Describe the organisation and its core business then explain how and why you would analyse strategic and operational plans and policies before developing recruitment, selection and induction policies and procedures.
Human Resource Planning is identified to the future HR needs and can be implemented in the banking sector. It provides a rational basis to develop as well as fund the HR programs, which are required to support the objectives of the banking sectors. The future HR planning involves two of the activities such as to develop as well as analyze the data that are identified as the HR needs (Amini et al., 2016). Such data includes future gaps, the surplus in the workforce, the rate of turnover and the survey of the employees. The second activity is to develop the response to the identified needs.
The report reflects on the HR function of a banking sector who works with the management in order to determine the future HR needs of the organization. It also summarizes the process by which the managers, as well as supervisors, involve in the process of recruitment, selection as well as induction. After identifying the involvement of the managers, it is required to identify the issues with the process of induction. This report reflects on the circumstances, which are required to make refinements. Finally, a reflection is given to forecasting the recruitment requirements and to fill the vacancies within the organization.
Banking policy and procedures are developed to assist retail banking facilities in preparing standard operating procedures for the Australian Bank. The banking sector is committed to promoting equal opportunities during the process of recruitment as well as selection (Armstrong & Taylor 2014). The managers and supervisors are involved in the process should refer the recruitment guidance notes for further guidance to promote equal opportunities. Selection should be made from the job description as well as personal specifications of the applicant (Dee & Wyckoff, 2015). A positive approach towards the policy and procedure allows the managers to choose the best applicant for the job based on their merit.
It ensures current position descriptors as well as person specifications for managers and supervisors in the recruitment, selection and induction processes use vacancies (Tyson, 2014). Using the person specifications, it enables to make certain that the best candidate to be selected for the organization. They ensure that a level of awareness is required for the person specification as it is counted towards job evaluation. The person specification uses to inform the potential applicants about the level of complexity of the job role that helps to decide if apply for the job or not. Based on the person specification, it establishes the required criteria for the candidates who are judging objectively (Russell & Brannan, 2016). In order to meet with the recruitment requirements, education, as well as processing, is used to satisfy the employees.
The managers provide training programs to their new employees through workshops as well as seminars. These training programs include checking handling skills, account balancing tasks, the procedure for the transaction, currency recognition as well as the procedure for daily settlement (Amini et al., 2016). They are also emphasizing strategies regarding customer service as well as emergency attentiveness techniques. When the new employees are recruited in the banking sector, then staff training, as well as development activities, are required for the business. Therefore, they are required to give training in order to fulfill the organizational roles. They are given training, not for the business, but to develop the own skills as well as knowledge of the employees. The training method keeps them challenged as well as engaged in their job role.
The managers should ensure that the advertising of the recruitment of the applicant is published as per the banking policy and procedures (July & Trust, 2016). Authorization requires being obtained from the Finance as well as HR divisions before the role are proficient for advertising. When the approval of advertisement is granted, then the job advertisement is placed in online recruitment system to ensure the compliance with recruitment policy and procedure (Zerbini & Borghini, 2015). Therefore , the vacant position is filled based on organizational policies as well as requirements.
The manager may or may not be focus to the organizational procedures depending on the services they propose. The placement officer uses the selection process for recruiting the applicants (Russell & Brannan, 2016). If the placement officer selects the applicant for the referral to an employer but discards others, then it is covered. The strategies are intended to cover all the users of worker selection policy and procedure, such as employment agencies who are focus to Federal equal employment opportunity law.
The manager ensures job offers as well as contracts of employment are executed punctually, such that the employees can start their work as well as aware of their responsibilities as well as benefits to meet the organizational goals (Smith & Tsutsumi, 2014). At the time of interview process, the job offers of the employees should be written in the job description. The written contract consists of the following such as:
The manager provides new appointments to the new applicants who give the proper information about the salary, and organizational terms and conditions are documented (Mahmood, 2014). A job description is given to them so that the employees can get information on the total amount they get, the date of receiving the salary; get complete details of benefits plans. Salaries are discussed with the employees to familiar them with the organizational benefits (Zerbini & Borghini, 2015). The starting salary of the employee should be mentioned in the appointment letter. The salary is dependent on the appointment time. If the appointment is part-time, then the salary is prorated accordingly.
The induction procedures are designed in order to assist the manager and supervisors with the induction of the new employees. It helps them to adjust to the new working environment so that they are efficient in their work in shortest possible time (Dessler, 2013). The content of the induction program depends on the nature of the role of the new employees. The banking sectors provide the induction program focus on power point presentation as well as lectures on the organizational cultures and opportunities.
The period of probation is the extension of the process of recruitment and this period gives the time to ensure that the selection made for the vacancy is the right choice. It helps the managers to choose the right applicant for the job position (Jeske & Shultz, 2015). The probation lasts from one to six months. The training department can ask the employee to walk away from the agreement at any point during the probationary period. The manager sets standards for the employees so that they can pass their probation. It provides the employees with the clear job description. It provides the business practices as well as procedures (Timming, 2014). The manager should schedule training for the employees that help them to meet their job requirements.
