Introduction
Basically, it is vital for an organization to not only manage its resources but also manage its information. For instance, management of resources is an element that is vital in human resource project management and estimation of resources. As Project Management Institute puts it, “resource management refers to organizational deployment of resources in a manner that is effective, especially when the corporate needs them,” (5).
These HR resources encompass: information-technology; fiscal resources; hi-tech expertise; manufacturing resources and catalogue. Similarly, managing information correlates with Data Management practice.
This is because the following are entailed in it: obtaining information; retrieving information; and maintaining information. Information management is simply the process of collecting and managing information from its source and then distributing it to the preferred audiences (Mackenzie 7).
Managing of information and/or resources is an essential aspect in employee recruitment process. This paper will elucidate the employee recruitment process. In doing so, it will look at the following: how the candidates can be found (i.e. through advertising, word-of-moth, staff rearrangement,); the outlay of employee recruitment, as well as how it can be demonstrated that unsurpassed-practices have been employed; and how the employment of staff will be handled (e.g. legislation, manual procedures, interview, etc.).
Moreover, this paper will scrutinize the resources that are required to run the staff recruitment programme, whereby it will also look at the costs, demonstrate the best practices that have been employed and depict how these resources will be obtained. In view of the fact that the staff members will require job-description that fits with organization’s staff and complies with the legislation, the paper will consider the following: discrimination; CRB clearance; safety; and health.
Moreover, this paper will scrutinize the manner of evaluating the project. In so doing, it will examine the project merits/objectives and how it can be identified that these objectives/benefits have been fulfilled. Finally, the paper will look at the following: the policies that will be employed and how they will be selected or set-up; the criteria for Chester city; and elucidate how the operational assurance principles can be applied.
The Process of Recruiting Staff
The rudimentary steps that an organization ought to undertake while recruiting new employees during the employee recruitment process are depicted below:
Preparation of a timetable
A better way of doing this is for the organization to work backwards, that is, from the time it will need the new individual to begin working. As a matter of fact, it is imperative for the organization to go astray on the caution side and guarantee that the times that are being allocated are pragmatic. This is due to the fact that it is good to have much time other than little time in the planning process.
The applicant’s pack should then be put together
The following items are usually encompassed in the applicant’s pack: job description, which delineates the responsibilities and duties of the staff to be recruited; the individual specification, which depicts the technical know-how, qualities, and expertise that the applicant should possess; an application form; a monitoring form; and copies of information that is of relevance regarding the corporate or dates of interview.
Carrying out internal preparation
The organization ought to undertake a number of imperative tasks before it advertise the job. These tasks may encompass the following: selecting the panel that will carry out the interview process as well as do the short-listing; it is of necessity to train that staff with regards to the process of recruiting new members of staff; ensuring that it is capable of dealing with application pack requests prior to sending information regarding the job to be advertised; ensuring that it has a system that will be employed to short-list candidates to be interviewed; and setting up a system, so as to minimize paperwork during the staff recruitment process
Advertising the job
The organization ought to consider advertising from the beginning because it involves major costs during staff recruitment process. This will assist the organization to balance-out the costs while putting in mind where, and how the post will be advertised. The organization can advertise in local newspapers, e.g. The Guardian, or in specialist press, such as the Asian Times.
The following information ought to be encompassed in the advert: sponsors; job details; the charity registration-number of the organization; how the application pack that encompasses email addresses and/or phone numbers will be hold; and fundamental information regarding the organization.
Idyllically, the manner in which the job is advertised is imperative with regards to equal opportunities. Indeed, the organization should stick to practice basics that are good, like advertising in manifold places, so as to attract numerous applicants.
Short-listing
It is of necessity for the organization to employ a formal system while short-listing. Preferably, a corporate could employ a point scoring-system to analyze the interviewees against the decisive factor in the specification of the individual. Typically, there are two parts in the short-listing process.
Firstly, the job-applications will be scrutinized by the panel, which will in turn provide a score. And in due course, the board will convene with the aim of comparing the scores, and then picking-up the successful claimants to attend the interview. The assessment of the panel ought to be honest. It is of necessity for the interviews to be carried out on a single day and therefore, this should be put in mind while picking-up the number of successful claimants to attend the interview.
Interviews
Fundamentally, it is of necessity for the scoring system to be employed by the organization during the interview. Moreover, comments should be noted down by the interviewees during the interview, which will be used by the board to decide the successful claimant after the interview.
In a few circumstances, claimants can be issued with a competency-based test during the interview. The interview in itself ought to: introduce panel members and elucidate what will occur during the interview; give the candidate a chance of asking queries to the panel; and explaining to the candidate what will take place following the interview, such as when the outcome of the interview will be communicated to them.
Selection
The scoring system can be used as abet to deciding the right person to be given the job. In some circumstances, it can result to undertaking a second interview. In actual fact, the organization ought to balance the reasoning for doing this against the extra costs of undertaking interviews of a second round.
