Effective Recruitment And Selection Process At Lend Lease Australia

You are required to:

Determine strategies for the delivery of human resource services.

Manage the delivery of human resource services.

Evaluate human resource service delivery. 

Service Level Agreements and Outsourcing

Human Resources (HR) are moving towards transforming the organizational culture. Recruiting function is considered to be a service function that facilitates the service of hiring the managers. Thus a great delivery of the services is significant in recruiting (Ellram and Tate, 2015). The service level agreement (SLA) develops the quality of hiring system that in turn provides satisfaction to the managers. The paper provides the overview of Lend Lease in establishing effective recruitment and selection process.

Lend-lease Company is considered to be one of the leading infrastructure and property groups in the world. Its vision is to develop the best place not only for the communities and clients but also for its employees (Del–Río–Ortega, Gutiérrez, Durán et al., 2015). The aim of the service level agreement (SLA), is to focus upon the major services of recruitment and selection processes that are provided by Lend Lease Company. It also highlights the quality provisions that the organization agrees related to the delivery of services and users of services. The main focus of the company is to provide a positive and forward-thinking approach that enhances the best practice of recruitment and selection process.

The lower level HR managers will discuss the issue of recruitment and selection with the stakeholders. This approach will be operated by focusing upon the problems to the individual stakeholders. Hence, by differently explaining the role of new Human Resources Managers (HRMS), the HR manager will provide higher control over an individual stakeholder. Lack of any factors recognized by the stakeholder will be modified by providing adequate training with essential information and equipment (Humburg and Van der Velden, 2015). The training will continue for four months that will facilitate an appropriate response from the stakeholder.

Lend Lease Australia comprise of two important service delivery options proposed for its recruitment and selection process such as,

In-house recruitment in Lend Lease is focusing entirely towards hiring new employees rather than utilizing an external agency. The company has some vacancy and plans to hire someone from internally. Lend Lease has used this service as it saves money and time, reduces training time, improves morale and productivity. The company is planning to promote internal promotions instead of recruiting new management.

To focus upon their core business Lend Lease is using the recruitment process outsourcing that is expected to grow 50% a year. The outsourcing process will be implemented for the recruitment of staffing firms and HR services (Marchington, 2015). It will provide with the benefits of enhanced employment brand, increase the quality of candidate and reduce the cost of recruiting.  

Roles of HR Officers

Through outsourcing from the service provider, Lend Lease will effectively streamline the process appropriate to speedy remuneration system and adequate organizational performance. While implementing the plan for the provision of recruitment and selection process the first step that must be considered is hiring an efficient recruiting manager (Rabetino, Kohtamäki, and Gebauer, 2017). However, it is the role of the recruiting manager to execute the recruitment and selection process within the company. Further, the HR officers will discuss appropriate recruiting data with the service provider that will be needed for the recruitment and selection process.

The organization guarantees that every new employee will be provided with coaching sessions and effective training that is required for carrying out the duties and associated responsibilities effectively (Giannopoulou, Gryszkiewicz, and Barlatier, 2014). The company’s recruiters will be facilitated with effective and adequate training as well as informing the candidates related to the recruitment and selection skills and techniques. Lend Lease is determined and committed to making appropriate processes for each of the recruitment and selection processes. (Keep, 2014).

The proposed recruitment and selection process is based on the combination of recruitment, staffing and hiring process. The recruiter, hiring manager, and the job searcher are the three people engaged in the hiring decision.

The SLA expects to achieve its objectives and aim with the determined and committed work of every stakeholder who is related to the entire process of recruitment and selection. Lend Lease believes that by effectively training and monitoring, SLA could be effectively implemented within the organization (Bondarouk, Harms and Lepak, 2017). The risk analysis and costs benefit analysis also supports the effectiveness and efficiency of each of the recruitment and selection process.

Recruitment and selection process

The recruitment and selection process is held within the company to attract high caliber, well-educated and highly skilled candidates. The company conducts the process of recruitment and selection efficiently in alignment with the highlighted standards. The process is executed by offering equal opportunities to every candidate to present their capabilities effectively (Conway and Briner, 2015).

