Recruitment, Selection, And Training For HR Executive Position

Section A: Recruitment and Selection

Human capital is one of the most valuable assets of an organisation. Through recruitment and selection process all the workers and employees have been selected by the management of an organisation. So, there is a considerable amount of significance present in both the processes. The right person for the right job position should be identified as the leading factors for successful recruitment and selection. Human resource management department is mainly concerned with the part of hiring workforce and identifying prospective job vacancies of an organisation (Richardson, McBey, & McKenna, 2008). Determination of the number and type of job, fulfilling vacancies, and attracting suitable candidates for filling the positions are the tasks for which the human resource department is mainly focused.

The chosen position for which the analyses have been presented is a human resource executive. In the below discussion emphasis will be given to all the activities related to recruitment, selection and training process. In the study, realistic recruitment methods, key selection criteria, selection methods and employment checks have been illustrated based on the job position. On the other hand, all the essential aspects of one-day induction training programmes including the individual and organisational need, the objective of organising the particular training programme have been analysed as well. In addition, key content and associated activities and some training methods will also be discussed in the study.

Recruitment is the process by which the organisations usually reach to the prospective job seekers. The procedure through which contacts with the potential candidates have been established is known as recruitment (Fisher, Schoenfeldt, & Shaw, 2016). An HR executive has the responsibilities such as understanding the human resources demand of concerned department, sourcing those candidates who will be able to match the expected skills. For sourcing the candidates, the three primary recruitment methods are mostly used by the organisations for contacting the potential applicants. The methods are direct recruitment, indirect recruitment and third party recruitment process (Morse, & Popovich, 2009). The indirect method of recruitment, the organisation sent its representatives to identify the potential candidates in the training and educational institutes. The officials establish contacts with the potential candidates who are in search of jobs. The representatives are actually tied up with the various placement cells of the institutions where persons pursue medical, engineering and management studies, etc.

On the other hand, the indirect method of recruitment includes providing advertisements on the television and radio channels, the internet, newspapers, technical magazines and professional journals. The indirect methods of recruiting candidates are helpful when the organisations do not find right candidates from the internal employees who can be given the objective of filling up the higher posts (Foot, Hook, & Jenkins, 2016). Also, the indirect methods have been used at the time an organisation feels the need of expanding its geographical territory. The other method that includes the use of management consultants, voluntary organisations, private agencies, professional associations or bodies, trade unions, labour contractors, data banks and employee recommendations, etc., to contacting job seekers, is known as third party methods (Raub, & Streit, 2016). Depending on the policies of a particular firm, the government regulations and the pattern of labour supply, the recruitment methods have been selected by the management. All of the three methods have a great impact on recruiting the candidates.

Selection Criteria

While outlining three most used key selection criteria for the post of an HR executive, the first and most important criteria are the educational degree of an applicant i.e. Bachelor’s Degree with the specialisation of human resource management. Evidently, such criteria have been selected as without having proper theoretical knowledge of the particular field one cannot understand the practical implications and responsibilities associated with the job. The second selection criterion is a satisfactory response in the interview (Al-Amin, & Jaafar, 2014). While giving an interview for the particular job position, the candidate must answer the majority of the questions asked to him with a satisfactory response.

The last selection criterion for the job position is one year of industry experience in any product or service industry (Zonca, 2012). Decisively, the experience is something which enhances abilities, explores skills and enriches knowledge of a person. The third criterion has been set up by keeping a fact in mind. The fact is, having minimum one year experience will make the applicant able to understand correctly the core responsibilities and tasks of an HR executive. If one can fulfil all of the three mentioned criteria, the candidate will be chosen for the position of an HR executive in the concerned organisation (Gavrel, 2015).

The three popular and mostly used selection methods for the position of an HR executive are multistage selection method, conjunctive selection method, and compensatory selection method. A number of selection and assessment tools have been combined by multistage selection method. The human resource management department has the responsibility of validating each one of the easement tools (Ekuma, 2012). The department is also associated with the task of ensuring the legitimacy regarding the needs of the open position. Multistage selection methods have personality test, abilities and skills test including any interview process such as telephonic, personal, online, etc (Gavrel, 2015).

Sometimes, sample or trial work performances can also be a part of a multistage selection method. When the human resource department uses conjunctive selection method for selection of the position of an HR executive several assessment tools are taken in a sequential series of stages. If an applicant gives poor performance in the initial assessment, he or she will be eliminated from the candidates (Ekuma, 2012). For using this particular selection method, the assessment tools should be set up carefully in a proper sequential manner. If an organisation wants to avoid the drawbacks of the conjunctive selection method, the organisation can use the compensatory selection method. All types of assessments tools have been simultaneously administered by the compensatory method (Marie Ryan, & Derous, 2016). The main advantage of using this selection method is any applicant cannot be eliminated depending on the outcome of a single assessment.

