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1. Explain why it is important to obtain management approval before employing a new staff member into an organisation?

2. Explain why an organisation might need to employ an additional employee?

3. Explain how a recruitment process may impact on workplace operations?

Why Obtain Management Approval Before Recruitment?

It is important to obtain management approval before recruiting a candidate since the organization needs to be aware of the number of candidates and decide on the financial aspects accordingly (Roberson Buonocore and Yearwood 2017). The senior management must approve the manpower requirements and it is a part of the management rules. The senior management needs to be aware of the activities taking place at the ground level including the recruitment of a new employee. Hence, it is important to take prior management approval for recruitment purpose.  

An organization would have changing levels of work and expansion into new service domains. There can be additional departments, business areas, expertise and business units where there would be huge loads of work (Roberson Buonocore and Yearwood 2017). This would not be possible without the recruitment of additional manpower. The expansion into new geographical domains would imply the need for additional manpower. 

The recruitment process impacts the organizations in a major way. The organizations would require arrangements for conducting the interview process for deciding the best candidates (Roberson Buonocore and Yearwood 2017). There may be requirement of interview rooms, conference rooms or board rooms for arranging the interview as well as the group discussion process (Roberson Buonocore and Yearwood 2017). The organization may also require tools for candidate sourcing such as telephone, internet and fax. An efficient recruitment process would ensure good candidates in the organization, which would help in the achievement of the organizational mission. 

Internal

recruitment

Positive aspect of the recruitment

Negative aspects of the recruitment

Time Saving

Limiting number of potential candidates

Cost effective

No innovative ideas from outside

Opportunities for internal promotion

Creation of another vacancy in organization that needs to be fulfilled

Organization knows the strengths as well as weakness of employees

Increasing resentment among the organizations

External recruitment

Positive aspect of the recruitment

Negative aspects of the recruitment

New ideas given by the outside candidates

Time consuming process

Large pool of candidates from outside sources

Expensive process due to interviews and advertising

More qualified and experienced people from outside

Selection process may not be best enough to receive best candidate

The advertising strategy 1 would be used is the online advertising. Internet would be used to advertise about the new job options in various online recruitments portals, websites and others (Beadles et al. 2015). The social media strategies would also be used to advertise about the new job vacancies.

The advertising strategy 2 would be popular newspapers which have high rates of visibility among the targeted youths (Roberson Buonocore and Yearwood 2017). The ad’s incentive can be increased by attaching a particular incentive mechanism with the ad such as discount coupon.

Advertising strategy 1:

Online Advertising

Reason why strategy would be suitable

Cost effective and it reaches a wide range of customers. It takes least amount of time to post an online ad

Advertising strategy 2:

Newspaper Ads

Reason why strategy would be suitable

Most read medium by the public

Readers have high level of trust on newspapers

Better targeting through newspapers

More flexible advertising form

The identified job role is the Blood Collector in NSW Government (Seek.com. au 2017). The identified job role would be placed in the pathology department of the hospital in which there is constant demand of pathology. The candidate would be required to efficiently collect blood samples of patients which would lead to high patient care levels (Seek.com. au 2017). There are legislations that would affect this business position such as “Policy Directive PD2011_005 occupational assessment, screening and vaccination against diseases” (Seek.com. au 2017). The other legislations include the Health Insurance (Pathology) Act 1999, Health Insurance (Approved Pathology Specimen Collection Centers) Tax Act 2000 (Lambrecht and Tucker 2013). 

Why an Organisation Might Need to Employ an Additional Employee?

If I am a human resource manager, I would consult with the departmental heads before proceeding with the recruitment process (Jacobi Ragone and Greenwood 2015). The concerned people of the department along with the department heads would be consulted for knowing the details of the manpower requirement and the job activities the incumbent need to perform. The senior management would also be consulted for knowing the wider workforce requirements (Jacobi Ragone and Greenwood 2015). Based on this analysis, the job descriptions and the candidate specifications would be done. 

It is important to analyze the vacant job opportunity well before recruitment process is initiated. It is important to know what the job should accomplish in the long run. The job analysis is considered as the foundation of the selection decisions and assessments (Renwick Redman and Maguire 2013). The determination of the selection criteria would depend on the nature of the job and the required competencies in the candidates. It is also helpful in determining the training needs, job requirements, promotions, performance appraisals and others. The job analysis would also help in the determination of the reporting authority of the job and implementation of the screening tools. 