The moment someone is selected by an organization, he/she ought to be informed by the organization either verbally or non-verbally. This will be dependent on their adequate locations. In fact, the organization could encompass an appointment letter, organizational conditions and terms, a contract form to be signed by the successful candidates, and how the job will be handled, that is, in contract form, legislation, or manual procedures.
Before they begin
Prior to the new recruited staff starts working, the organization ought to ensure the following: that other staff members already know the successful candidate and the time he/she will be commencing; that an induction for the recruited staff has been arranged by the organization; that the training needs have also been considered by the organization; and that the organization ought to organize for the payment, tax, and nationwide insurance of the new staff member.
Resources that are needed to run the Staff Recruitment Programme
The organization ought to put in mind that the staff recruitment process is usually an expensive operation. The planning and selection process of the staffing is able to consume several resources and time and thereby, it ought not to be dealt with flippantly.
Nevertheless, these resources are able to offer a wide-ranging notion of the recruiting process, that is, from the preparation-stage to the post-selection stage. As Kitchell asserts, this will permit somebody to work throughout this recruitment process (15). Before recruiting a new employee, other than the staff, other resources that are required are the equipments and literature. Typically, these resources are gotten from the HR office.
For instance, a staff member needs to understand the job description that best fits with organizational employee’s handbook and ought to comply with the legislation. To that effect, the staff member ought to consider the following: discrimination; CRB clearance; Safety; and Health.
Idyllically, an imperative resource in the staff recruitment process is the usage of pre-meeting checklist, in which the following are carried out: the job description is reviewed and updated and the fundamental functions are listed; the job’s physical requirements that are special as well as the conditions of working are listed; the required specialized skills for the job are list; the preferred specialized skills for the job are listed; and the search committee is decided.
In addition, another imperative resource, which is of use during the employee recruitment process, is the staffing packet, together with other rudimentary equipments, like: the interview queries; the supplemental questionnaire; and the criterion for screening, which are made by the Employment-Representative.
Principally, the tasks that are performed by an Employment-Representative encompass: describing the advertising strategies and the manner in which they are able to attract claimants; recommending supplemental questionnaire, as well as working examples encompassed in the application; and explicating staffing options (Chmelir 396).
Ideally, the majority of organizational departments prefer adding supplemental questionnaires to the application packages of the corporate. Applicants are asked by these kinds of questionnaires to answer fastidious queries with regards to their qualification, and thereby, making it easier for the board members to the select of those applications, especially to those qualifications that are not standard, or those ones that are dedicated.
Supremely, general information will be given by those applying for the advertised job in the application materials, which do not accurately address the qualification concerns. Actually, questionnaire samples for manifold kinds of positions are normally kept in Human Resource files, so as to be used when necessary. However, an organization can come up with its own questionnaire, on the basis of its screening criteria, or it may follow the suggestions of the Employment Representative.
Typically, the applications are screened (by the Employment-Representative), to guarantee that the forwarded claimants to the board are the ones qualified for the advertised job, encompassing any technological know-how that is specialized. Consequently, the entire job requests will be re-examined by the board members when requested. After the completion of the screening process, those claimants meeting those requests will be informed when to attend the interview (Berry 8).
As a matter of fact, the criterion that is on the basis of the qualification as per the announcement of the job will be employed by the search committee in screening the applications.
This criterion will be employed together with the screening method that is available. The committee members may decide going through manifold cuts/screenings as it so wishes, as well as employ various methods for various screening levels. For instance, while screening, the members of the committee may use a rank order to identify the topmost candidate (Hisle 713).
Project Evaluation, aims, and Benefits
Manifold methods can be used in project evaluation. These methods may encompass the following: financial ratio methods; vision; cash-flow analysis; score-index methods; arithmetical methods; check-lists analysis; matrix methods; decision and relevance trees; experienced based methods; table and multi-criteria methods; QFD; qualitative analysis; and quantitative analysis. These techniques of project evaluation have developed, so as
Meet-up the requirements that are constantly changing. Idyllically, a number of these techniques of evaluating projects integrate both individual judgement and fiscal assessment.
Recruiting new employees is regarded as a serious concern. This is due to the objectives/merits of undertaking such a task. The uppermost monthly expense for the majority of organizations are wage costs, but the monetary insinuations of recruiting a new staff member can be higher than expected (Lamb 3). Under employment, an employee is usually liable for holiday, maternity pay, or sickness. Likewise, the corporate is accountable for the health and/or safety of its employees.
The main aim of recruiting new employees is the need for the organization to expand. Idyllically, the majority of organizations usually base on the assumption that their desire to expand will eventually translate into a desire for additional employees.
It is imperative for an organization to regularly examine its corporate aims and check whether their staffs is adequate in the technical know-how and number, so as to assist the organization to attain their project aims. In most circumstances, recruitment is a response to the vacancy left by the exit of an existing worker.