Role of Human Resources officer

The HR officer will upload attractive job advertisements, a specification of person, general information based on the job and application type. On the agreed date of publication, all these information’s will be uploaded on other communication channels or online system of recruitment (Paagman, Tate, Furtmueller et al., 2015). The officers will advise on the most effective and adequate application type and application questions. Review and amend the drafted advertisements based on organizational content, equality, economy, and standards. It also provides advice to make use of the most important media or communication channels as well as related timescales for the process of recruitment and selection. The officers of the company advice on the job description and person specifications and organize the panel for the analysis of the concerned agreement. Also its advice on the policies and procedures that are to be followed.

Benefits of Proposed Recruitment Process

The primary benefits of proposed recruitment and selection process will involve practical strategic orientation with company goals, appropriate screening of qualification, strong pool of applicants that will reduce high morale and staff turnover in Lend Lease (Raudla and Tammel, 2015). Moreover, the implementation plan will help the company to understand and analyze the candidates correctly and in a better way. The implementation plan will begin from 1^st August 2018 and will run for five months.

The service level agreement (SLA) explains the service levels that Lend Lease Australia (the client) will be receiving from Adecco Australia (the provider). SLA will cover the recruitment and selection contract between the client and the provider. Even though SLA will cover the major aspects of the recruitment and selection process and support of the client, still the support contract might involve the sections not covered by SLA.

SLA is considered to be a significant part of the contract between the provider and the client. Its objective is to help the two parties to work together efficiently. The client relies upon the recruitment and selection process that supported, maintained and provided by the provider. This particular support is very much important for the company (Wright and Diamond, 2015). To receive the recruitment and selection process SLA will focus upon the levels of availability and support that is committed to the client. It also provides with the explanation of what penalties will be applied to the provider it could not fulfill the levels of availability.

Parties

The particular SLA is among

References

Bondarouk, T., Harms, R. and Lepak, D., 2017. Does e-HRM lead to better HRM service?. The International Journal of Human Resource Management, 28(9), pp.1332-1362.

Conway, N. and Briner, R.B., 2015. Unit-level linkages between employee commitment to the organization, customer service delivery and customer satisfaction. The International Journal of Human Resource Management, 26(16), pp.2039-2061.

Del–Río–Ortega, A., Gutiérrez, A.M., Durán, A., Resinas, M. and Ruiz–Cortés, A., 2015, June. Modelling service level agreements for business process outsourcing services. In International Conference on Advanced Information Systems Engineering (pp. 485-500). Springer, Cham.

Ellram, L. and Tate, W.L., 2015. Redefining supply management? s contribution in services sourcing. Journal of Purchasing and Supply Management, 21(1), pp.64-78.

Giannopoulou, E., Gryszkiewicz, L. and Barlatier, P.J., 2014. Creativity for service innovation: a practice-based perspective. Managing service quality: An international journal, 24(1), pp.23-44.

Humburg, M. and Van der Velden, R., 2015. Skills and the graduate recruitment process: Evidence from two discrete choice experiments. Economics of Education Review, 49, pp.24-41.

Keep, E., 2014. Corporate training strategies: the vital component. New Perspectives, pp.109-125.

Marchington, M., 2015. Human resource management (HRM): Too busy looking up to see where it is going longer term?. Human Resource Management Review, 25(2), pp.176-187.

Paagman, A., Tate, M., Furtmueller, E. and de Bloom, J., 2015. An integrative literature review and empirical validation of motives for introducing shared services in government organizations. International journal of information management, 35(1), pp.110-123.

Rabetino, R., Kohtamäki, M. and Gebauer, H., 2017. Strategy map of servitization. International Journal of Production Economics, 192, pp.144-156.

Raudla, R. and Tammel, K., 2015. Creating shared service centres for public sector accounting. Accounting, Auditing & Accountability Journal, 28(2), pp.158-179.

Wright, H.R. and Diamond, J.P., 2015. Service innovation in glaucoma management: using a web-based electronic patient record to facilitate virtual specialist supervision of a shared care glaucoma programme. British Journal of Ophthalmology, 99(3), pp.313-317.