There should be adequate organizational policies and procedures when the organization aims for providing advertisements concerning their job vacancies. The organization should have induction policy, recruitment policy, selection policy, performance appraisal policy, training and development policy (Highhouse Doverspike and Guion 2015). The organization should record the demographic details of the candidates if he successfully clears through the selection process. The organization must have competitive compensation structure which is aligned with the current legislations (Renwick Redman and Maguire 2013). 

The human resources team should adhere to some general rules regarding the job role advertising for particular organization. The potential job advertising should be attractive and should contain the necessary points which would make it more attractive (Renwick Redman and Maguire 2013). The texts should be convincing and a clear response process should be provided. There should be clarity of layout, text and it should reflect a professional image. There should be presence of branding and must satisfy the AIDA process (Attention, Interest, Desire and Action) (Wilensky 2015). 

The selection of the employees for the interview panel is important for ensuring the effectiveness of the interview process (Hassan Nadzim and Shiratuddin 2015). It is a ground rule to keep one human resource representative and one member of the respective department from which the vacancy is there (Hassan Nadzim and Shiratuddin 2015). All the employees involved in the decision making process should be present in the interview panel. It is not essential that all the interviewers would be present in selection team; however, a good amount of team would ensure good level of input. 

How Does Recruitment Process Impact Workplace Operations?

The three types of selection tests used in a recruitment process is defined as under-

  • Assessment Centers- The assessment centers are designed for the purpose of measuring the specific skills as well as abilities of the candidates (Hassan Nadzim and Shiratuddin 2015).
  • Cognitive ability tests- The cognitive ability tests usually comprises of the problems or the questions which are used for measuring the ability of learning quickly and the inherent reasoning skills in the individuals (Hassan Nadzim and Shiratuddin 2015).
  • Interviews- There is a wide range of interviews used for assessing the interpersonal skills, team work skills and communication skills so that the job knowledge of the candidate is evaluated (Cummings and Worley 2014). There can be either telephonic mode of interview or face to face. 

The following are some of the illegal questions that cannot be asked in a recruitment process-

  • Are you pregnant?
  • What are your religious views?
  • What is your race and ethnicity?
  • Do you drink or smoke?
  • Who would look after your children when you are doing your job at the workplace?
  • How did you get a particular mark, scar and physical deformity?
  • When are you planning to have your own family?
  • Have you ever been bankrupt in your life?
  • What is your sexual orientation? 

The evaluation of the applications needs to be done based on the below documents-

Document

Why?

Position Description

This would help in matching the job roles with the skills of the candidates. This would also help the interviewer determine the suitability of the candidates.

Applicant Credentials

The applicant documents such as educational qualifications, experience certifications and others would determine the background of the candidates (Hassan Nadzim and Shiratuddin 2015). This would also determine their talent and expertise.

Organizational SOP

The organizational SOP is important since it would give a direction and the values the organization demands in its candidates.

(b)- The work experience is extremely important since the candidates would have practical job skills and there is no need of training them once again (Gatewood Feild and Barrick 2015). It would also ensure that the candidates have real world competencies and skills that are required to sustain in the particular industry. The experience would also help in deciding the actual knowledge and job related expertise of the candidate. 

(a)- I would explain to the panel this is a great idea and this process would also allow the panel to return to their work earlier. A candidate can be assessed within a period of ten minutes and devoting excess time would not allow the panel to change their decision (Hassan Nadzim and Shiratuddin 2015). The first ten minutes of the interview and this process is appropriate as it would not lead to any wastage of time. This process would not only increase the interview efficiency but it would also lead to higher productivity of the interview panel (since they would be returning to work earlier). 

Document

Yes/No/Only if Suitable

Why?