At the time of designing an induction program, the employee is required to know about the organizational goals within 24 hours, first week, first month as well as the first year (Zerbini & Borghini, 2015). During the induction process, the new employees can identify the issues regarding their job, work environment, work team as well as manager ((July & Trust, 2016). The employees face issues when they do not understand what is expected of them. This induction process of the banking sector includes safety training to the employees so that they can focus on the safety issues of the organization. The banking sector provides safety induction training as well as clear safety rules within the workplace (Abramo, D’Angelo & Rosati, 2015). Under this legislation, an employer cannot dismiss the worker when reporting an Occupational Safety and Health issues.
In the banking sector, the firm records financial data nearly each activity as well as transaction, it continues to amass large amounts of data. Sometimes the data are irrelevant, as therefore there is a requirement of data refinements (Russell & Brannan, 2016). They need proper data refinements mechanism through which the relevant data are filtered out. Through this mechanism, the banking sector will maintain the accurate data, but they should extract the accurate information from it (Armstrong & Taylor 2014). Refinements are done from outside of the organization such as consultant and director of another organization. They evaluate the function of management of the organization as well as suggest refinements and changes for the organization (Zerbini & Borghini, 2015). When the consultant identifies the issue in the business process, then the employees work hard as well as improve their ideas as well as solutions by making refinements in their work.
Another circumstance when the financial data has the lack of data quality such as the data has the lack of conformity, duplication, completeness, duplication as well as integrity; then refinements are required to done (Abou-Moghli, 2015). Financial data are required to ensure their accuracy as well as consistency. Therefore, proper policies and procedures are required to maintain the data in the banking sector. However, refinements to the banking sector strategy provide training as well as experience with the employees. It helps to achieve the better focus on the critical elements of the banking strategy as well as stronger buy-in among the banking sectors.
In order to forecast the recruitment requirements as well as filling vacancies in the banking sector, trend analysis is used to review the past employment needs in order to predict the future needs of the organization (July & Trust, 2016). This is done through analysis the number of employees at the end of the years. Secondly, the employee’s needs are analyzed based on financial, human resources as well as administrative functions (Mondy & Mondy, 2012). Delhi Technique is used to forecast the future workforce needs of the employees.
Employee referral programs are one of the ways to fill up the vacancies within the organization. The banking sector should participate in the strategic planning of the organization. Strategic planning of the organization includes the budget analysis as well as forecasting of the new employees (Russell & Brannan, 2016). The human resource planning creates a plan as well as sets a timetable for the reduction of the current positions as well as career transition resources for the terminated employees (Timming, 2014). Job analysis technique is done based on the factors such as the resources required to analyze the job, the scope of the job as well as the size of the banking organization.
Conclusion
It is concluded that the manager of the banking sector should determine the future human resource needs. The manager, as well as supervisor, ensures the employees about the organizational policies and procedures so that they can recruit the right people at the right time. The manager develops current position descriptors and person specification such that if the employees require any further training regarding their job profile, then they are given. The employees should be concerned about all the organizational policies as well as legal requirements. Appropriate induction procedure is followed so that at the very first day, the employees should be familiar with their job profile as well as responsibilities.
References
Abou-Moghli, A. (2015). Recruitment and Selection and Their Effect in Achieving the Institutional Excellence. IBR, 8(3).
Abramo, G., D’Angelo, C., & Rosati, F. (2015). Selection committees for academic recruitment: does gender matter?. Research Evaluation, 24(4), 392-404.
Amini, M. T., Keshavarz, E., Keshavarz, A., & Bagheri, S. M. (2016). Prioritisation and performance evaluation of employees at strategic human resource management process using fuzzy AHP and fuzzy TOPSIS methods. International Journal of Productivity and Quality Management,17(1), 61-81.
Armstrong, M., & Taylor, S. (2014). Armstrong’s handbook of human resource management practice. Kogan Page Publishers.
Dee, T. S., & Wyckoff, J. (2015). Incentives, selection, and teacher performance: Evidence from IMPACT. Journal of Policy Analysis and Management, 34(2), 267-297.
Dessler, G. (2013). Human resource management. Boston, Mass.: Pearson Education.
Fox, K., & Smith, P. (2014). GETTING SELECTION PROCESSES RIGHT.Initial Teacher Education in Schools: A Guide for Practitioners, 5.
Jeske, D., & Shultz, K. (2015). Using social media content for screening in recruitment and selection: pros and cons. Work, Employment & Society.
July, I., & Trust, H. Q. (2016). Recruitment and Selection Policy. Policy.
Mahmood, M. (2014). Strategy, structure, and HRM policy orientation: Employee recruitment and selection practices in multinational subsidiaries. Asia Pacific Journal Of Human Resources, 53(3), 331-350.
Mondy, R., & Mondy, J. (2012). Human resource management. Boston: Prentice Hall.
Russell, S., & Brannan, M. J. (2016). “Getting the right people on the bus” recruitment, selection and integration for the branded organization. European Management Journal.
Smith, D., & Tsutsumi, H. (2014). Candidate selection methods and policy cohesion in parties: The impact of open recruitment in Japan. Party Politics.
Timming, A. (2014). Visible tattoos in the service sector: a new challenge to recruitment and selection.Work, Employment & Society, 29(1), 60-78.
Tyson, S. (2014). Essentials of human resource management. Routledge.
Zerbini, F., & Borghini, S. (2015). Release capacity in the vendor selection process. Journal Of Business Research, 68(2), 405-414.
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