Job Analysis and Design, Recruitment and Selection process, Induction and Training Plan for a new po

 [See also the attached structure of Mullholland Promotions]

1 You have newly taken over the position of Human Resources Manager at Mulholland Promotions.  Mulholland is a quickly growing privately owned company in Auckland, which provides a consultancy service on advertising and other promotional activities.  The company prides itself on being responsive to customer needs, open, and a friendly and flexible place in which to work. 

2 When you look at their systems, you are surprised to see that HR only covers basic recruitment issues, such as organising newspaper copy and employment contracts, and personal grievances and disputes.  The processes for interviewing are very informal.  In fact, a lot of the Mulholland processes seem very casual.  You feel that it is time that a more systematic and proactive human resource management process is introduced – partly so that you can be sure that legislative requirements are met.  

3 There are 70 staff at Mulholland. Because the company has to be very flexible in its operation, the staff generally cover a variety of roles according to the need – for instance, negotiating with clients, researching suitable material, writing advertising copy, developing designs, and carrying out marketing research.

4 Mulholland wishes to fill a new position within the company, which will be essentially that of a senior marketing officer.  There have been several attempts to fill the position.  For instance, the son of the owner of the company took it on, but wasn’t well suited to the position.  Then the position was advertised, but it wasn’t felt that any of the applicants would have the interpersonal skills and confidence to succeed in the job.  

5 It is envisaged that the successful applicant will work as a liaison between the design part of the company, and key clients throughout New Zealand.  The job really needs someone who can relate well to the customers, and help to resolve the sorts of problems that have arisen in the past.  As examples only (there are many more types of issues):

• The advertisements developed haven’t met the client brief sufficiently.  For instance, they may be over budget, poorly coordinated with other promotional activities, or not match their chosen image.  

• There is confusion among many of the client organisations about who in the organisation is dealing with Mulholland – so for instance, sometimes instructions about advertising are given in a confused way, often through different parts of Mulholland.  As a result, promotional packages may be turned down when they are put forward to the client company.

Recruitment and Selection Process

• Often there is a delay with the creation of promotions, which frustrates the customer.  There is not a seamless process of development within the organisation, so often the packages being developed become stalled or log jammed.  

2. DELIVERABLES

1. Answer all questions.

2. All work must be in your own words, or correctly referenced. 

3. Answer all questions in relation to the Case Study, “Mullholland Promotions”.

4. You can add further detail to the case, so long as these assumptions are consistent with the case.

Question

1. Job analysis and design

In designing the new position, a job analysis will need to be completed to collect useful information regarding the role. This process will need to be adequate to allow for the writing of the Job Description, Person Specification and other documents needed for recruitment for the new position.

The answer should include:

• Who will be involved in the process 

• The types of information that will be needed 

• Appropriate methods for collecting relevant information 

• Design a short questionnaire that could be given to the media teams to canvas their ideas regarding the new position.

2. Job description and person specification

For the position, write a formal Job Description and Person Specification 

The document should include:

• Title 

• Purpose 

• Reporting and relationships 

• Key results areas and performance standards 

• Person Specification, including essential and desirable characteristics. 

3. Recruitment and selection process

Supply a plan for recruitment and selection of a candidate to fill the position, describing why it is best suited to the position and company. 

The answer should include:

• Recruitment policy (e.g. insourcing for jobs) 

• Recruitment avenues (e.g. agencies) 

• Advertising channels 

• The process to be used (e.g. flow chart)

• Who will form the selection group 

• How relevant legislation is adhered to (e.g. Human Rights Act, Employment Relations Act, Privacy Act). 

4. Selection criteria for shortlisting

Develop the selection criteria to use for shortlisting for the position and the instrument that will be used (e.g. weighted criteria matrix). You will need to ensure that they meet the requirements of legislation and integrity. Provide reasons for your choices.

The answer should include:

• Appropriate selection criteria 

• The completed instrument e.g. weighted criteria matrix or decision grid. 

5. Selection process

Describe how the interview and other assessments for the position will be carried out.  Explain your reasons for your choices.

Your answer should include:

• The type of interview e.g. unstructured, structured 

• Who will conduct the interview e.g. one-on-one, panel 

• Two examples of appropriate probing questions that could be asked that will help to identify the ‘right person’ e.g. behavioural and/or situational questions

• Two appropriate tests that might be used that would be relevant for the position

• Two pre-employment checks that would be relevant for the position. 

6. Induction programme

Design an induction programme aimed at socialising the selected candidate, and familiarising him/her with the systems and skills needed to succeed in the position. The programme would run from before the first day, up to two months on the job. 

Your answer should include:

• Step by step programme

• Include logistics, introduction to culture and networks, etc.

7. Training Plan

Assume that it is you that has applied for the position at Mulholland Promotions, and have been given the job.  Describe a training plan that might be appropriate to provide you with the skills you need to succeed in this position.

 Your answer should include:

• A training needs analysis to determine specific areas where training might be required. 

• Realistic goals or targets 

• Suitable training methods. In choosing the methods, discuss how you will consider the principles of adult learning and your preferred learning style(s)

• An evaluation or appraisal process. 

8. HR metrics

Discuss how Apex could use metrics to help inform HR business decisions at MHB. Choose either recruitment and selection, or training, and discuss how metrics could be applied to determine the effectiveness of the process, including relevant examples.