The Concept of Recruitment and Selection on Job

Pre-recruiting strategy and documentation

I have chosen the post of head of production operations a position which will be held by a suitable candidate and a suitable candidate must have some qualification which fits this position. This position is a new vacancy because in this organization we have found out that there is need to have this position in place. In order for us to have an efficient and successive company we must recruit the staff based on qualification and merit. Regardless of age, sex, race, disability, religion, marital status, ethnicity, nation of origin, sexual orientation belief or any other factor which may not be justifiable.

In order to have a suitable and efficient worker, our process must be fair, consistent and reasonable; this is made possible by job analysis and job description. In order for us to carry out successive job analysis the following information will be required in each section. All this is done through job analysis. Job analysis is the procedure by which necessary information is obtained about the job. Job analysis comes up with job identification that is title, code number; it also spells out the characteristics of the job in terms of location of job holder, sets out complexities and simplicities of the job. It is through job analysis that materials and equipments required once the job is set up are determined. It is the source of information how the holder is going to perform his duties. Finally it states the attributes of the job holder, in terms of training, academic qualification and even physique. Job analysis entails job specification and job description.

Job description

Job description entails a description of the purpose of the post, the job title, where the job will be based, the type of person that is required which is the selection criteria, where the job holder will be based, what will be his main duties, how disputes will be solved incase they exist, appraisal and promotional for the job. It also has the hours; the job will be required per day, the dimension of the job.

In short, job description can be described as a written record of duties, responsibilities and requirement of a particular job or as a statement describing the job in such terms such as title, location, duties working conditions and responsibilities. The following is a sample of job description.

Sample

JOB TITLE: Head of Production Operation.

PURPOSE OF THE JOB: the holder shall be in charge of production, maintenance and auxiliary services.

HOURS OF THE JOB: the holder shall work normal hours, 8:00 am to 5:00 pm but subject to the amount of work. Being a managerial level position the holder will not be entitled to overtime.

DIMENSION OF THE JOB: the holder shall be in charge of all the staff members under maintainers, Production as well as engineering. He shall be receiving a budget allocation for the job.

RESPONSIBITLIES AND ACCOUNTABILITIES:

• Develop and implement a suitable production strategy in line with set business objectives.
• Continuously review and realign production operations to the overall corporate objectives.
• Prepare and control the approved production budget in liaison with the managing director and the executive committee.
• Continuously review and update production policies and procedures.
• Research and develop initiatives in the improvement of production standards and reduction of costs.
• Develop, communicate, and enforce key performance indicators to measure efficiency of the production process.
• Ensure the company has the relevant equipment, tools and raw materials to support its production capacity.
• Advise management on, and coordinate the implementation of production capital projects.
• Strategize improvement of facilities and processes in order to meet customer demands and expectations.
• Identify global best practices to keep the company’s production function updated.
• Lead, manage and develop the capacity of the production team by creating an enabling working environment and enhancing team spirit.

Job specification

Job specification is a statement of minimum acceptable human qualities necessary for proper performance of the job. Job specification contains physical characteristics for example health, strength, body size, attitudes, judgment, analytical, appearance, emotions, confidence, honesty, trust, age sex and many others. The following is a sample of job specification.

Sample of job specification

This is divided into three parts and it is aim is to provide a clear picture of the attributes required by the job holder.

Qualifications: Holder of BSc in mechanical, production, electrical or chemical engineering from a recognized university; MBA will be an added advantage.

Experience: Posses a minimum 10 years relevant production experience with three years in senior management positions.

Skills: Demonstrate in depth knowledge in managing production operations with a record of success in a competitive environment.

• Be diplomatic but firm and unquestionable integrity.
• Exposure to global practices in production, engineering and maintenance operations.
• Proven experience in management of capital budgets.
• Committed to excellence and high standards.

Once job description and job specification has been carried out other relevant information required will include information on conditions of service for the job holder, the salary structure, and scales for people in the same group and the application form for the job if one is needed.

Recruitment strategy

In order for us to successfully recruit the best candidate for the job various advertising techniques will be used for the position of head of operation. First we shall post the position in our websites under available vacancies and any visitor to our websites will only visit employment opportunities section where he will find available vacancies. In order to cover a wide area and avoid discrimination, we shall advertise in the local newspapers, and employment bureaus for the position.

The advert that will be put in these newspapers, shall be authorized by the head of Human resource department and finance for two reasons.

• The human resource department is involved in recruiting for the company.
• The finance department will indicated the availability of funds that will be used in recruitment.

The advertisement that will be put in the newspapers will contain the following attributes; the job title, the department where the job is applicable, the proposed starting date, duration of the job, terms of the job, description of the post, skills and qualification for the job holder, salary scale, contact name and address for applicants and enquiries and closing date for application.

