Influencing variables and moderators of transfer of learning to the workplace within the area of staff development in higher education: Research review. Educational Research Review, 8, pp.48-74.

Gordon, A.C., Mason, A.J., Thirunavukkarasu, N., Perkins, G.D., Cecconi, M., Cepkova, M., Pogson, D.G., Aya, H.D., Anjum, A., Frazier, G.J. and Santhakumaran, S., 2016. Effect of early vasopressin vs norepinephrine on kidney failure in patients with septic shock: the VANISH randomized clinical trial. Jama, 316(5), pp.509-518.

Hall-Ellis, S.D., 2015. Succession planning and staff development–a winning combination. The Bottom Line, 28(3), pp.95-98.

Hotouras, A., Ribas, Y., Zakeri, S., Murphy, J., Bhan, C. and Chan, C.L., 2015. Gracilis muscle interposition for rectovaginal and anovaginal fistula repair: a systematic literature review. Colorectal Disease, 17(2), pp.104-110.

Huffman, J.B., Hipp, K.A., Pankake, A.M. and Moller, G.A.Y.L.E., 2014. Professional learning communities: Leadership, purposeful decision making, and job-embedded staff development. Journal of School Leadership, 11(5), pp.448-463.

Municipality, D., 2013. FINAL INTEGRATED DEVELOPMENT PLAN (IDP). IDP), 2013(2018).

Stewart, C., 2014. Transforming professional development to professional learning. Journal of Adult Education, 43(1), pp.28-33.

Zepeda, S.J., 2013. Professional development: What works. Routledge.