An experienced HR receptionist is needed by one of the country’s largest providers of IT services. You will need great communication skills, profound knowledge on the laws and practices of employment and experience of assisting HR manager in developing the necessary reports, recruitment, selection and development planning.
The required qualifications:
- answering and directing calls;
- maintaining calendars and schedules;
- typing and filing reports and memorandums;
- ensuring the confidentiality of particular materials.
Interviews will be held in the central office. For more information, please, contact A. Smith at 657-283-5545.
This job ad will be published on the Internet job hunting site and in the local newspaper. The choice of this strategy is explained with the fact that combination of these two sources for recruiting can have a positive impact upon the outcomes. The recruiting procedure will last for about a month so that all the potential applicants could come across the ad and express their concerns as to it. This approach would allow attracting sufficient number of applicants who will correspond to the vacancy requirements and can find it acceptable. The language of the ad is aimed at providing the basic information on the necessary expertise of the potential applicant without overstating them.
After the potential applicants have attracted with the job ad, the HR manager can proceed to selecting the most appropriate candidate for filling the vacancy.
The adopted method for selecting the applicant will consist of two main parts, including the analysis of the background information and personal interview with the applicants. The background information will be gathered by offering the applicants to fill out the application blanks which would allow standardizing the procedures as opposed to the review of the CVs received from the applicants. One of the questions in the application blank would be the contacts of the past employers and if it is possible to ask for references from the previous place of work. The following stage will presuppose making calls to other organizations for references on the applicants’ past performance. It would allow evaluating the applicants’ competence and potential critically and comparing the retrieved information to the data presented in the application blanks.
After gathering the background information, the HR manager can proceed to situational interviews containing the experienced-based and future-oriented items which would allow identifying the level of the applicants’ self-presentation and communication skills along with the dominating behavioral patterns (Noe et al., 2008). A comprehensive analysis of the background information and notes which were made during the interviews will allow selecting the most appropriate applicant.
Annual Performance Review
|Employee Name||Cathy Smith|
|Date of Review Period||2011|
|Supervisor Name||[type your name here]|
|Exceeds Expectations = 5 |
[employee has exceeded objective, time and quality]
|More Than Satisfactory = 4 |
[employee has slightly exceeded either time and/or quality]
|Satisfactory = 3 |
[employee has met objective, may be just under objective on time and quality]
|Less Than Satisfactory = 2 |
[employee has not met objective on either time or quality]
|Needs Improvement = 1 |
[employee far below on both time and quality]
|Typing||96% accuracy||90%||Satisfactory level because the typing accuracy is just below the objective and does not have||3|
|Complete within 48 hours of submission||Within 24 hours||The employee has exceeded time, but did not exceed quality||4|
|Filing||98% accuracy||82%||Less than satisfactory, the lack of accuracy has impact upon the process of filing||2|
|Complete by end of the day||By end of each week||The filing procedures are far below the objective in terms of time||1|
|Answer phones||Answer within 3 rings||Within 2 rings||Satisfactory because the employee is just under the objective||3|
|Screens calls||Forwards all calls||All calls are forwarded, and the employee has met the objective||3|
|Provide messages upon return or availability of staff||Messages not always given to staff||Less than satisfactory because messages are not always given to staff||2|
|Provide information||Provide prompt and accurate information||Customers often request to speak to someone else||The provided information is not prompt because customers want to talk to somebody else||2|
|Input applications||100% accuracy||70%||The input accuracy is far below the objective even though it is completed by deadline.||2|
|Complete by job ad deadline||Completed by deadline|
|Mail job flyers||No returns of flyers||20% of flyers returned||Though the deadline is met, the 20% of flyers are returned which is inadmissible.||2|
|Mailed day jobs open||Mailed on time|
|Distribute staff mail||100% accuracy||Unable to track, staff states not receiving mail||Not meets the objective in terms of time and quality which has a negative impact upon other employees who miss the deadline||1|
|By end of day||Mail sometimes not received by staff|
|Overnights within 10 minutes||Overnights not timely, resulting in staff missed deadlines|
|Log checks||100% accuracy||100% accuracy||Meets the objective in terms of time and quality.||3|
|Provide log/checks to payroll by end of each day||Payroll often calling for logs|
|Recruitment folders||Created before job ad opens||Files always ready||Though the files are always ready, some of the applications are overlooked and discovered only when the applicant calls which is inadmissible||2|
