• Identify how your chosen event organisation recruit and select the workforce. Explain which types of recruitment & selection methods are used within your chosen event and then analyse the effectiveness and limitations of those recruitment & selection methods used that you have discussed.
Identify how your chosen event organisation uses training and development. Explain which types of training & development methods are used within your chosen event and then analyse the effectiveness and limitations of those training and development methods used that you have discussed.
• You must provide appropriate recommendations to your chosen event organisation as to how their recruitment & selection practices and training & development practices could be improved, and state how your chosen event organisation could benefit through considering alternative methods of training & development. Your answer should use appropriate HRM theories and models to support your discussion.
• Provide an appropriate self-reflective log to describe and critically analyse your own ideologies of effective human resource management practices. Identify your potential strengths as an HR consultant in the events sector and based on your findings in your report, discuss your views on what areas you may have focus on to to develop your HR skills.
For every organization, managing of human resource is one of the most important parts. For event management teams, they mostly rely on human resources. The audience is to be engaged time to time and entertainment must be guaranteed. Thus certain candidates are to be recruited who have the best communicative skills as well as the presence of minds. RedChillis is one of the major event management team in Europe that deals with award ceremonies. In this report method and types, recruitment and selection of RedChillis are studying. Advantages, limitations, and recommendations are also studied. Training and development of RedChillis and considerable recommendations are further studied in this report.
The method of recruitment and selection that RedChillis Event Management Team follows consists of both internal and external recruitment.
Internal Recruitment- for an internal recruitment, the team follows certain methods that are confined inside the team. Such recruitment consists of:
1) Internal advertisements
2) Word of Mouth
3) Promotions
4) Internal Employee Referrals
5) Retired Employees for temporary or contract positions
6) Present temporary/contract employees to permanent positions
7) Former employees for part time/freelancer.
Such kind of internal recruitment helps in following ways:
1) No cost and less time-consuming
2) No need of training
3) Builds strong relationship with employees
4) Motivates others of hard work to get high positions.
5) Easy to pick best talents within an organization very quickly
6) Long stay with the team when promoted for a higher position.
External recruitment- this kind of recruitment is done by several networks, job portals, and agencies. The recruitment consists of:
1) Candidate portals
2) Referrals from external and internal employees
3) Agencies and consultancies
4) Advertisements from websites and newspaper
5) Recruitments from campus
6) Other walk-in interviews
Such kind of internal recruitment helps in following ways:
1) Opportunities for external employees are created
2) Most efficient candidates can be hired
3) Minimization of employees cost can be ensured
4) Ratio of selection of employee can be increased
5) Chances of partiality can be reduced
6) Uniqueness of the employees who have previously worked in different teams can be accompanied
7) Skilled employee can be hired
RedChiilis event management team is one of the biggest organizations in the award ceremony process. Thus, it maintains the most sophisticated recruitment procedure.
The recruitment process that RedChillis ensures follows the following:
Selection procedure that RedChillis follows is below:
According to Haines and Sumner (2013), recruitment and selection procedure of event management team deals with certain candidates who are presentable in a unique way. Such candidates are hired from all backgrounds and society. Those candidates who have a cultural background are preferred more than candidates who have great academic grades. This is contradicted by Jaeger and Mykletun (2013). He believes candidates for event management team must be from both cultural and technical background that has good grades. Workforce profile is not confined to one particular field today. Candidates are to be an expert in all fields.
According to Kraiger (2014), a selection procedure is mostly carried out in consideration to those candidates who are having previous experiences in award ceremony field. This helps the organization to develop better. Experienced candidates can manage faster in the better convenient way. This has been contradicted by Lancaster and Di Milia (2014), that fresher are having more potential today than the experienced. This is because, learning procedure of Universities are today much based on practicality. Candidates are to be given opportunities to work with reputed organizations to enhance their career.
According to Li (2013), selecting candidates for event management, must not include any written test. RedChillis follows written test. He believes group discussion process needs to be incorporated in the selection procedure. This will help in understanding the potentiality of candidates. Candidates who have the better verbal ability are to be given preference. This has been contradicted by Lyons, (2010), that most of the candidates who are found to have good communicative skills lack in practical knowledge. Thus, written tests are too much essential for the selection procedure.
