HRM: Job Requirements, Recruitment Strategies, And Selection Criteria

Importance of Job Requirements in HRM

HRM or human resource management is a strategic approach for the effective control of organizational employees for the reason that the management could help this business in gaining competitive advantages (Bratton  & Gold, 2017). The following report outlines a brief scenario of expansion of business as well as sustainability. A HR manager of expanding technology organization for developing smaller electronic devices. Recently this organization has won a contract for building and providing the remote surveillance cameras.

Three distinct job requirements that would be extremely important and suitable for the above mentioned scenario are as follows:

1. Requirement of Certifications: The first and the foremost job requirement of this particular scenario is the requirement of the certifications (Bailey et al., 2018). This is one of the most significant credentials, which shows that the employees have specific skills and knowledge.
2. Previous Work Experience: Another important job requirement is previous work experience certificate. The HR manager of the company should undertake certificates of past job experiences of the employees to be recruited.
3. External Influences: The consideration of external influences or references is the third job requirement in this scenario (Chelladurai & Kerwin, 2017).

Two methods of the job requirements that could impact on staffing are as follows:

1. Frequently Asked Recruitment Questions: The first and the most significant method of the mentioned job requirements that has a stronger impact on staffing is frequently asked recruitment questions. The candidates should be asked questions regarding their domain knowledge.
2. Advertisements: The HR manager should advertise for the vacant positions by providing advertisements in magazines, trade journals and newspapers (Alfes et al., 2013).

The most basic strategy to ensure the applicants could meet the subsequent job recruitments is to recruit in the correct places. The human resources manager should find the qualified candidates by simply posting the job advertisements on the appropriate job recruitment web sites (Budhwar & Debrah, 2013). Moreover, the position should be advertised by niche career sites. An important factor for the applicants meeting respective job requirements is to notify the applicants regarding the core values of the specific organization. This particular strategy would be extremely effective for the new contract that the organization has got for their business expansion.

The long term recruitment plan is a previously arranged strategy to hire the new employees. This type of planning eventually acts as the basic timeline for the company for finding the qualified candidates without causing the downtime for this particular organization. Hence, the long term recruitment plan could easily identify the objectives as well as goals of the specified position (Brewster, Chung & Sparrow, 2016). For this company, the long term recruitment plan should comprise of several components. The most important steps of this long term recruitment plan are as follows:

1. Identification of Job Opening: The first step is identify the requirement of the job opening in this company.
2. Deciding the Procedure of Job Opening: Next, the process of the job opening should be decided eventually.
3. Identification of Target Group: In the third step, the respective target group should be identified (Marchington et al., 2016).

1. Notification of Target Group: In the next step, the identified target group should be notified.
2. Meeting with the Candidates: The final step of the recruitment plan is to meet the suitable candidates for the positions.

The major components of this long term recruitment plan are as follows:

1. Announcement: The advertisement of the recruitment plan should be announced by the HR.
2. Recruiting Timeline: The second component is to recruit the timeline (Purce, 2014).
3. Advertising Plan: The advertising plan is the third distinct component of the recruitment plan.
4. Interview Schedule: The fourth major component of the recruitment plan is interview schedule of candidates.

The three branding strategies for the attraction of applicants in this company are as follows:

1. Brand Positioning: The first strategy is brand positioning. The brand should be positioned for the target customers and this could be done at the benefits level.
2. Brand Name Selection: The second strategy of this company is the proper selection of brand name. This type of brand name is one of the most important branding decisions (Storey, 2014). The HR should suggest a name which could be easily pronounced and recognized.
3. Brand Development: The third branding strategy is brand development. This organization has four choices of brand extensions, line extensions, new brands or multi brands.  

Three effective methods of communication to reach out to the applicants are as follows:

1. Giving Advertisements: The HR manager can give advertisements in newspapers and online web sites.
2. Emails: The HR manager can also communicate through emails.
3.  Phone Calls: The third effective communication method is through phone calls.
4. The branding strategies as well as the communication methods could easily provide better effectiveness to this company (Aswathappa, 2013).

Two important and efficient selection process for employee recruitment are as follows:

1. Online Examination: The first selection process is online examination. The employees would have to give an examination regarding the domain knowledge.
2. Personal Interview: The second selection process is personal interview. The HR should arrange a face-to-face meeting with the applicants.