Employment checks are conducting by the management side for the overall verification of the reliability and validity of the selected applicant’s overall background information. The three most important employment checks before appointing an HR executive are criminal record verification, physical examinations and reference checks. The human resource office verifies the information regarding criminal records available on online Employment Application for each to whom the employment offers have been made (Martucci, & Coverdale, 2014). Depending on the requirements of a particular organisation background and records are verified before providing the final appointment letter to a selected candidate. The next employment check is physical examination which is deemed necessary for the job profile an HR executive. Under this checking process, the selected applicant has been sent for some physical check up i.e. eye-cue test, fitness test, drug and alcohol test. The human resource department must verify and review the dependability of the references provided by the selected candidates before offering them the HR executive’s position (Richardson, McBey, & McKenna, 2008). The reference check is usually conducted by the human resource manager who has the responsibility of hiring candidates. Employment checks must be done before appointing selected candidates for maintaining the reputation and the wealth of the concerned organisation.

Selection Methods

The one-day induction training programme has been arranged for the newly appointed HR executives. This training programme is designed for all the newly allotted HR executives of different departments (Ivancevich, & Konopaske, 2013). For gaining practical experiences regarding the associated jobs and responsibilities, the new HR executives must have to go through with the training programme. Induction taring programme is also known as orientation programme. In this training programme, the newly appointed employees are introduced to the policies, rules, regulations, pattern and structure of the organisation, where they are appointed (Sahinidis, & Bouris, 2008).  The central objective of the training method is making the new employees accustomed to the overall organisational activities and the working environment of their respective departments.

Many significant benefits are present in the induction training programme for the newly recruited HR executives. Some significant benefits among those are the new HR executives received accurate information of their respective jobs, from the day one they can focus on their job and able to keep busy themselves (Roberts, 2015). Besides, good work habits are installed in them, the new employees of HR department feel welcome, the professional relation between the company and the employees has been created, and the expectation of the management from the employees’ performance have been clearly established (Paloniemi, 2016). From the organisation’s side, the need of conducting an induction training programme is to make new HR executives familiar with the essential aspects of the organisation. The aspects are organisation profile, organisational culture & climate, basic conditions of employment, pay rules & other allowances, leave policies and HR policies and disciplinary rules & regulations. Some other aspects are also included such as career development, employment policies, welfare, health, safety, medical amenities, standing orders, grievance procedure and negotiating machinery.

Keeping some primary objectives in mind, the induction training has been arranged for the newly appointed HR executives by the management. The major objectives are building confidence about one’s own self and also about the organisation, creating the feeling of loyalty and belongings, making familiarise the new HR executives with their jobs and the working environment (Sahinidis, & Bouris, 2008). The objectives also include generating favourable behaviours and attitudes within the new recruits about superiors, subordinates, peers and the organisations and assisting & motivating the new HR managers to contribute towards the organisational achievements and success.

On the first day of employment for conducting induction training programme some key content and associated activities needed to be considered in this regard. The key materials are welcoming and introducing the organisation, its framework, culture, mission, history and expected standards of performance to the new HR executives (Compton, Morrissey, & Nankervis, 2009). The key contents also include some other aspects such as making them understand the way of contributing towards organisational achievements and clarifying the appointed role and responsibility.  In addition, making the new employees aware of safety, health and IT policies and arranging a lunch for the purpose of establishing initial contacts among the co-worker, the managers and the newly appointed HR managers have included in the programme (Sahinidis, & Bouris, 2008).

Employment Checks

The supportive activities of the one-day induction training programme include providing necessary paperwork and support contact details, CD-ROM with relevant information and policies. Appointing mentor for each one executive, arranging induction social activities and games which involve the new HR executives with the culture and values of the organisation, can also be included in the support activities (Paloniemi, 2016). Follow-up activities such as conducting follow-up meetings, tracking the integration process to know how the new employees are setting in. Continuous monitoring and evaluating the job performances of the new HR executives are also imperative follow-up activity.

Two on-the-job training methods i.e. case study and management games can be used in the one-day induction training programme arranged for the newly appointed HR executives. The case study method delivers the way to handle particular problematic situations suddenly arises within the appointed jobs of the new HR executives (Billett, 2011). The methods of analysing the problem situations, identifying the best possible way outs or alternative solutions to solve the problem can also be taught through case study method. Through case study method of on the job training, the participants can be exposed to the real life situations which are otherwise impossible. The case study method is very useful for developing presentation skills, application skills and analytical skills within the new employees of HR department. On the other hand, business or management games is an important exercise in that the new HR executives are required to take various decisions regarding some imaginary organisational problems (van Donk, & Esser, 2012).

The game can be designed with the purpose of covering all the aspects of human resource department of the organisation. The participants of this game are divided equally into groups for presenting the management team of a competing organisation. The management game is played with the purpose of representing various functional and problematic situations (Bratton, & Gold, 2017). Each of the situations of the game must cover a particular strategic decision along with a business operation. The management games can be conducted as a computer game or as a non-computer game. While playing the game, the new HR executives are exposed to a number of strategic and operational decisions which all most cover all the functional aspects of a human resource department (van Donk, & Esser, 2012). He decisions made by the each group is analysed and evaluated based on the given situation and feedbacks has been given to the members of the groups to help them improving their analytical and decision-making skills.

