Recruitment and selection is one of the major functions of Human Resource management. It is the report that focuses on such function along with its different aspects. The report initiates with the discussion of the company and the job profile on which the employees need to be recruited. The major discussion is regarding the job recruitment and selection strategy that has been made in accordance with the job description and the requirements (Taylor, 2014). The report gives the idea about the recruitment plan and the job description.
The client company for which the recruitment needs to be done is In Vogue Fashion house (fictitious). It is the company that operates in fashion industry which is located at Ottawa, Canada. The company designs their own clothes and accessories and serve the customers by their own exclusive stores in the name of “IN-VOGUE”. The company is serving the customers with great quality products. It is required by the company to recruit an HR manager in order to handle the overall HR team and the teams of other employees including the new fashion designers that have been recruited recently in the fashion house. HR manager is the very important and the essential part of the organization as all the employees need to be managed in the company by HR manager only. He is the one who is responsible for taking care of employees along with provision of all the required necessities of the employees. As the company has recently recruited many fashion n designers and other team members, the fashion hub requires to recruit skilled HR manager so that he can take care of all the employees properly, majorly their training sessions and payroll handling. It has been analysed that handling the fashion industry is very different from handling other industries thus it makes the choice limited for the recruitment firm to hire the manager who belongs to this industry or some related industry. It is required to take the recruitment strategy in such a way so that fashion people can apply for the job.
Job Description:
How, where and why to advertise:
How: It is required by the company to advertise about the company. As a third party following things should be done:
Where: this is the section in which the company needs to take decision that where the advertisements need to be posted (Kurtz & William, 2017).
When: It is the section that describes about when the ads need to be posted. The first step for the company is to develop the job description in accordance with the company requirements. This job description needs to be matched with the profile of the candidates and they needs to be contacted. This is the time when the ads should be posted on the portals (Kundu, Rattan, Sheera & Gahlawat, 2015).
The ad that needs to be posted requires the job description as well as the job specifications of the job so that the candidates who are relevant and whose profile matches with the requirements can apply for the job. The sample of the ad that needs to be posted on the online portal should be like below:
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Job title: HR manager |
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Experience: 3-5 years in the related industry |
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Package: $21000- $30000 |
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Company name: In Vogue fashion house |
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Company description: It is the company that operates in fashion industry which is located at Ottawa, Canada. The company designs their own clothes and accessories and serve the customers by their own exclusive stores in the name of “IN-VOGUE”. The company is serving the customers with great quality products. |
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Job description: Roles and responsibilities of the HR manager: Ø Development of human resource policies Ø Managing the payroll of the employees Ø Training and development of the employees Ø Determining the job vacancies and explaining the job description for the same Ø Managing the relation between the third party and the company. Ø Developing employee engagement program Ø Tracking the employee performance documents Ø Conducting meetings with the employees to address their personal issues Ø Resolving the conflicts |
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Job specifications: Qualifications: Ø 3 year Diploma degree in HR administration course Ø Knowledge of other HR related subjects such as labour relations, payroll, SAP etc. Ø Experience of around 3 to 5 years in the similar or the related industry. Ø Knowledge of two other foreign languages (O’Boyle, Humphrey, Pollack, Hawver & Story, 2011). Skills required: Ø Management skills Ø Better communication skills Ø Pleasant personality Ø Confident and enthusiastic Ø Keen knowledge about fashion industry and people Ø Understanding the human behaviour skills |
Media: Image
Width: 50
Height: 50
Format: .jpeg, .jpg, .png, .gif
Ratio: 1:1
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Activities |
Cost |
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Ad spacing |
$200 |
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Calling |
$150 |
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Other expenses |
$ 50 |
This is the strategy that deals with recruitment of the HR manager of the company. The ads need to be posted on the online portals and mails need to be sent to the relevant candidates so as to approach them (Furnham, 2017). It is required to approach the candidate because HR mangers are the very high post and the candidates for such a post are already experienced. Thus, it is required by the company to approach them directly. The platforms like LinkedIn and other media are used so that the approach is high. The reach of the company is high and they can reach directly to the candidates (Brewster & Hegewisch, 2017). Even the candidates have the opportunity to explore the jobs by searching it on the portal. The full ad is posted in order to provide full details of the job and the company in order to make the people, area about the job description and the roles they have to play in the company (Chelladurai & Kerwin, 2017). In addition to it, it also helps in providing the qualification and skill requirements of the company.