Five selection criteria for hiring new employees in the company are as follows:

1. Educational Qualifications: The first criterion is educational qualification (Anderson, 2013). The applicants should have a minimum qualification and they should meet the criteria.
2. Previous Work Experience: The employees should have a previous work experience of at least few months.
3. iii) Specific Skills: These employees should also comprise of some of the specified skills.

1. Age Limit: The employees should have an age limit and no employee could apply for the post after the age limit.
2. Training Undertaking: The fifth selection criterion is the training that should be undertaken (Jackson, Schuler & Jiang, 2014). Some of the trainings should be undertaken by the applicants for applying for the job.

The above mentioned five selection criteria would be extremely effective and efficient for the proper execution of the selection process. These five selection criteria of educational qualifications, previous work experiences, specific skills, age limit and training undertaking. The effects of these five selection criteria are extremely high and proper analysis could be easily done on these criteria.

The two assessment methods for the proper selection of the new employees within the company are as follows:

1. KSA Based Assessments: The first assessment method is KSA based assessments like cognitive ability test, job knowledge test, personality test, integrity test, structured interviews and physical fitness test (Budhwar & Debrah, 2013). This is extremely effective for the company.
2. Task Based Assessments: The next assessment method is task based assessments like situation judgement tests, assessment centre, physical ability test and work sample test.

1. KSA Based Assessments: The KSA based assessment methods or knowledge, skills and abilities based assessment methods help to understand and measure the knowledge and skills of the applicants. The validity and reliability of the KSA based assessments are also checked eventually (Brewster, Chung & Sparrow, 2016). This organization is offering several jobs to the applicants for their new contract. A variety of mental abilities is being checked by validating the verbal as well as mathematical abilities or reading of comprehension. The cognitive ability test and the physical fitness test provide mental and physical strength measurements and hence the applicants are analysed easily without any type of issue.
2. Task Based Assessments: The second assessment method is on the basis of tasks. The physical ability test and the situation judgment test helps to check the ability of physical strengths and how the person could judge any situation. The work sample tests and the assessment centres could easily validate and efficiency and effectiveness of the applicants.

Four job predictors for assessing the knowledge, skills, abilities and other skills and experiences or KSAOs of the applicants are provided below:

1. Educational Qualification: The first predictor for analysing KSAOs of the applicants is educational qualifications (Chelladura & Kerwin, 2017). This factor depicts the effectiveness of skills and knowledge.
2. Past Behaviour: The other skills are checked with this particular factor.
3. Cognitive Ability: It helps to define how any people could perform in wider range of processes like solving of problems.iv) Conscientiousness: The HR manager could also arrange another job predictor of conscientiousness. The manager could agree that these applicants are organized and could plan ahead. Hence KSAOs are checked eventually.

Conclusion

Therefore, it could be concluded that this particular human resource management is responsible for maximizing the employee performances in respect to the strategic objectives of an employer. This is majorly concerned with the people management for focusing on the systems and policies. HR management is also important for overseeing the employee benefits and performance appraisal. The above report has properly outlined the entire scenario of employee selection and recruitment. A secured larger facility is required and more staffs are being hired for sustaining first part of the contract. Job requirements, selection criteria as well as assessment methods are explained here.

References

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Anderson, V. (2013). Research methods in human resource management: investigating a business issue. Kogan Page Publishers.

Aswathappa, K. E. M. A. L. (2013). Human resource management: Text and cases. Tata McGraw-Hill Education.

Bailey, C., Mankin, D., Kelliher, C., & Garavan, T. (2018). Strategic human resource management. Oxford University Press.

Bratton, J., & Gold, J. (2017). Human resource management: theory and practice. Palgrave.

Brewster, C., Chung, C., & Sparrow, P. (2016). Globalizing human resource management. Routledge.

Budhwar, P. S., & Debrah, Y. A. (Eds.). (2013). Human resource management in developing countries. Routledge.

Chelladurai, P., & Kerwin, S. (2017). Human resource management in sport and recreation. Human Kinetics.

Jackson, S. E., Schuler, R. S., & Jiang, K. (2014). An aspirational framework for strategic human resource management. The Academy of Management Annals, 8(1), 1-56.

Marchington, M., Wilkinson, A., Donnelly, R., & Kynighou, A. (2016). Human resource management at work. Kogan Page Publishers.

Purce, J. (2014). The impact of corporate strategy on human resource management. New Perspectives on Human Resource Management (Routledge Revivals), 67.

Storey, J. (2014). New Perspectives on Human Resource Management (Routledge Revivals). Routledge.