Standard Operations Guide For Technow Recruitment

Task One: Standard Operations Guide for Technow Recruitment

Five department heads and Ten line managers are being sought by the fast expanding technology company, Technow. In order to formalize recruitment, the study focuses on the standard operational guide.

Task One: Standard Operations Guide for Technow Recruitment

Step-by-step instructions are provided in this section for partners and their organizations, and the analysis is based on the employee lifecycle, different methods and strategies for recruiting certain jobs, and materials and ways to attract employees from both external and internal sources.

Engaging people in an organization is a key goal of the employee life cycle (ELC). It is viewed as a strategy used by organizations to visualize the various ways in which a person interacts with the organization for which they work. We'll go over the six main phases of the ELC process below.

As the first stage of the life cycle, this one tends to be important. In the absence of attracting and retaining top talent, the organization will fail regardless of how great and inventive its product or service is. As a result, one of the most important aspects of an organization's growth strategies is the attraction stage (Munn, 2017).

The company's mission and vision would entice an excellent applicant to apply. Instead, a less-than-stellar candidate would be tempted by the greatest salary. After the initial time of interest in a candidate has passed, their suitability for the position and their performance in the post are the primary criteria for evaluation.

Recruitment is the second stage of the hiring process, which focuses on finding and bringing in the best people to join your team. If an existing position is considered vacant, recruiting may be encouraged (Buchanan, 2021). Alternatively, if a new position is being created, recruitment may be compelled.

In the employee life cycle, this happens after securing the best and brightest. During this time, new hires are able to quickly adapt to their new workplace and their new job's performance characteristics, which is important.

This is the time to consistently support the professional growth of your staff. In this way, they can jumpstart their professional growth and better position themselves for the future of the company. By providing employees with relevant training opportunities, employers help employees achieve their own and the company's long-term goals. Retention Here, you're trying to keep and keep your best workers by making sure they're motivated and content in their employment. Motivation is at the heart of wide employee involvement (Connery, 2022). In this stage, the effect of the organization's culture tends to be most important.

Here, you're trying to keep your best workers by making sure they're motivated and content in their employment. Employee motivation is always at the heart of a company's overall commitment to its workforce. In this stage, the effect of the organization's culture tends to be most important (Ayodele, 2022).
Separation

During this phase, your employees' time at your company will come to an end. Retirement, personal reasons, or even a new job could be the reason for this change in status.

Given that I was just appointed to the position of member of an outplacement firm, my primary responsibility will be to acquire new clients. As a result, it follows that this is the sole stage that occurs before an open position is obtained in the company. When it comes to my company's image as a good place to work for both external stakeholders and current employees, it may be referred to as the employer brand (Gupta, 2019). As a result, I will be responsible for ensuring that consumers, potential stakeholders, and clients have a positive impression of what working at Technow entails.

1.1 Stages of Employee Lifecycle and My Role within the Lifecycle

1.2 Explain the stages and different methods available within the recruitment process and when it is appropriate to use each of them.

Following the phases provided in the recruitment model helps HR professionals make informed decisions about how they may boost their chances of attaining recruitment objectives. Establishing recruitment goals, developing a recruitment strategy, conducting recruitment activities, and measuring recruitment results are all part of the process.

As the first phase, it is critical that recruitment goals be in line with the strategic goals of the firm. This should be kept in mind while choosing who to target for recruiting, for example if an organization's goal is to be the best at customer service (Pritchard, 2018). Aims for new hires' job performance and the quantity of desired applications are two frequent recruitment objectives.

Developing a recruitment strategy to fill available positions is the second phase in this process. A specific action plan is needed to achieve the recruitment goals. An effective plan for recruiting should include identifying the kind of people who should be targeted for recruitment, such as those with specific abilities (Peisl & Shah, 2019). An employer should also indicate the type of applications it is looking for. As a result, the employer should look at previous recruitment efforts to determine which sources of recruits were most successful.