This information is important for the applicant to know who is advertising for the job, how much he is going to pay, terms of the job and closing date for the job for prospective employees to make informed judgment before applying for the job. All this information will reduce Dick and Harry from applying the Job.

Job advertisement sample

Job title – head of operations.

Job department – production and maintenance.

Preferred start date – 1^st June 2009.

Duration and end date – permanent and pensionable.

Description of main responsibilities:

• Develop and implement a suitable production n strategy in line with set business objectives.
• Continuously review and realign production operations to the overall corporate objectives.
• Prepare and control the approved production budget in liaison with the managing director and the executive committee.
• Continuously review and update production policies and procedures.
• Research and develop initiatives in the improvement of production standards and reduction of costs.
• Develop, communicate, and enforce key performance indicators (KPI) to measure efficiency of the production process.
• Ensure the company has the relevant equipment, tools and raw materials to support its production capacity.
• Advise management on, and coordinate the implementation of production capital projects.
• Strategize improvement of facilities and processes in order to meet customer demands and expectations.
• Identify global best practices to keep the company’s production function updated.
• Lead, manage and develop the capacity of the production team by creating an enabling working environment and enhancing team spirit.

Qualification, skills and experience required:

• Holder of BSc in mechanical, production, electrical or chemical engineering from a recognized university; MBA will be an added advantage.
• Posses a minimum 10 years relevant production experience with 3 years in senior management positions.
• Demonstrate in depth knowledge in managing production operations with a record of success in a competitive environment.
• Be diplomatic but firm and unquestionable integrity.
• Exposure to global practices in production, engineering and maintenance operations.
• Proven experience in management of capital budgets.
• Committed to excellence and high standards.

Salary scale and range – the holder shall be earning between £ 500,000 to 1 million per annum.

Contact name – James.

Telephone – +88213580043.

Closing date – 31^st march 2008.

Mode of application – all applicants are required to scan their certificates, send copies via email.

Please applicants note that all applications through other means will be disqualified.

The post shall be fully funded from the operations of the organizations.

Receipts and assessment of application/resume

All applications that are received through other means except through email will be disqualified and will not be included. All emails relating to these applications shall be received in the office of the human resource dept where all applications are printed by the human resource clerk in the presence of two other persons. Each application shall be given a code ranging from 001 to the last letter in that order. The clerk is first required to print the email which shall be on the front page then the cover letter then the resume for the applicant. The three shall be attached together and the cod shall be on the top left of the first page and the last page. At the bottom of the first page, the clerk shall indicate the number of pages printed for a particular applicant e.g. if the applicants papers are six you will write six pages. Once the printing has been done for these applications they will be handed over to the HR manager in a file marked applications for head of operations.

All applications shall be printed on the last day or the closing date. this will be to avoid situations where some work may suffer because the clerks are engaged in printing applications. Once the applications have been seen by the HR manager in the relevant files short listing will be carried out. Before short listing, all necessary information shall be structured to help in sifting and sorting where discrimination is avoided.

During sorting it should be carried out by more than one person to ensure fairness, consistency, and reasonableness. The short listing people should declare their interest in order to ensure there is no relationship between the applicant and a short listing person. All the short listing individuals shall be made aware of the organization policies of equal opportunity for al regardless of affiliation, religion and other factors. All selectors shall be trained and made aware of job description and specification as a basis of selecting the best candidate. The rejected candidates shall be reviewed once again to ensure there is no qualified candidate not shortlisted for interview. This will avoid situations of accusations, in relations to discriminations.

Sample of sifting and short listing

Selectors: Mr. Boyle, Mrs. Emyle and Mr. Peterson.

Disclose of interest: All selectors should not have a relative among the applicants.

Training: All selectors should be trained on the job description and specification for a particular job.

Organizational policy: All selectors must be trained and made aware of organizational policy of equal.

Opportunity: Applications to assessed on suitable melts.

The main aim here is to examine the applicants with the regard to their suitability for the given job and choosing the best from the suitable candidates and rejecting the others. This process is in sense negative in nature because it involves the rejection of candidates. This process is the one that most of the personnel time goes to especially if there was massive reply by applicants e.g. if the organization is just looking for e.g. for most qualified applicants from almost 500 job applicants. Hence to find the most suitable candidate, the personnel engage the candidates in all these processes;

This is to ensure that all the candidates are given the necessary information about the nature of the job and necessary information is elicited from the candidates about their education, experience, skill, salary expected etc. if the candidates is found to be suitable he she is selected further and if not he or she is eliminated. The personnel have to make sure they do not turn down a suitable candidate because they are in a hurry to clear the waiting line.

