This paper shall entail a detailed description of the selection policy at Norman Harvey Holdings. The organization is one of the leading online retailers of furniture, computers, communication devices as well as other electronic appliances. The multinational company operates as a franchise (Ashforth and Kreiner, 2010). The management is keen on enhancing an effective work place characterized by high efficiency with minimal errors and a good return on investment. This explains why the selection policy has been put in place to ensure that the employees who finally achieve a position within the organization have the right skills, experience and attributes necessary for maintaining the company’s competitive edge especially at an international level. Proper recruitment policies therefore play a crucial role in ensuring effectiveness employees. Selection and recruitment strategies are equally essential in enhancing quality service delivery which in turn enhances consumer satisfaction and market stability.
The job selection and recruitment policy is a detailed document which covers each level of the company’s structure. The reason why the policy has been standardized to serve all purposes is to ensure no individual is discriminated or unfairly sidelined by specific elements of the policy (Acocella, 2010). The policy regulations are therefore similar for both the managers and other employees within the organization.
The following terms are essential for a better understanding of this policy:
Linkages to legislation and other organisational policies
The job selection and recruitment policy at Norman Harvey Holdings is framed within the confines of legislative requirements. There are employment regulations established by the government to control the procedures implemented by organizations (Collings and Wood, 2009). The policy goes in line with the employment act, salary and wages regulations and gender equality just to mention but few. The selection policy carefully factors in other organizational policies to ensure the processes do not interrupt and affect flow of policy procedures. For instance, the company has a policy which oversees motivation of employees through promotion and reward systems. The selection policy equally factors in this aspect of the organization by outlining quality service delivery and staff loyalty as one of the considerations before promotion (Arai, 2010). The selection policy is also linked with other human resource policies at the organization which include training and empowerment.
Policy Statement
The policy has been divided into three portions. The criteria for selection shall be based on education, personal attributes and experience. The details of the policy have been summarized below.
Education
Experience
Personality
Effective communication skills
Stakeholder Responsibilities
CEO ·The CEO is instrumental in the formulation and design of the policy.
Managers and Supervisors ·The manager and Supervisors are to oversee the implementation of the policy.
HR Manager ·The HR monitors and facilitates policy reviewing and updating.
HR Team ·The team is responsible for the delivery of communication and training strategies.
Unions ·Checks the policy procedures to ensure they are compliant with the quality required legal and ethical standards
In order to improve the policy, there is an inevitable need for consistent evaluation and review of the policy. At Norman Harvey, the selection policy is often reviewed after a period of one year. This process is overseen by a panel comprising the CEO, Managers, and employee representatives (Bettig, 2010). The main purpose of the review and evaluation and review process is to identify and dislodge the various points of weakness within the policy. These portions are then amended and adjustment in a bid to enhance the overall effectiveness of the policy in meeting the company’s objectives (Gomez-Mejia and Robert, 2008).
Training Needs
Skills/Knowledge Required Methods for training staff in the required skill
Interview skills To impart these skills, the managers are exposed and trained through conferences, individual empowerment and exhibitions.
Communication skills This training involves managers being taken through refresher courses in communication skills, methods and approaches.
Selection skills The managers are exposed to benchmarking on the necessary selection skills which would give them the skills to identify what is required from the applicants during the recruitment process
Formal documentation Training on how to complete the various documents required in the recruitment and selection process. Documentation forms an intergral part of the recruitment process. It is important therefore for the involved parties to be equipped with the necessary skills.
Who are you going to communicate with? What issues are you going to communicate about? How will it be communicated?
Manager and Supervisors Instructions from the CEO regarding employee rights and regulations and the specific details to be communicated to the individuals below them ·Through verbal communication in a formal meeting.
HR Managers Gets instructions from the manager regarding the policy requirements, rights and regulations. The communication details what needs to be implemented ·Direct verbal transmission in an official meeting.
Employees Receives detailed instructions from their respective supervisors regarding rights and company policy regulations. The communication also details an changes on the policy which may affect the employees ·Through circulars placed at strategic points within the organization.
Direct verbal but formal communication.
11.Confidentiality
Confidentiality is a crucial element for successful management. The information regarding the candidates who have come up for selection ought to be kept confidential. The employee credentials and outcomes of the selection criteria shall only remain the property of the selection panel and not any other individual within the organization.
The CEO, directors and managers are therefore solely responsible for maintaining confidentiality in relation to the selection policy (Burk and Mark, 2009). As a legislative requirement, the applicants are entitled to privacy with regard to their personal information. This implies that only the stakeholders involved in the selection process are allowed access to this form of information. The details are then stored in the company’s online database to which only the CEO and managers have access. Confidentiality is also vital in protecting the organization’s intellectual property from invasion by criminals (Klerck, 2009).
