Analyzing strategic and operational plan and policies to identify relevant HR policies and objectives
Goals should focus attention and efforts on the essence of the activities carried out. If the goals are too generalized, they do not allow you to accurately formulate the problem, set the task, and in the worst case, do not allow you to direct the activities in the right direction. Goals must meet such requirements as specificity and tension, measurability, coherence and accessibility, realism and relevance, linkage in time, resources, means, efficiency and activity.
Marketing of personnel. One of the important principles of psychology is that each personality is individual. From this point of view, approaches to recruiting personnel based on ideas about a person with a “gentleman” set of qualities are meaningless (Brewster and Hegewisch, 2017).
There was an era of diversity. In order to succeed, HR managers should consider each job candidate, each employee as a unique set of all behavioral and cultural factors.
However, for modern Organizations this remains a big problem, since the personnel managers themselves are not yet perceived as a basic value of the organization, as an untapped potential or resource. Ultimately, human resources managers should strive to achieve effective use of personnel, which can be considered as an optimal ratio of production, quality, performance, competitiveness and development (Taylor, 2014).
Policies, principles and procedures related to recruitment
One of the basic tasks for personnel management in modern conditions can be the marketing of personnel, which is viewed as a kind of management activity aimed at identifying and covering the need for staff. In the existing approaches to identifying the composition and content of personnel marketing tasks, there are two main principles (Coller, Cordero and Echavarren, 2018).
According to the first principle, the marketing of personnel is understood in a broad sense: as a specific philosophy and strategy for managing human resources.
On the basis of the second principle, the marketing of personnel is considered more narrowly: as a special function of the personnel management service, the specific activity of the service. This activity can be relatively separate from other tasks of personnel work and includes: analysis of external and internal factors that determine the direction of marketing activities; development and implementation of activities in the areas of marketing staff (Gardner, 2018).
The directions of marketing activities in the field of personnel in this context include: the development of professional requirements for personnel, the definition of qualitative and quantitative staffing requirements; calculation of costs for the acquisition and further use of personnel, selection of sources and cover the need for staff (Sarma, 2017).
Need for Recruitment
Under the involvement of personnel, we will understand all the activities of the organization aimed at finding personnel, creating an attractive image of the organization, developing technologies and search channels, analyzing the labor market and analyzing the personnel policies of competitors.
Once policies and procedures are developed, in a simulated work environment in a stimulated work environment
Under the selection of personnel, we will understand all activities and actions aimed at identifying those candidates; who corresponds to the stated vacancy in the greatest degree.
Attraction of personnel. When considering the problem of recruitment, it should be borne in mind that a number of significant factors affect the need for staff. Let us give a brief description of them. (Hunter, Crayne and Ligon, 2017).
Qualification – the experience of various companies shows that highly skilled professionals usually need less, and the resource costs for their search (time, finance) are required more.
Develop Position Description to be used for the advertising purpose for the following positions in VTI Group: Administration Manager, Marketing Manager and Training Manager and Finance Manager
The organization meets the need for personnel in the process of recruiting and creating a reserve of employees to fill vacant posts. The recruitment begins with the search and identification of candidates both inside the firm and outside it, taking into account the requirements, possible costs for closing the vacancy and resource opportunities (Goldstein, Passmore and Semedo, 2017).
Administrative manager for VTI group
Marketing Manager
Training Manager
Finance manager
List the specialists you can consult in HR processes
Develop a set of at least 10 questions you would be asking in an interview from each candidate for above mentioned positions
Prepare a set of at least 5 questions you would be asking in conducting reference checks.
Develop staff induction policy
Organizational – any change in the organizational structure and management system changes the need for staff. When optimizing organizational structures, as a rule, the need for staff is reduced. Social – the turnover of staff requires its constant replenishment. State policy in the field of employment – the restriction of the labor of certain categories of workers and the duration of working time raises the question of recruitment, etc.
Develop an advertisement each for the above mentioned positions which are to be posted on job portals
Administrative manager
VTI Group is looking for the qualified people to fill the following vacant postions.
All the qualified people who have attained the qualifications are encouraged to apply. Only shortlisted candidates will be contacted. Your CV and testimonials should be sent to our website on or before 25/8/2018. Good luck.
Successful candidate letter
Ms. Jane Doe
235 elm street
Columbus
Dear Ms. Doe:
Last week, we evaluated all applcations that we received for the position of Finance manager at VTI Group.
