Effective Job Recruitment: Methods And Strategies Essay. (70 Characters)

Identifying Job Opening and Targeted Population

Effective job recruitment is essential as it assists an organization to compete for the limited human resources. Therefore, to maximize this advantage, the organization must use a recruiting process that best chooses an employee that is qualified from the group of available candidates. At first, the organization should identify the job opening, decide on the methods to fill the opening, identify the targeted population, notify the targeted population and finally meet with the candidates for interview.

An organization can identify the requirement to make an appointment by vacancy identity and evaluation. Through job evaluation, an organization is able to determine the skills and experience that is needed of its staffs so as to align its self with the set goals and initiatives.

Gaining approval to fill a position is usually necessary as it makes it easy for both parties to come to an agreement with the set terms and conditions including salaries and other job conditions.

I would advertise for an urgent job opportunity in form of a short-term contract. The job will be in terms of twelve months contract for one vacancy. Therefore, I would urge the suitable candidates to apply as soon as possible in order to temporarily replace the employer.

Draw up a competency profile for your job, a colleague job, or another job you are familiar with which accurately reflect the role requirements. You must provide at least five competencies in your profile and state the job profile has been written for.

Competency profile is often created and used in Organisation to evaluate the candidates for a specific job and establish a developmental plan for various employees based on a specific position. Therefore, the following reflects my competency profile in my job position as a bank branch manager.

Manager international bank: this job entails the management services of the international bank (IB) situated in Sydney. This kind of job requires a qualification in bachelor in business administration. In addition, the duties of the manager include supervising the daily activities, assigning employees workstations and ensuring the smooth running of the bank. Some of the qualities required for this job include good communication skills, team spirit, goal oriented, client focus and analytical thinking.

Consultation with the relevant personnel is very important as it assists the employees to clarify information that they don’t clearly understand such as duties and obligations.

It is important to consider to no discrimination and employment equity as legal frameworks before and when applying to job descriptions and advertisement.

Job Evaluation and Approval Process

People with multiple skills in different work fields are often driven to a diverse workforce. Their main aim includes an increase in job productivity and competitive advantage. Various individuals with different backgrounds are capable of injecting new ideas in a workplace, therefore, offering more solutions to the customers, increasing the production. Diversity workforce may consist of different factors such as social status, sexual orientation, ethnicity, age, gender, personality, culture, and race (Alsbury et al.).

The event that marks the end of job description approval process is the physical examination where the employee is assessed and familiarised with the job conditions.

‘’VACANCY VACANCY VACANCY, the Coca Cola company is looking for a person to fill the position for assistant branch manager, Australia. The applicant should be atleast a graduate in administration with 5 year experience. Interested candidates are therefore encouraged to apply before 5^th November.’’

One of the best platforms that I can use to advertise my job is social networks as the world today is composed of nearly all youths who are very active. An example is vacancy for a post in hotel management.

By preferring to a male salesperson to female is a violation of legislative requirement. It is always recommended that gender equality to prevail in recruitment process such as the sales representative and therefore discrimination based on gender is a contravention.

I would send an internal memo for the top position employees including the manager, stakeholders and the human resource departments and state clear my agenda regarding the advertised job.

List of questions that I might interview on my applicants include:

• Have you ever worked in a coffee shop before?
• What are your academic qualifications?
• Do you know the required ethical conducts of an employee?
• What are your areas of specialization?
• What are your hobbies?

The aim of anti-discriminatory and equal job opportunity is to provide all the qualified candidates a chance to express their qualifications without favor or discrimination for a job position (Cooper and Amy). Further, it makes a candidate to be selected based on the qualifications but not favoritism.

It is always a good idea diversify questions to individual candidates. This always helpto test their understanding on various fields that might affect the organisation or position they seek to work.

I don’t think that such questions may breach the legislative requirement. Further, this type of question tests the level of preparedness for uncertainties that might arise from a female worker nursing a baby.

In shortlisting candidates, I would go through their curriculum vitae to select the ones who meet the required threshold.

I would like to apply for the above advertised job. I have all the qualifications that you require in this position as indicated in my CV. I have also good communication and computer skills. My nature and personal attitude makes me a perfect candidate for this position. Given a chance, I will work well to the organization’s expectation. I am highly optimistic and looking forward to working with you. Thank you.

Short-Term Contract Job Advertisement

I do believe that the previous experience should only apply to specific jobs which require high managerial skills. However, when other kinds of jobs are needed, no experience should be considered.

I would inform the candidates that their allocated time for the interview will be 15 minutes and urge them to prepare adequately.

I can notify the candidates through their emails or telephones on the appropriate venue, date and time.