Interview and evaluation

This involves the applicants if asked to give personal details about themselves e.g. age, marital status, educational qualifications, work experience and references. An applicant, who is deemed suitable, then becomes a candidate for interview. This is usually also included applicants to write a letter explaining why they are interested in the vacant post, the disadvantage of this, the information provided is controlled by the applicant. Hence he or she can leave out points that may not help his/her case and build on those which do. Interview is a conversation with a purpose between one person on one side and another person or persons on the other side. This is done to, obtain information, give information and motivate.

This will be done to provide an appraisal of personality of obtaining relevant information about the prospective employees and background training work history education and interest. The personnel has to make sure the candidate has proper information about the company, the specific job and the personnel has to decide which particular type suites their need e.g.;

• Informal interview – takes place anywhere – this is especially when the labour market is tight and the organizations needs workers very badly.
• Formal interview – held in formal atmosphere in an employment office. The time and place of the interview are stipulated by the employment office.
• Patterned Interview – this is also known as planned interview, but planned to a high degree of accuracy, precision and exactitude. A list of questions and areas is carefully prepared.
• Non-directive interview – interviewee speak his or her mind freely. The Interview has to be careful and patent listener, prodding whenever the candidate is silent. The whole concept is to let the candidate ‘sell’ him/herself.
• Depth interview – this is designed to intensively examine the candidates background and thinking and to go into considerable detail on a particular subject of special area of interest to the candidate. The whole idea is if the candidate is found good in his or her area of special interest, the chances are high that it given a job he or she would take serious interest in it.
• Stress interview – this is designed to test the candidate and his or her conduct and behavior by putting him of her under conditions of stress and strait. This is usually useful to test the behavior of individuals under disagree able and trying situation.
• Group interview – this is designed to see ho candidates react to against each other. All the candidates may be brought together in the office and they are interviewed. The candidates may, alternatively be given a topic for discussion and be observed as to who will lead the discussion, how they will participate to the discussion, how each will make his/her presentation and how they will react to each others views and presentation.
• Panel interview – this is done by members of the interview board or a selection committee. This is done usually for supervisory and managerial position. It pools the collective judgment and wisdom to members of the panel.

Either all the types. The personnel have to put serious considerations as to which will be suitable for them and also be cost friendly and less time consuming. The interviewer has to be careful rate the candidates through the use of the ‘the seven point’ plan which include;

• Physical make up. Health, physique, age, appearance, bearing, speech.
• Attainments: education, occupational training and experience.
• Intelligence: basic and effective.
• Special aptitudes: written and oral fluency of expression, numeracy, organizations, ability, administrative skill.
• Interests: intellectual, practical, physically, active, social, artistic.
• Disposition: self reliance, nature, motivation acceptability.
• Circumstances: domestic, social background and experience, future prospects.

As much as this is the common method of selecting good, suitable candidates, it has certain limitations and they include;

• Subjective judgment of the interview may be based on his her prejudices, likes, dislikes, biases etc.
• One prominent characteristic of a candidate may be allowed to dominate appraisal of the entire personality.
• The interviewers experience may have created a close association between same particular trait and a distinctive type of personality.
• Some managers believe that they are good at character analysis based n some pseudo-scientific methods and are guided by their own abilities at it.

With all these, the personnel departments has to come up with ways of improving the interview process and making it more effective to ensure good suitable candidates get selected.

Sample guideline

• Impersonal approach should be avoided.
• Interview should have the necessary element of privacy.
• The interviewer should listen carefully to what the applicant says and the information collected should be carefully recorded either while the interview is going on or immediately thereafter.
• Attention should be paid not just to the words spoken, but also the facial expression and mannerisms of the interviewee.
• The interview should end when sufficient information has been gathered.
• Interviewee should be told where he or she stands – whether he or she will be contacted later, whether he or she is to visit another person or it appears that the organizations will not be able to use his her abilities.

We can also involve the use of psychological tests which are standardized tests designed to provide a relatively objective measure and certain human characteristics by sampling human behavior. They usually fall into four categories as follows;

Intelligence tests – this test are designed to measure thinking abilities. This can be manifested by verbal ability, spatial ability and numerical ability.

Aptitude tests – they test the innate skills and are widely used to obtain information about such skill as mechanical ability, clerical and numerical ability and annual dexterity. For a company to devise these tests, it usually expensive since the tests have to be validated before they can be implemented with any confidence.

Attainment tests – these test measures the depth of knowledge or grasp of skills which has been learned in the past usually at school or college. This typical attainment tests are those which measure typing abilities, spelling ability and mental arithmetic.

Personality test – devices from clinical situation – the aim of the test if so to identify an individual’s principal personality traits or dimensions e.g. interested or extroverted, sociable or isolate.

Follow-Up-Procedures

There is a follow-up when interview is completed. It involves referencing to references given by the applicant. The main aim of follow up will be to provide by the applicants to get information from the public which is the applicant’s application and in the interview. The references will give us information on previous employment of the applicant, reasons of living the last employment. The medical history may also be obtained from references.