We are happy to tell you that you were succeful for the job. You are required to join us on Monday, 8 August , 2018 and you will be reporting to the group MD. Your salary is $ 120,000 but will be reviewd based on your perfomamnce.
You responsibilities as a Finance manager are all the finance duties but not limited to the finance department. The terms and conditions will be given to you after the induction process. We look forward to working with you.
Sincerely,
Alice Cooper,
HR Director
Staff induction and orientation checklist
Induction and orientation checklist includes;
Workers Name, employment start date, position at the job,explanation of the business, terms and conditions of the engagement and the hierarchy.
In a simulated work environment, obtain feedback from at least 2 participants about induction process meeting its objectives.
The training and marketing managers said that the induction process was good and that they got to know what happens in their particular departments. Goals should focus attention and efforts on the essence of the activities carried out. If the goals are too generalized, they do not allow you to accurately formulate the problem, set the task, and in the worst case, do not allow you to direct the activities in the right direction.
Refine induction policies and procedures, if required.
Under the involvement of personnel, we will understand all the activities of the organization aimed at finding personnel, creating an attractive image of the organization, developing technologies
Technology in relation to recruitment processes
Tests are a popular evaluation procedure by passing a time-limited test. Using tests, you can establish the level of knowledge and personal qualities of the candidate. The assessment center. Technology of comprehensive identification of business, personal, professional qualities of potential employees, their skills and knowledge through the consistent implementation of a wide range of evaluation activities. In the course of the procedure, the candidates are shown to match the corporate culture of the company, its goals and strategy. Usually evaluation criteria are the competency models developed on the basis of key requirements for a particular position (Howell, 2016). Personnel agencies sometimes use non-traditional methods of staff selection and evaluation, such as polygraph, some types of psychoanalysis, and even graphology, astrology or voice diagnostics. Their use is controversial, since the results shown in such studies may be very subjective, although they are popular with a number of clients. Personnel search through social networks: catching fish big Internet and social networks have long become one of the main tools in the work of a recruiter. In companies, HR branding is becoming a new trend, more and more employers are trying to follow it (Kim and Bae, 2017). The formation of the image of the company as attractive to employees includes two components: Visual series – a slogan and artistic image reflecting the strengths of the company, its corporate values ??and special position in the labor market.
To replace posts that require particularly high professional skills, a competitive selection system is applied. The methods of recruitment can themselves be active and passive. The active is usually resorted to when the demand for labor, especially skilled labor, exceeds its supply in the labor market.. Recruitment of employees occurs through a variety of channels. A conversation that gives an idea of ??the experience and professional qualities of the applicant. As a method of evaluation there for a long time, but in recent years, several of its varieties have been developed: a case-interview, aimed at assessing overall intelligence and sociability; projective interview shows the individual’s vision of the task or situation and the ways to solve it; structured interview in the form of a question-answer; provocative interview – the candidate is refused admission to work and is evaluated for his behavior; “Brainteaser” – an interview, implying the solution of a complex logical task; A stressful interview consists of answering unexpected questions in an unpredictable environment.
Over the past few years, I’ve been managing the development and I have to recruit new employees on a regular basis and although I do not have a professional education in the field of personnel management, I nevertheless dare to give a rather negative assessment of the current state of affairs in this matter in the IT industry: in my opinion, the interviews are full of subjectivity and randomness, and the average quality of selection is very mediocre – employers complain about the inadequacy of candidates’ requests, vacancies may remain uncovered for months, and staff members often fail to meet expectations (McBride, Hebson, and Holgate, 2015).
At this step, separate the mandatory from the desired. Think about it, but are you ready to take a person who will not be able to do this and this from your list of mandatory requirements as a last resort? If so, transfer such requirements to the desired ones. Do not be afraid that too many unworthy candidates will fall for a personal interview – from this we will defend ourselves in the next step. Now it is important to understand what is necessary and what is not. It is better to be afraid of the fact that, due to small discrepancies, really worthy candidates will be eliminated.
Q1) Discuss the importance of trials of forms supporting recruitment, selection and induction policies.
The importance of trials makes sure that people who are not qualified for the position gets eliminated very fast and quickly. It also ensures that in the recruitment process, only the best candidate survives that trials in every way. The best candidate is picked.