Training and development methods include the following
Employee Handbook- this handbook is the document that describes the organization that contains employment conditions (Eisele et al., 2013). The policies such as work hours, benefits and time off are listed here. Administrative procedures like travel expenses and timesheets are given here.
Job Training- on the job training for an individual to increase his skills and knowledge in his performance is given. This includes handling of machines and audiences. Purposes related to accidents, wastes and performance efficiencies are described here (García-Izquierdo, Derous and Searle, 2013).
Safety training- instructions related to safety devices and its consciousness are involved here.
Promotional training- existing employees are trained here for the performance of higher level jobs. Existing employees who are having potential are selected for promotion.
The training method that RedChillis follows is given below:
Candidate development process includes the following process:
According to Lockstone-Binney and Junek (2013), the motivation for an employee is much needed for enhancing his performance. Especially the candidates who are fresher in event management team are to be given more interest. They have the most potential to work. Enthusiasm is at the peak for fresher. Potentiality has to be confronted with motivation to achieve the best outcome. This has been contradicted by Rahman and Nas (2013), that fresh candidates are much prone to be inefficient. The training process for them must continue for more than six months. On the job, assistance needs to be done after six months. Candidates need to understand their performance standards, functional requirements, and performance competencies before they are put in the field.
According to Strohmeier (2013), testing, appraisal, training, rotating monitoring and coaching are the main parts of the development framework. RedChillis follows all these factors in their training and development. This is contradicted by Turchick Hakak and Al Ariss (2013), that training development process must start from the field. In case of event management, candidates can get the main knowledge from the practical field. Most of the performance is related to the presentation of the candidate. Good communicative skill, presence of mind, handling of machines and charismatic personality are the factors that are to be enhanced for the candidates at the time of training.
According to Wakelin (2013), delivery mode, budget and delivery style in the training process are much important for a candidate. This gives them the taste of their position. Staffing of candidates at the time of training is to be done according to their skills that are measured by the coach. This is contradicted by Wise (2014); that budget factor must not be included in training. Even staffing process needs to be done quite earlier then the training process starts. This will give the candidates the feelings of their position.
RedChillis recruitment and selection procedure needs to be changed. Though it has the best process but it must follow the below:
Single recruitment specification- all the candidates are to be recruited for one particular profile for event management team. At the time of training, evaluation of candidates is to be done to provide them at suitable fields.
Identification of suitable candidates- best candidates are to be hired. The interviewer must understand the potentiality of candidate that should be irrespective of experience (Yawson, 2011). Fresh candidates are to be given a chance.
Shortlist- candidates who fail in the written test must be allowed for next rounds. Event management team does not require candidates who are having higher grades.
Review- candidates are to be treated by their proficiency in group discussion round. Best communicative skills are found in GD rounds.
RedChillis training and development procedure needs to be changed. Though it has the best process still it need to follow below:
Knowledge skills and attitudes- training session is to be done in accordance to the identification of skills, attitudes, and knowledge of candidates (Brinsfield, 2012). At the time of selection, all the candidates were taken. Now at the time of training, candidates are to be staffed. This will give the feeling of the position. This will motivate them to deliver better performance.
Content Development- candidates, are to be developed according to staffing. Introductory speeches at the award ceremony, audience engagement, quality communication, etc. are the various fields of content. Candidates are to be developed according to that. Charismatic personality for audience engagement is to be ensured at training.
Developing competency- motivating employees is to ensure that will generate the level of competencies. A healthy competition will give rise to better productivity that will ensure the higher promotion of existing candidates.
RedChillis event management team is working well in Europe. It has developed its human resource quite efficient within years. But it is found that retention of employees is not carried out. Most of the employees are found to work not more than one year. Candidates get a better job in media oriented sectors that provide them better security and salary. Thus, RedChillis need to look after employee retention. Promotional and incentives part needs to be upgraded by RedChillis so that employees are attracted to continue year after year.
For effective human resource management the following points I prefer to be considered:
Workforce Demographics- for every organization, I believe, candidates from all the trends and culture are to be included. This will help in the better coordination of the members in a team. Ideas from different aspects will be entertained hat will have a positive outcome on the organization to develop unique strategies. I also believe that such diversified demographics may lead to conflict among individuals as one’s sentiment can be hurt by other. What one feels right may not be appreciated by other.