At first, the interviewer should give the candidate time to settle and feel relaxed. Then explain the nature of the interview and its structure. Inform the candidate about the job description. Ask questions relating to the interview objectives listen and take notes. Deepen the questions as you narrow down the field. Share the notes with the panel colleagues and make rational decisions to select the candidate.

I would inform the HR manager that it is only the supervisor that knows the loop holes and the type of candidate that is capable of handling the loop hole. Therefore, the supervisor should be involved in the interview.

The only way to avoid intuition or biases is selecting a candidate with proper qualifications and personalities which match the company’s objectives.

In such cases, the interviewers can use phone calls to contact the listed referees to enquire and confirm on the candidate in question.

As an interviewer, I may ask the referee the following.

1. I would ask him/her on her job position as written by the candidate in the CV.
2. I would ask on the personality and conduct of the perceived candidate.
3. I would request to know the candidates attributes.
4. Also, the career objective of the candidate
5. The duration the he/she has known the candidate.
6. Is the candidate trustworthy and honest?
7. Is the candidate hardworking.
8. What are some of the weaknesses he/she realised the candidate portray.
9. Does she recommend my organisation to recruit the candidate
10. Why did the candidate left his organisation?

I would like to kindly inform you that you did not meet the required threshold for the job requirement therefore was not selected. However, we look forward to interacting with you in the future. Good luck.

After selecting the most suitable candidate, I would give the candidate a range from which the starting salary would range. This will be followed with a negotiation so as to reach a win-win situation.

The three other documents issued besides employment contract include letter of appointment, current standard terms and conditions and about the job documents.

It is always wrong to violate a contract with regard to leaves. However, when some unforeseen uncertainties such as sickness arise, the employee will be granted a sick leave and urged to compensate in future.

I would advise the manager together with the work team to show high level of commitment and hardwork and professionalism so as to show a good example to the new appointment. Also, they should induce the new appointment and assist him/her familiarize with the work place.

Creating a Competency Profile

When freshly introduced to a new work place, I would like to get an induction in the following areas.

1. Job clock in and clock out
2. The organizations mission, vision
3. The organisation objectives
4. Required dress code
5. The organisation history
6. The administration unit
7. The existing facility
8. Policies and regulatory framework
9. The number of employees and names
10. Factors affecting the organisation

Supervisors can give directions and information to the new appointees. Also, the appointees should be informed of the benefits of induction as they get a chance to know better the conditions and objectives of their work place.

I would inform the employers to carry their obligations as expected of them. In addition I would inform them on their safety as guaranteed by law.

Some of the documents required for a recruitment include the cover letter, curriculum vitae, and academic qualifications if need be. Selection report is the official record of the selection process. Its main purpose is to convey the panel's recommendation and provide the delegate to make an informed decision and fair recruitment. The report is usually attached to the following; referee checks, a copy of interview question and short-listing grid.

Recruitment is the process of finding and hiring the best and most qualified candidate for a job opening in a timely and cost-effective manner. The process is a full life cycle in that it begins with the identification of the needs of a company and ends with the employee filling the position to satisfy those needs (Cascio and Herman).

Some of the current legislation for recruitment includes criminal records check, free discrimination and equity and equality (Beardwel).  Discrimination is usually referred to as the selective of prejudicial treatment of different categories of people based on their sex, age, race among others.

In the current world, some of the technological platforms to advertise job vacancies includes the telephone, social media, televisions, radios and newsletters. However, the choice of the media is fully dependent on the targeted audience.

A semi-structured interview is a qualitative method of inquiry that combines both the predetermined set of open questions and the opportunity for the interviewer so as to explore a particular response. The employee selection process begins with the notification. The human resource department is notified of the need to create a job advertisement. Then the interested candidates apply for the job vacancy (Alsbury et al.). The HR officials then review their applications. Screening is done to short-list the candidates. The candidates are invited for interviews. After the interview, the best candidates are selected. Testing on the employees is done to well understand their condition including drug addiction, physical and cognitive tests. The employee is then given the offer to refill the job vacancy.

References

Alsbury, Thomas L., and Donald G. Hackmann. "Learning from experience: Initial findings of a mentoring/induction program for novice principals and superintendents." Planning and      Changing37.3/4 (2006): 169.

Beardwell, Julie, and Tim Claydon, eds. Human resource management: A contemporary   approach. Pearson Education, 2007.

Cascio, Wayne F., and Herman Aguinis. "Applied psychology in human resource management."   (2005).

Cooper, James M., and Amy Alvarado. Preparation, recruitment, and retention of teachers.           Brussels: International Institute for Educational Planning, 2006.