Arranging conference or seminar and sensitivity or T-Group or laboratory training method are the best ways to provide off-the-job training to the newly appointed HR executives. Discussion method allows the participants to pull ideas, concepts and facts regarding their jobs (Jones, 2014). The method also examines the understanding skills of the participants and draws an overall conclusion of the training process. Under the conference or seminar method, the leader tries to deliver a precise thought of conducting the particular seminar on the very first day of their job (Zonca, 2012). Usually, the participating new HR executives along with the conference leader relate and apply their minds and viewpoints to arrive at clarifications and solutions of some specific problems. One of the widespread and earliest training methods of organisational development is sensitivity training method. Sensitivity training is conducted with a small number of employees. It is mostly unstructured training method by its nature, without having any specific goal, agenda.

Section B: Training

The facilitator of the training method does not provide any guidance or direction to the group. The facilitator gives total freedom to the group for developing their own decisions through interactions with each other. The facilitator must motivate and encourage the group members and he also must create and maintain a cordial environment in the training programme. The major objectives of conducting sensitivity training programme are developing sensitivity and awareness regarding the behavioural pattern of one’s own self and others, making the employees familiar with group activities (Bratton, & Gold, 2017). The objectives also include increasing ingenuousness with others, increasing patience for coping up with individual differences and growing trust and support to each.

Conclusion

Conclusively, it can be stated that properly organised recruitment and selection process can bring the best suitable employees in the concerned organisation. After the applicants are selected through recruitment and selection process by the management, the required training programme must be arranged to make the make the newly appointed HR executives fit in their respective job positions. By conducting induction training programme for the new employees, management can ensure some significant aspects. An essential aspect of such practices is to make the new employees feel comfortable with the work and the working environment in which they have to work. Thus, the new staffs will be able to achieve the ultimate goal of the organisation through the achievement of their individual goals.

References

Al-Amin, A., & Jaafar, A. (2014). An alternative approach to identify key industries: issues to selection criteria. Journal Of Business Economics And Management, 15(3), 577-598.

Billett, S. (2011). Learning through work: workplace affordances and individual engagement. Journal Of Workplace Learning, 13(5), 209-214.

Bratton, J., & Gold, J. (2017). Human resource management (1st ed.). London: Palgrave Macmillan.

Compton, R., Morrissey, W., & Nankervis, A. (2009). Effective recruitment & selection practices (1st ed.). North Ryde, N.S.W.: CCH Australia.

Ekuma, K. (2012). The Importance of Predictive and Face Validity in Employee Selection and Ways of Maximizing Them: An Assessment of Three Selection Methods. International Journal Of Business And Management, 7(22).

Fisher, C., Schoenfeldt, L., & Shaw, J. (2016). Human resource management (1st ed.). Boston, Mass. [u.a.]: Houghton Mifflin.

Foot, M., Hook, C., & Jenkins, A. (2016). Introducing human resource management (1st ed.). New York: Pearson.

Gavrel, F. (2015). Participation, Recruitment Selection, and the Minimum Wage. The Scandinavian Journal Of Economics, 117(4), 1281-1305.

Ivancevich, J., & Konopaske, R. (2013). Human resource management (1st ed.). New York, NY: McGraw-Hill Irwin.

Jones, R. (2014). Managing people (1st ed.). Osborne Park, W.A.: Vocational Education & Training Publications.

Marie Ryan, A., & Derous, E. (2016). Highlighting Tensions in Recruitment and Selection Research and Practice. International Journal Of Selection And Assessment, 24(1), 54-62.

Martucci, W., & Coverdale, B. (2014). Effective use of background checks by employers. Employment Relations Today, 31(2), 99-110.

Morse, B., & Popovich, P. (2009). Realistic recruitment practices in organizations: The potential benefits of generalized expectancy calibration. Human Resource Management Review, 19(1), 1-8.

Paloniemi, S. (2016). Experience, competence and workplace learning. Journal Of Workplace Learning, 18(7/8), 439-450.

Raub, S., & Streit, E. (2016). Realistic recruitment. International Journal Of Contemporary Hospitality Management, 18(4), 278-289.

Richardson, J., McBey, K., & McKenna, S. (2008). Integrating realistic job previews and realistic living conditions previews. Personnel Review, 37(5), 490-508.

Roberts, G. (2015). Recruitment, selection and induction (1st ed.). London: Chartered Institute of Personnel and Development.

Sahinidis, A., & Bouris, J. (2008). Employee perceived training effectiveness relationship to employee attitudes. Journal Of European Industrial Training, 32(1), 63-76.

van Donk, D., & Esser, A. (2012). Strategic human resource management: A role of the human resource manager in the process of strategy formation. Human Resource Management Review, 2(4), 299-315.

Zonca, L. (2012). The rules of knowledge acquisition: designing the right employee training programme for your business. Development And Learning In Organizations: An International Journal, 26(3).