In order to get the most out of its recruitment efforts, a company's recruitment strategy must be constantly improved. Therefore, the company must take into account variables such as the ideal recruiting time, the cost of filling positions, the retention rate of new hires, the performance levels of new hires, and the applicant opinions of the recruitment process.

Effective measurement tends to be crucial in determining whether recruitment objectives have been effectively met. Given the lack of data on recruitment indicators, many firms fail to evaluate their subsequent recruitment effort (Thompsen, 2019). When a firm is looking to hire new employees with a specific set of talents, this is a good option.

1.3 An explanation of the different methods and techniques that can be used to prepare and provide information for the various parts of the recruitment process for specific roles.

In general, a company might use a variety of recruitment strategies to find and hire the best employees. This means that within the same organization, different recruiting approaches might be employed based on the department and job that they are projected to assume. Design, marketing, sales, finance, artisan positions, administration, and technical responsibilities, for example, will necessitate executives at the executive level to be filled. As a result, it is impossible to use the same hiring practices in each division (Sato, Kobayashi, Shirasaka, 2020). To begin the process of hiring, it is necessary to conduct a thorough job analysis, which involves gathering information on a certain job from many sources to determine if it is new or existing. This improves the job description and person specification.

Direct advertising, where correct information about the organization and the function is communicated, is one strategy and technique that could be used to recruit personnel. Job location, description, application details, and employment type should all be included. Employee recommendations in which current employees are compensated for referring their friends or other contacts to the company. Talent pool databases, recruitment firms, and strategies such as employee advancement and transfer as well as the boomerang effect are all viable options.

1.4 An assessment of the different materials and methods that can be used to attract talented individuals internally and externally for a range of roles.

An organization's recruitment strategies are the means by which it reaches its target workers. In order to attract people in a variety of methods, recruiters must have an arsenal of swift options at their disposal. Direct advertising, for example, might help Technow to promote its employer brand. Employee recommendations, in which a firm establishes an employee referral program, are among the techniques they could use to attract workers. For both external and internal recruiting, this is a good option Another option is to use social media to advertise directly on the company's career pages (Cattermole, 2019). An organization may also be able to attract new personnel through the use of programs like apprenticeships and internships. Another method of advertising employment opportunities is through bulletin boards. Word of mouth and job boards are other good sources of information. The target audience for the organization's recruitment efforts might have an impact on the methods and materials used in the process. This relates to the way an organization advertises a specific position. Older workers may not be found on social media, thus recruiters who need to fill positions with these workers should know that they may not be able to use social media.

References

Ayodele, C., 2022. Mitigating cybersecurity insider threat in the hiring stage of the employee lifecycle.

Buchanan, M.C., 2021. A Qualitative Exploration of Ways Generation Z Is Influencing Corporate Culture around Employee Lifecycle Management (Doctoral dissertation, University of Colorado Colorado Springs).

Cattermole, G., 2019. Developing the employee lifecycle to keep top talent. Strategic HR review.

Connery, E., 2022. PEOPLE ANALYTICS enhances the employee lifecycle. HR Future, 2022(6), pp.28-30.

Gupta, S., 2019. Challenges Faced by Adecco Employees in Handling Employee Lifecycle. In Proceedings of 10th International Conference on Digital Strategies for Organizational Success.

Munn, C.R., 2017. Stealing opportunity: Reducing theft throughout the employee lifecycle. Parking.

Peisl, T. and Shah, B., 2019, September. The impact of blockchain technologies on recruitment influencing the employee lifecycle. In European Conference on Software Process Improvement (pp. 695-705). Springer, Cham.

Pritchard, K., 2018. Employee engagement in the UK: meeting the challenge in the public sector. Development and Learning in Organizations: An International Journal, 22(6), pp.15-17.

Sato, Y., Kobayashi, N. and Shirasaka, S., 2020. An analysis of human resource management for knowledge workers: Using the three axes of target employee, lifecycle stage, and human resource flow. Review of Integrative Business and Economics Research, 9(1), pp.140-156.

Thompsen, J.A., 2019. Achieving a triple win: Human capital management of the employee lifecycle. Routledge.