|Applications properly filed||Applications often misfiled, discovered when applicant calls.|
|Job hotline||Recorded evening before job opens||Recorded timely||The objectives are met regardless of the employee’s accent which hinders understanding of her speech.||3|
|Information accurate and clear||Information accurate, difficult to understand due to accent|
|Personnel forms||Completes by weekly deadline||Always behind, missing deadlines resulting in employee changes not processed timely||Less than satisfactory because the deadlines are missed, the information on the employees changes is not processed in a proper way||2|
|98% accuracy||77% accuracy|
|Overall Performance Evaluation Ranking|
|Development Plan||Taking into account the fact that most of the points in the performance evaluation are on the less than satisfactory level with only a few satisfactory parameters, it can be stated that the improvements are needed and measures need to be taken for improving motivation and organization skills of the employee. The first stage is improving the employee’s motivation through the interview, the following stages include the training programs for improving the language comprehension and eliminating the accent, improving organizational skills for enhancing the filing accuracy and time management skills.|
Development of an effective recruitment plan requires selecting the most appropriate methods and considering the variety of the related aspects. The chosen recruitment strategies are intended to regulate the number of applicants for a particular vacancy, the type of specialists applying for the position and the likelihood that the applying individuals can consider the offer as acceptable (Noe et al., 2008). The text of the recruiting ad is as important for attracting the right applicants as the choice of the media for publishing it. Taking into account the fact that different applicants can apply for a vacancy after reading the ad in different sources, this decision is essential for effective recruitment planning. The two main questions which need to be answered for designing a good recruitment ad, the so-called marketing of the job include what need to be said and to whom this information need to be communicate (Dale, 2003). Each of recruiting methods, including those of publishing the ad in periodicals and on the Internet, recruiting directly and via referrals ahs is advantages and disadvantages. E-cruiting, the search of the workforce via the Internet, is one of the most popular methods in modern companies.
Taking into account that e-cruiting provides limited opportunities for gaining the personal information on the applicants, this deficit should be compensated through appropriate methods of selecting the personnel. The application blanks and references can be used for retrieving the background information on the applicants at early stages of selection process (Noe et al., 2008). It is possible to ask the past employers of the applicants to evaluate their working performance and potential. The following stages of the selection process are traditionally represented through the interviews. The situational interview items are preferable for enhancing the validity of the received information. It is possible to use the experience-based and future-oriented items in conducting the situational interview. This approach allows learning the applicant’s dominating behavioral patterns, communication style and evaluation his/her self-expression skills. Regardless of the possible impact of the impression management upon the interview outcomes, this selection method has certain advantages. For example, a situational interview fosters the standardization and explores the behavioral characteristics of the applicants.
After the recruiting and selection processes have been completed, the next stage is evaluating the employee’s actual performance. Evaluation is essential for planning further professional development and training (Taylor, 2007). The three main goals of the performance management include the strategic, administrative and developmental purposes. As to the strategic purpose, the performance assessment allows corresponding the employee’s strengths and weaknesses with the actual needs of the company. Regarding the administrative purpose, it can be stated that the performance evaluation is significant for the salary management, retention or promotion of workers based on recognition and measurement of their personal performance. As to the developmental purpose, the performance evaluation procedures allow identifying the existing deficits in skills and motivation and designing the appropriate methods for eliminating them. Taylor (2007) noted that the impact of the performance evaluation and especially of the low ratings upon the working environment should be takes into account for enhancing the effectiveness of the performance management strategies. The peculiarities of specific spheres and the significance of these or those professional skills and qualities are essential for designing the performance measurement tools.
Dale, M. (2003). Manager’s guide to recruitment and selection. Sterling, VA: Kogan Page Publishing.
Noe, R., Hollenbeck, J., Gerhart, B. & Wright, P. (2008). Human resource management: Gaining a competitive advantage. New York, NY: McGraw Hill.
Taylor, I. (2007). A practical guide to assessment centers and selection methods: Measuring competency for recruitment and development. Philadelphia, PA: Kogan Page Publishing.