It has been analysed that after the process of recruitment, selection strategy needs to be selected in order to short list the candidates those who have applied for the job (Joseph, Imbeau & Nastasia, 2011). The following is the selection strategy that has been used:
Resume screening matrix is the matrix that provides the different types of information about the candidates and allows the company to compare the skills and the qualification in the candidates (Kavanagh & Johnson, 2017). The relativity and the comparison details of the different candidates help the company to select the most relevant candidates from the job. This matrix also has the section that allows the members of the selection team to put their comments about the candidates in brief (Farr & Tippins, 2017). This is therefore of a document that is used to finalize the candidates by jotting down their abilities mad relevancy to the job requirements. Following is the matrix that can be used to for the above job description:
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Name of the candidate |
Academic qualifications |
Knowledge |
Work experience and history of the jobs |
Personal skills |
Technical skills |
Comments |
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Name 1 |
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Name 2 |
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Name 3 |
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Name 4 |
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Name 5 |
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Name 6 |
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Name 7 |
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Name 8 |
Pre interview: It is the phase where the activities that need to be conducted in order to make preparations for the interviews are done (Fine & Getkate, 2014). It has been analysed that the first step that needs to be conducted is filling of the application form (Konradt, Garbers, Böge, Erdogan & Bauer, 2017). At this stage all the short listed candidates or the one who has applied for the job has been given the application form at the interview site which needs to be filled by them. There are some other activities that need to be conducted:
During Interview:
At the time of interview, there are different activities that need to be conducted. Some of the activities are:
Post interview: It is the time when the candidates has completed their interview process and waiting for the results. Several activities that need to be conducted at this time are:
It is the schedule that may or may not be sent to the candidates regarding the timings and the activities that needs to be conducted n the interview day. Following is the interview schedule for the above interview:
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In Vogue interview schedule: |
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Job title: HR manager |
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Date: 2nd October |
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Interview finishes The results would be announced between 3-4 working days via mail |
Some of the questions that need to be asked at the interview are:
(Sadler, Lee, Lim & Fullerton, 2010).
The KSA that are being analysed by the questions above are:
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KSA |
Questions that are used to analyse the skill |
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Communication skills |
All the question |
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Conflict resolution skills: |
5 |
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Problem solving skills |
5 and 7 |
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Attentiveness skills |
All the questions |
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Professionalism |
2 and 3 |
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Academic knowledge |
8 and 9 |
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Confidence and seriousness of the candidates towards the job |
3 and 4 |
Summary matrix of the candidates:
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Name of the candidates |
Points out of 10 |
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Communication skills |
Academic skills |
Experience |
Confidence |
Overall rating |
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Name 1 |
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Name 2 |
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Name 3 |
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Name 4 |
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Name 5 |
References:
Brewster, C., & Hegewisch, A. (Eds.). (2017). Policy and Practice in European Human Resource Management: The Price Waterhouse Cranfield Survey. Taylor & Francis.
Caldwell, P. H., Hamilton, S., Tan, A., & Craig, J. C. (2010). Strategies for increasing recruitment to randomised controlled trials: systematic review. PLoS medicine, 7(11), e1000368.
Chelladurai, P., & Kerwin, S. (2017). Human resource management in sport and recreation. Human Kinetics.
Earl, C., Taylor, P., & McLoughlin, C. (2017). Recruitment and selection of older workers. Encyclopedia of Geropsychology, 2009-2015.
Farr, J. L., & Tippins, N. T. (Eds.). (2017). Handbook of employee selection. Taylor & Francis.
Fine, S. A., & Getkate, M. (2014). Benchmark tasks for job analysis: A guide for functional job analysis (FJA) scales. Psychology Press.
Furnham, A. (2017). Methods in Recruitment and Selection. The Wiley Blackwell Handbook of the Psychology of Recruitment, Selection and Employee Retention, 202.
Joseph, C., Imbeau, D., & Nastasia, I. (2011). Measurement consistency among observational job analysis methods during an intervention study. International Journal of Occupational Safety and Ergonomics, 17(2), 139-146.
Kavanagh, M. J., & Johnson, R. D. (Eds.). (2017). Human resource information systems: Basics, applications, and future directions. Sage Publications.
Konradt, U., Garbers, Y., Böge, M., Erdogan, B., & Bauer, T. N. (2017). Antecedents and consequences of fairness perceptions in personnel selection: a 3-year longitudinal study. Group & Organization Management, 42(1), 113-146.
Kundu, S. C., Rattan, D., Sheera, V. P., & Gahlawat, N. (2015). RecRuitment and Selection techniqueS uSed in coRpoRate SectoR: a compaRative Study of indian and multinational companieS. Journal of Organisation and Human Behaviour, 4(4).
Kurtz, J., & William, A. (2017). Influential role of employee perception of recruitment and selection on performance. Australian journal of economics and management sciences, 7(5).
Landau, K., & Rohmert, W. (Eds.). (2017). Recent developments in job analysis. Taylor & Francis.
O’Boyle, E. H., Humphrey, R. H., Pollack, J. M., Hawver, T. H., & Story, P. A. (2011). The relation between emotional intelligence and job performance: A meta?analysis. Journal of Organizational Behavior, 32(5), 788-818.
Sadler, G. R., Lee, H. C., Lim, R. S. H., & Fullerton, J. (2010). Recruitment of hard?to?reach population subgroups via adaptations of the snowball sampling strategy. Nursing & health sciences, 12(3), 369-374.
Taylor, S. (2014). Recruitment and selection. Strategic Human Resource Management: An International Perspective, 10(6), 139-14.
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