Selection Decision

Placement is the determination of the job for which a selected candidate is best suited and assigning that job to him. The ideal situation is the ‘right man for the job’ A proper placement of a worker reduces employee turnover, absenteeism accident rates, etc and improves morale, motivation, work etc. then induction will follow.

Induction is introducing an employee to the job and to the organization. The primary purpose of the induction is to ‘sell’ the company to the new employee so that he or she may feel proud of his or her association with the company. This is also known as orientation of indoctrination. The company is required to invest in the smooth sailing of the induction; hence a good induction programme is usually established and covers the follows;

• The company its history, process of production and major operations involved in his her job hazards.
• Structure of the organizations and functions of various departments.
• Employees own department and job, and how he/she tits into the organization.
• Personnel policy and sources of information.
• Terms and conditions of service, amenities and welfare facilities.
• Rules and regulations and sources of information.
• Company policies, practices, objectives and regulations.
• Terms and conditions of services, amenities and welfare facilities.
• Rules and regulations governing hours of worked and overtime, safely and accident prevention, holidays and vacations, methods of reporting, trainers and absenteeism.
• Grievances procedure and discipline handling.
• Social benefits and recreations services.
• Opportunities, promotions, transfer, Suggestions scheme and job satisfaction.

Together with these, the induction program me consists primarily of thee steps.

General Oriental by the staff: This gives necessary general information about the history and the operations of the firm. The purpose is to help an employee to build up some pride and interest in the organization.

Specific orientation by the job supervisor: This is where the employee is shown the department and his or her place of work, the location of facilities and its told the organization specific practices and customs. The purposes are to enable the employee to adjust with his or her work and environment.

Follow up orientation by either the personnel department or the supervisor. This is conducted within one week to six months of the initial induction and by a foreman or specialty. The purpose is to find out whether the employee is reasonably well satisfied with him or her. Through personal talks, guidance and counseling efforts are made to remove difficulties experience by the newcomers.

Compensation and benefit outline

Every company formulates compensation policies so that its staff can develop trust on them; this is the most important role of compensation. We should not expect a person to work in dangerous environment if he/she is not covered. This employee will not give his/her best because the mentality of not being cared for by the company will be formulated in him.

Compensations come in various forms and each form has its role, many organizations give compensations in form of money and insurance cover, most of these compensations are usually given our in relation to ones performance. Compensation is usually given out under right conditions, a pay for performance is usually used to motivate a person to behave as per the expectation of the organization (Eisenberg 1990). Consider a situation where an employee has been sent to represent the organization in a very important function, other players in that function will judge the entire organization as per the behavior of the representative. Misbehavior will obviously create a bad image for your organization. A well behaved employee should be compensated for being a good and reliable ambassador for the company. Compensation to employees will help in keeping and attracting achievement oriented employees, non achievers will end up quitting because no compensation will ever come their way. This will help in creating a uniform staff because non performers will be discouraged while good performers will be retained.

Another role of compensation is that it serves as a medical security, whenever an employee gets hurt when performing his duties, an employer should not expect that person to continue working until he/she feels better, the role of the organization in this case is to take the employee to hospital and cover all the medical bills. Sherman (2002) asserts that the medical bills will act as compensation and the employer will act as a security. It is important for the organization to engage into measures that show their support for the employees. For the old, compensation will act as a security after he/she retires. Organizations are expected to compensate their retirees for their unrelenting service and ensure that these people live a comfortable life after they retire.

Organizations should compensate their employees; this will always ensure that the employees behave well in their places of work. They will always feel that the company has their interest at heart and therefore work very hard to uplift the standards of the organization.

Therefore our employees shall be all eligible to a monthly salary which is reviewed at least every two years inconsideration of annual performance appraisal. The holder of head of production will be entitled to company car, a house, medical cover including immediate family members that children and wife but not exceeding a total equivalent to annual salary any year for all.

References

Abrams, R. & Kleiner, E. (2003). The Successful Business Plan: Secrets & Strategies. The Planning Shop.

Bruce, A. (2002) How to Motivate Every Employee: 24 Proven Tactics to Spark Productivity in the Workplace, McGraw-Hill Professional.

Cascio, W.F., Boudreau, J.W., & Ramstad, P.M (2008). Investing in People: Financial Impact of Human Resource Initiatives. FT Press.

Dessler G; (2007); Human Resource Management, 11th Edition; Prentice Hall.

Fitz-Enz, J. (2005). The 8 Practices of Exceptional Companies: How Great Organizations Make the Most of Their Human Assets. AMACOM Div Mgmt Assn.

McKeown, J.L. (2002): Retaining Top Employees. McGraw-Hill Professional.

Thorne, K. & Pellant, A. (2007). The Essential Guide to Managing Talent: How Top Companies Recruit, Train & Retain the Best Employees. Kogan Page Publishers.