Recruiting new employees can be advantageous as it comes with recent hi-tech capability that is needed by the organization in attaining its objectives. This may either be due to its changed targets, or due to surfacing of novel systems/modus operandi that the corporate ought to be master, so as to be able to successfully compete. Nevertheless, the other aim of recruiting new employees is for the response by the organization to an escalated workload. This is usually the better option in cases whereby the situation is permanent.
Finally, before recruiting new employees, the organization ought to consider how the staffing needs relates with the objectives/aims of the corporate.
This is in view of the fact that the corporate might be instantaneously in need of additional support. To that effect, it is vital for the organization to plan ahead. Suppose it recruits a new employee, the organization will be eligible for a fresh subsidy that will be useful in assisting with the extra work. Therefore, these factors might be of use prior to corporate recruiting new employees: working hours per week; the work-period; and whether the employment is constant (Herrera 139).
The policies that will be used in Recruiting Staff and how they will be Chosen
In the Budget Verification Policy, for the positions to be advertised, the tassel and salary benefit ought to be availed on a basis that is permanent and for the whole monetary year. The advertisement of the positions will only occur the moment the funding corroboration is completed. Also, the Recruiting Requisition Policy ought to be employed so as to commence the recruiting process. This is because it is an official document that identifies position vacancies.
Supremely, the non-discrimination policy should be on the basis of providing all persons with an equal employment chance with no considerations to the following discriminative aspects: veteran status; ethnicity; marital status; colour; gender; nationwide origin; identification; or family relations to a worker in that organization.
The Freelance Employment Policy will encompass working hours, which will be on the basis of the assignment and by use of own materials/workspace. In the Prohibited Position-Postings Policy, the recruiting agencies for the advertised positions will not be given any services by the career services office. Finally, the privacy policy will also be employed (Morton 12).
The criteria Chester city employs in recruiting staff will involve the following: pre-advertising, which is usually prior to the recruitment process; the search, which encompasses advertising; screening; interviewing; selection, which is carried out by the search committee; and post-selection, which involves giving feedback to the successful candidates.
How the Operational Assurance Principles could be applied
The Operational Assurance Principle could be applicable to not only the planning process but also the budgeting process. During the times of minimizing budgets, it is particularly imperative to place the process of decision making into the milieu on manifold staff support perceptions, so as to be capable of informing those who are responsible for making decisions to decide in the organizational direction (Blake 57).
Conclusion
The steps that are involved in the employee recruitment process include: timetable preparation; gathering the claimant’s pack; performing internal preparation; job advertisement; short-listing the claimants; interviewing the claimants; selecting the claimants; and post-selection.
Nonetheless, the process of planning, selecting, and processing the recruitment process is capable of consuming a lot of resources and much time and thus, it is not supposed to be approached lightly. These resources are usually obtained from the HR office and they include the following: the staff; literature, pre-meeting checklist; recruitment packet; interview queries; supplemental questionnaire; and the screening criterion.
Nevertheless, in order to evaluate a project, the methods/techniques that can be used are: pecuniary ratio method; hallucination; cash-flow scrutiny; score-indicator method; numerical method; check-lists scrutiny; matrix method; relevance/decision trees; knowledgeable based techniques; table/multi-criteria techniques; QFD; qualitative scrutiny; and quantitative scrutiny. Indeed, the main aim of recruiting new employees is the need for the organization to expand. Besides, to recruit new workers can be of merit because it is associated with contemporary technological capability that a corporate requires in accomplishing its goals.
In reality, the following policies may be useful in the recruitment of new employees: Budget Corroboration Policy; Employing Demand Policy; Non-discriminative Policy; Casual Employment Policy; Forbidden Location Postings Policy; and Seclusion Policy. Finally, the Operational Assurance Principle could be applicable to the budgeting and planning during the staff recruitment process.
Works Cited
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Blake, Wendy. Employment Guide for the Voluntary Sector. 3rd ed. Ranken Publishers, 2003. Print.
Chmelir, Lynn. “Recruiting New Staff members.” Research and College Libraries News 63.5 (2003): 394-397. Print.
Herrera, Luis. “Action Figures Needed.” Public Libraries 42.2 (2004): 138-141. Print.
Hisle, Lee. “Issues Facing Libraries.” Research and College Libraries News 62.11 (2002): 712: 715. Print.
Kitchell, Kenneth. Careers for Classicists. Philological Association of America, 1999.
Lamb, Vicky. Employing Staff. 10 Jul. 2010. Web.
Mackenzie, Kenneth. Organizational Structures. 4th ed. AHM Publishing Corporation, 1978. Print.
Morton, Andrew. “Recruitment within Libraries.” Virginia Libraries 48.3 (2003): 9-13. Print.
Project Management Institute. Project Management Guide. 3rd ed. Pennsylvania: Newtown Square, 2004. Print.