Q2) What outsourced specialist services you can use in recruitment, selection and induction policies?
Q3) What is outsourcing? When can you use outsourcing services?
Outsourcing is obtaining goods and services by contracting from a supplier outside.
A company can ousorce when;
Q4) List any 3 indicators of each used to hire staff and terminate staff?
Q5) Discus the importance of consulting senior managers about hiring and terminating staff?
The need for staff involvement determines the following practical actions. 1. Development of an engagement strategy that ensures the coordination of relevant activities with the corporate strategy. 2. Choice of the option of attraction (time, channels, labor markets). 3. Definition of the list of requirements for future employees, a set of procedures, forms of documents, methods of work with applicants. 4. Determination of the level of wages, methods and motivation and prospects for career growth. 5. Implementation of practical actions to attract staff.
Q6) What would you notice in the probationary staff before confirming his/her employment?
Within the framework of the marketing approach, recruitment and selection of personnel are the most important from the point of view of achieving the efficiency of the entire organization as a whole. Personnel policy of the organization is one of the components of the corporate image, and the success of the organization largely depends on it. Part of the personnel policy is the practice of recruitment and selection of personnel (Montaseb, Ragab and Elsamadicy, 2018).
Q7) What information must be included in the employment contract?
Q8) Explain the following HR related principles/legislations.
Anti-discrimination- It referes to laws designed in prevention against any form of discrimination against any class of people whether race, sex, age or color. The groups are usually referred to as protected groups.
Equal opportunity- refers to equal treatment of people in an organization without any bias or predjudice.
Industrial relations- defined as the complex interelations between employers and employees in an organization.
Workplace relations- refers to the relationship between collegues and employees in an organization.
Q9) Explain the relevance of psychometric and skill testing programs to recruitment.
The implementation of this type of activity involves the use of its toolkit and its strategic information, which consists of: curricula and plans for the release of specialists in educational institutions; training programs for additional training in commercial training centers and retraining courses; specialized magazines and special editions; special seminars, exhibitions, conferences; advertising materials of other organizations (especially competitors); presentations; holding educational institutions “open days”; internal reporting system of the organization on personnel matters; polls within the organization (Oaya and Remilekun, 2017)
Brewster, C. and Hegewisch, A. eds., 2017. Policy and practice in European human resource management: The Price Waterhouse Cranfield survey. Taylor & Francis.
Coller, X., Cordero, G. and Echavarren, J.M., 2018. Recruitment and Selection. In Political Power in Spain (pp. 83-102). Palgrave Macmillan, Cham.
Gardner, A.K., 2018. How can best practices in recruitment and selection improve diversity in surgery?. Annals of surgery, 267(1), pp.e1-e2.
Goldstein, H.W., Pulakos, E.D., Passmore, J. and Semedo, C. eds., 2017. The Wiley Blackwell handbook of the psychology of recruitment, selection and employee retention. John Wiley & Sons.
Hunter, S.T., Shortland, N.D., Crayne, M.P. and Ligon, G.S., 2017. Recruitment and selection in violent extremist organizations: Exploring what industrial and organizational psychology might contribute. American Psychologist, 72(3), p.242.
Howell, C., 2016. Regulating class in the neoliberal era: the role of the state in the restructuring of work and employment relations. Work, employment and society, 30(4), pp.573-589.
Kim, D.O. and Bae, J., 2017. Employment relations and HRM in South Korea. Routledge.
McBride, A., Hebson, G. and Holgate, J., 2015. Intersectionality: are we taking enough notice in the field of work and employment relations?. Work, employment and society, 29(2), pp.331-341.
Montaseb, M.M., Ragheb, M.A., Ragab, A.A. and Elsamadicy, A.M., 2018. The Affect factors of SMEs’ outsourcing decision making. The Business & Management Review, 9(3), pp.271-278.
Oaya, Z.C.T., Ogbu, J. and Remilekun, G., 2017. Impact of Recruitment and Selection Strategy on Employees’ Performance: A Study of Three Selected Manufacturing Companies in Nigeria. International Journal of Innovation and Economic Development, 3(3), pp.32-42.
Sarma, J., 2017. Recruitment And Selection In Assam Carbon Products Limited. Deliberative Research, 35(1), pp.27-32.
Taylor, S., 2014. Recruitment and selection. Strategic Human Resource Management: An International Perspective, 10(6), pp.139-14
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