PART B – PRINCIPLES AND PRACTICES
12.Selection Methodology
The selection methodology shall involve short listing the applicants before they are invited for interviews. Gaining insight about the applicants shall therefore involve the use of interviews. The policy relies on two interviews hence the successful applicants for the first phase are contacted and invited for the second interview. In order to deduce information regarding individual personal attributes and skills, the policy shall also incorporate the use of skill tests and work tests (Dubin, 2009). To minimize the cost implications of the exercise, the process shall not be outsourced.
13.Selection Panel
The selection panel at Norman Harvey is made up of the CEO, board of directors, managers and supervisors as well as a HR manager. The panel has the collective responsibility of overseeing the selection process which starts with announcing the job vacancy, accepting applications, invitation for interviews and communication of successful applicants. To enhance their skills regarding the various elements of the selection process, the panel members are taken through a period of training on interview, communication and documentation skills (Stone, 2015).
PART C – PROCEDURES
14.Approval to Recruit
While seeking for approval for recruitment, the following procedures are followed:
15.Creating the job description
In case a vacancy arises, the organization outlines the specific problem to be resolved. Depending on the nature of the challenge, a new job description is done based on the review completed by the human resource manager. In other cases, an old one is revised to fit the nature of the problem. The job description is strictly guided by the problem to be solved hence ensuring that the end of the recruitment process leads to a long lasting resolution (Goldstein and Reese, 2010).
16.Advertising the vacancy
This is a responsibility that is left mainly for the human resource manager after consultation with the CEO and other managers. Advertising of vacancy is done once the job description is complete. The company uses various options which include both internal and external advertisement. Circulars and notice board posts are used for internal advertisement (Wood, 2014). However, being an online retailer, the organization conducts most of its advertisement procedures using online platforms like the social media and company website. While selecting the advertisement model, the company considers the target audience. The type of advertisement used is therefore aimed at reaching as many individuals as possible.
17.Referee Reports
Details of referees should be included in the applicants’ resume. The selection panel needs to access the referees and obtain reports from them regarding the applicants. Confirmation of information about the applicants from their referees enhances honesty and transparency. The referee reports are not necessary for every stage but only for the successful applicants shortlisted for interviews. Obtaining referee reports is a responsibility given to one of the individuals within the selection process, in most cases it is done by the manager.
18.Approval of Selection Panel Decision
This is done by the CEO and involves the following steps:
The recommendations are reviewed by the CEO and approved based on the level to which they address the objectives of the selection procedure.
19.Police/Medical Checks
Police and medical checks are necessary to obtain some background information about the employee. These details assure the organization that the employee has no bad criminal records hence possesses the right attributes. The medical checks also ensure the employee is in the right state of health to effectively perform their organizational responsibilities.
20.Notification to the Successful Applicant and the appointment process
At the end of the selection process, the successful applicants are to be notified through various channels. This includes the use of phone calls and transmission of official letters. This procedure is often done by a representative within the selection panel within a period of a week once the selection process is over. The details of appointment including date and employment terms are also communicated through a letter signed by the CEO.
21.Notification to Unsuccessful Applicants
At the end of the selection process, the unsuccessful applicants are to be notified through various channels. This includes the use of phone calls and transmission of official letters. This procedure is often done by the HR within a period of a week once the selection process is over. The procedure for giving feedbacks is documented as part of the policy
Grievance or Complaints Process
Once the selection process ends, the unsuccessful applicants may launch complaints especially when there are established breaches on the employment regulations.
These complaints are received and addressed accordingly through the help of the company lawyers in cases where court proceedings are involved.
References
Acocella, N. (2010). Social pacts, employment and growth: Heidelberg: Springer Verlag
Ashforth, B. E. and Kreiner, G. E. (2009). How can you do it? Dirty work and the challenge of constructing a positive identity. Academy of Management Review, 24(3), pp. 413-434.
Collings, D. and Wood, G. (2009). Human resource management: A critical approach. Human resource management: 2(1), pp. 1-16
Dubin, R. (2009). The World of Work: Industrial Society and Human Relations. Englewood Cliffs: Palgrave.
Gomez-Mejia, R. and Robert, L. (2008). Management, People, performance and Change. New York: McGraw Hill
Johnason, P. (2009). Human resource management in changing organizational contexts. Human resource management. 2(1), pp. 19-37
Klerck, G. (2009). Industrial relations and human resource management. Human resource management. (1), pp. 238-259.
Stone, R. (2015). Human Resource Management. Milton: John Wiley
Wood, J. (2014). Organisational Behavior: A Global Perspective. Milton: Wiley.
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