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Question:

Discuss about the Recruitment Strategy.
 
 

Answer:

Recruitment strategy

As mentioned, previously (in assessment 1), Office Assistant is a leading company that offers products and services related to corporate offices. The Office Assistant deals with products like office furniture, toner & ink needs, office supplies, printing, equipment hire, photocopying, etc. Human Resources department has an extremely important influence in a company’s success or failure. As our textbook describes, human resource management is active in recruiting the right employees, developing training programs, designing compensation programs, and creating performance appraisal systems. The resources and expertise that the HR department can offer is essential and should be utilized as often as possible (Park, 104). The company would definitely need some new fresh minds in the organization. The senior management of the company includes stakeholders, chief operational head, CEO, etc. It is important that the employees should be hired at all the levels of the organizations starting from senior management level to mid management to low level employees. It is important that HR managers should create a balance between the profit and the people needs. In conscious capitalism, ethics plays the role of ensuring that the organization is doing what is right. Canonico & Nito (2015) argued that businesses that practice conscious capitalism do what is right because they believe it is right.

The initial requirement of the candidates could be judged with the historical performance of the company. Fairness among employees is a good starting point for achieving customer satisfaction to valuing additional HRM practices that ensure satisfied employees are working in alignment with a company’s strategy to achieve satisfied customers (Pilbeam & Corbridge, 2010). It is important that human resource manager should have a continuous understanding of the required resources. The human resource requirements in terms of number of resources, time required, employment and pay levels can be discussed as:

Snapshot of human resource requirements

Number of Required Resources

10 (Both full time and part time)

Full Time: 6 || Part Time: 4

Expected Length of Employment

Full Time: 2 to 3 years || Part Time: 4 to 6 months

This duration is an indicative length only, the actual duration can change based on the various internal and external variables and parameters

Skills Required

Hard-core Sales, Engineering, Marketing, Human Resource, Product Management, Project Planning

Pay Levels

As per industry standard, the pay levels have to be goof to get the best talent from the market. The inputs should be taken from both internal stakeholders and external stakeholders. It would help the company to move forward and tackle the competition in most effective manner.

Qualifications

Depend upon the job type. For example, the product manager must have a 5 year experience and must be MBA. The engineer should be graduate and HR manager should have at least 10 years of experience.

One of the key components of ethical capitalism is placing true value on people and relationships. Bob Chapman is known for saying, "We build great people who do extraordinary things (Chapman, 2015). For a company to be monetarily they need to be financial profitable. For a company to be profitable with integrity and sustainability, they need to recognize that their team, every single employee is the most precious commodity. In today’s business environment (nationally and globally) an emerging philosophy of conscious capitalism is being put to practice is the belief that the business can increase performances while also improving value of life for all stakeholders. The HR recruitment lifecycle for the recruitment of new employees can be shown as:

Recruitment Lifecycle: A snapshot

Sourcing of Candidates

It is important that the sourcing should be based on the overall strategy of the organization. For large organization, strategic can be a challenge because it requires alignment across multiple areas and collaboration across the organization (Anderson & Fornell, 2014). It can be challenging to create this alignment in even the smallest organization, so working with a large one with multiple levels of management and approval would create additional obstacles.

 

Assessment of candidates

The first assessment of candidates should happen based on resume or CV of candidate. Even if it is not in the same industry as the degree, having a few months’ office experience on student’s CV’s can help and can land a position over someone else applying for the same post”. It is important that the organization should have a strong assessment procedure in place. It can happen only when the organization has a database of various questions that should be asked in the assessment. The individual have to assess the learned from the experience. The next step is monitoring and developing further strategies for better dealing with the barriers.  The last step is to strengthen the career resilience, insight and identity. Employability skills and work experience can not only benefit graduates by looking good on their cv and proving to employers that they have credible experience, it can also help graduates by building on their personal skills and developing them before they enter a contract job (Clardy, 2008). These skills that they may need help in could be talking to senior members of staff, talking on the phone in a professional manner, how to conduct yourself within an office environment and many more.

Employees’ induction and training

for a long time that companies upper management create the Mission Statement, and the organizations Vision and Goals with no consideration for the employee's. In order for a company or organization to run successfully everyone needs to be on the same page. If an organization creates the Mission statement, Vision and Goals without explaining how it encompasses the entire organization then there is a huge gap. Employee's often feel they are just there to do a job they don't have a voice no one cares what they think, this is the making of a total dysfunctional company (Ordanini & Silvestri, 2008). I do not believe this alone will cause the company to fail but often there is a high job turnover ratio and very unhappy employee's. Everyone has a voice and should be heard.

The timelines of the recruitment strategy can be discussed as:

Events

M 1

M 2

M 3

M 4

M 5

M 6

M 7

M 8

M 9

M 10

M 11

M 12

Employee Sourcing

 

 

 

 

 

 

 

 

 

 

 

 

Sourcing Strategy

 

 

 

 

 

 

 

 

 

 

 

 

Sourcing Guidelines

 

 

 

 

 

 

 

 

 

 

 

 

Assessment

 

 

 

 

 

 

 

 

 

 

 

 

Employee Induction

 

 

 

 

 

 

 

 

 

 

 

 

Employee Training

 

 

 

 

 

 

 

 

 

 

 

 

Conclusion

The interesting thing is that doing the right thing by your employees will always help your bottom line. Decreased nursing turnover and increased experience will streamline your operation and produce more revenue. With the above discussion it can be said that Office Assistance should have a flexible recruitment strategies in place (Frey & Osterloh, 2013). The above paper discusses that 10 new resources would be required. However, this need should be flexible in nature. There should be an initial assessment phase in place where the actual need of resources would be analysed. It is important to mention that the management of office Assistance should take all the stakeholders together while assessing the candidates. The inputs should be taken from both internal stakeholders and external stakeholders. It would help the company to move forward and tackle the competition in most effective manner.

 

References

Anderson, E. W., Fornell, C. & Mazvancheryl, S. K. (2004) 'Customer Satisfaction and Shareholder Value', Journal of Marketing, 68, October, pp. 172-185.

Chapman, B., & Sisodia, R. (2015). Everybody matters: The extraordinary power of caring for your people like family.

Clardy, A 2008, " The strategic role of Human Resource Develpment in managing core competencie", Human Resource Development International, 11(2), pp. 183-197

Canonico, P., De Nito, E., Esposito, V., Martinez, M., Iacono, M., & Mercurio, L. (2015) 'The boundaries of a performance management system between learning and control', Measuring Business Excellence, 19 (3), p. 7-21

Frey, B.S. & Osterloh,  M. (2013) Successful Management by Motivation: Balancing Intrinsic and Extrinsic Incentives. Germany. Springer-Verlag.

Gunkel, M. (2007) Country-Compatible Incentive Design

Ordanini, A, & Silvestri, G 2008, 'Recruitment and selection services: Efficiency and competitive reasons in the outsourcing of HR practices', International Journal Of Human Resource Management, 19, 2, pp. 372-391

Park, S. (2014), 'Motivation of Public Managers as Raters in Performance Appraisal: Developing a Model of Rater Motivation', Public Personnel Management, 43 (4), pp. 387-414

Pilbeam, S. & Corbridge, M. (2010) People resourcing and talent planning: HRM in practice. 4th ed. London: Prentice Hall International.

Waal, A. & Kourtit, K. (2013) ‘Performance Measurement and Management in Practice’, International Journal of Productivity and Performance Management, 62(5), pp. 446-473.

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