Economic conditions- I believe organizations must understand their present economic condition. If the financial condition is understood, it will lead in hiring the best human resources. Future strategies will be taken care of and in accordance to that experienced executives are to be hired to mitigate the negative outcomes. I also believe that if organizations try to change strategies after negative outcomes arise, then it will be too late to retain in competition.
Technological advancement- I believe organizations need to deal with technologies that are in the present trend. This will help in coordination with different aspects of the society. With latest technologies, new and fresh candidates will get attracted to the concerned organization. I also believe that latest technologies are not entertaining experts. Experts are accustomed to traditional methods and are not found to be productive with the latest technology.
Potential strengths
My potential strengths for being an HR consultant in event management sector are as follows:
• Organization
• Time management
• Problem solving
• Communication
• Multi-tasking
• Decision making
• Technology appreciation
Analysis of potential strengths
I as an HR consultant found time management, multitasking, and technology appreciation quite helpful. Management of time in the interview process was quite effective. Selection procedure that the organization follows is quite fast as the whole process is done in one day. The multitasking process is also much effective. Technological appreciation is up to the level. As it is event management sector, it needs to have total coordination with all the musical instruments relating audio and video. All the technological aspects are fulfilled.
I found that problem solving nature needed to be improved. As an HR consultant, I need to be patient and strong. Critical situation problems are quite adverse. I need to coordinate with others to confront the associated problems related to the human resource. As the event sector consists of people from different cultural backgrounds, it is quite obvious that the members will result in conflict. Thus, my problem solving nature needs to be improved.
My Communication procedure is not so much effective. Employees had several problems related to the entertainment field that they needed more devices related to synchronization. I behave negatively at these situations as financial parts are also to be taken care of. I will not be given more financial assistance from the higher department, and so employees need to do whatever they can at the field.
Brinsfield, C. (2012). Employee silence motives: Investigation of dimensionality and development of measures. Journal of Organizational Behavior, 34(5), pp.671-697.
Eisele, L., Grohnert, T., Beausaert, S. and Segers, M. (2013). Employee motivation for personal development plan effectiveness. Euro J of Training and Dev, 37(6), pp.527-543.
GarcÃa-Izquierdo, A., Derous, E. and Searle, R. (2013). Recruitment and Selection in Europe: One step beyond. Revista de PsicologÃa del Trabajo y de las Organizaciones, 29(1), pp.1-2.
Haines, E. and Sumner, K. (2013). Digging deeper or piling it higher? Implicit measurement in organizational behavior and human resource management. Human Resource Management Review, 23(3), pp.229-241.
Jaeger, K. and Mykletun, R. (2013). Festivals, Identities, and Belonging. Event Management, 17(3), pp.213-226.
Kraiger, K. (2014). Looking Back and Looking Forward: Trends in Training and Development Research. Human Resource Development Quarterly, 25(4), pp.401-408.
Lancaster, S. and Di Milia, L. (2014). Organisational support for employee learning. Euro J of Training and Dev, 38(7), pp.642-657.
Li, S. (2013). Large Sporting Events and Economic Growth: Evidence from Economic Consequences of Event Infrastructure and Venues. Event Management, 17(4), pp.425-438.
Lockstone-Binney, L. and Junek, M. (2013). Emerging knowledge and innovation in event management. International Journal of Event and Festival Management, 4(3).
Lyons, P. (2010). A robust approach to employee skill and knowledge development. Industrial and Commercial Training, 37(1), pp.3-9.
Rahman, W. and Nas, Z. (2013). Employee development and turnover intention: theory validation. Euro J of Training and Dev, 37(6), pp.564-579.
Strohmeier, S. (2013). Employee relationship management — Realizing competitive advantage through information technology?. Human Resource Management Review, 23(1), pp.93-104.
Turchick Hakak, L. and Al Ariss, A. (2013). Vulnerable work and international migrants: a relational human resource management perspective. The International Journal of Human Resource Management, 24(22), pp.4116-4131.
Wakelin, D. (2013). What Motivates Students to Volunteer at Events?. Event Management, 17(1), pp.63-75.
Wise, J. (2014). Leveraging Employee Development Planning (EDP) for performance advantage. Industrial and Commercial Training, 46(4), pp.194-200.
Yawson, R. (2011). Historical Antecedents as Precedents for Nanotechnology Vocational Education Training and Workforce Development. Human Resource Development Review, 10(4), pp.417-430.
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