Closed

Yes

Easier and quicker to administer

Answers of multiple respondents can be compared

Responses are convenient to code and analyze

Candidates would answer sensitive topics

Open

Yes

Unlimited number of responses

Adequate answers on complex topics

Permit self-expression, creativity and detail oriented

Direct

No

They would not help in determining the actual potential of the candidates

Probing

Yes

Help in determining the true nature or actual background of the candidate

Leading

Yes

This would help in determining the body language as well as voice tone effects of the candidates

Loaded

No

It is better to avoided controversial questions which may have presumption of guilt

The following two strategies would be used for informing unsuccessful applicants-

Strategy

Why?

Telephonic approach

This approach would help the interviewer to decline the candidate and inform them that they not selected for the vacancy

Email

This is the best method of polite decline of the offer to the concerned offer and informs them that they would be contacted for any future vacancies. This process consumes least time since there is a template offer decline mail that is sent to the candidates

The types of documentation that would be prepared after finalizing the recruitment process is described as below-

Applicant Types

Document prepared

Successful applicants

Offer Letter, Appointment Letter, Code of Ethics document, Job Agreement (If any), Dress Code Manual, Employment Relationship Document

Unsuccessful applicants

Letter to unsuccessful candidate

The selected candidate should undergo the induction process according to the department in which he or she is recruited (Krueger and Casey 2014). The training manager should be informed regarding the new candidate and chalk out the induction plan with the new candidate. It is also important to inform the concerned department to take an induction session which would brief the candidates about the job functions (Krueger and Casey 2014). This would also ensure that the candidate has an overall idea of the particular job responsibilities in this organization (Hassan Nadzim and Shiratuddin 2015). This process should be followed by the introduction of the new candidate in the organization, which would foster smooth channels of communication between the employees.

There are five stages in the human resources life cycle and all the organizations follow this cycle (Armstrong and Taylor 2014)-

Recruitment- The recruitment process includes the hiring of the talented candidates who would be able to fulfill the organizational duties (Armstrong and Taylor 2014).

  • On boarding- In this process, the candidate is added to the identity of the organization and the different access management system (Krueger and Casey 2014).
  • Career Planning- The employee and management decide their goals in a collaborative manner.
  • Career Development- This stage is concerned with employee maturing in his role in the organization and may include several promotions and pay hike.
  • Termination- This is the final stage of the human resource life cycle in which the employee leaves or is fired from the organization (Armstrong and Taylor 2014). There can be retirement of the employees also.

References

Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management practice. Kogan Page Publishers.

Beadles, I.I., Aston, N., Lowery, C.M. and Johns, K., 2015. The impact of human resource information systems: An exploratory study in the public sector. Communications of the IIMA, 5(4), p.6.

Cummings, T.G. and Worley, C.G., 2014. Organization development and change. Cengage learning.

Gatewood, R., Feild, H.S. and Barrick, M., 2015. Human resource selection. Nelson Education.

Hassan, S., Nadzim, S.Z.A. and Shiratuddin, N., 2015. Strategic use of social media for small business based on the AIDA model. Procedia-Social and Behavioral Sciences, 172, pp.262-269.

Highhouse, S., Doverspike, D. and Guion, R.M., 2015. Essentials of personnel assessment and selection. Routledge.

Jacobi, J., Ragone, T.A. and Greenwood, K., 2015. Health Insurer Market Behavior after the Affordable Care Act: Assessing the Need for Monitoring, Targeted Enforcement, and Regulatory Reform.

Krueger, R.A. and Casey, M.A., 2014. Focus groups: A practical guide for applied research. Sage publications.

Lambrecht, A. and Tucker, C., 2013. When does retargeting work? Information specificity in online advertising. Journal of Marketing Research, 50(5), pp.561-576.

Renwick, D.W., Redman, T. and Maguire, S., 2013. Green human resource management: A review and research agenda. International Journal of Management Reviews, 15(1), pp.1-14.

Roberson, L., Buonocore, F. and Yearwood, S.M., 2017. Hiring for Diversity: The Challenges Faced by American and European Companies in Employee Selection. In Corporate Social Responsibility and Diversity Management (pp. 151-171). Springer International Publishing.

SEEK.com. au. 2017. SEEK - Australia's no. 1 jobs, employment, career and recruitment site. [online] Available at: https://www.seek.com.au [Accessed 27 May 2017]

Wilensky, H.L., 2015. Organizational intelligence: Knowledge and policy in government and industry (Vol. 19). Quid Pro Books.

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