Recruitment and Staffing Proposal

Recruitmentand Staffing Proposal

Recruitmentand Staffing Proposal

HSS

InternalMemo

TO:TheChief Executive Officer, HSS

FROM: Director of Human Resource, HSS

SUBJECT:Summary of the Proposal

Aspointed out in the last meeting, this Company needs new approaches ofrecruiting and selecting senior employees. Thus, the following arerecruitment and selection that have the most appropriate measures forthe best candidates:

Recruitmentapproaches: Internal recruitment, employee referrals, and Networkingand Liaisons. The approaches are further explained in detailed in theproposal.

Selectionapproaches: Psychometric tests, Case Study analysis, and Behavioraltests. These selection approaches are explained in detail in theproposal.

Therecommendation in the proposal is that the organization adopts thenetworking and liaisons recruitment approach, then follow withpsychometric tests as the selection approach. The justification forthese choices is that the former increases the chances of effectiverecruitment while the later can predict the behavior of a potentialsenior employee.

Signature:

ThreeRecruitment approaches to be considered

Recruitmentis the process of the creating interest among individuals for aposition in an organization on a timely basis, in sufficient numbers,and with the needed and/or appropriate qualifications to be one ofthe organization’s human resources. There are three recruitmentapproaches that fit HSS organizational description. They include: 1)Internalrecruitment 2) Employee referrals and 3) networking andliaison (Anderson &amp ECQLBN, 2001).

  1. Internal recruitment

Internalrecruitment entails inviting for employees and/or volunteers to applyfor the senior position in the organization. Most organization linksthis approach to career development of employees and the successionfor the organization. Internal recruitments can also be in form ofthe promotions of employees to senior roles or lateral moves topositions where the human resource department is convinced that theemployee can perform well. Internal recruitment should be as fairand consistent to ensure that employees have confidence with theprocess. The effect is a workforce that continually works hard to bethe best in the organization.

  1. Employee referrals

Employeereferrals are one of the modern ways to recruit senioremployees.Employees have the opportunity to recommend to the humanresource department potential candidates for senior positions in theorganization from their network (Demarco &amp Rossini, 2013). Theorganizations have the responsibility to treat all the referralsprovided by employees with utmost consideration with a followschedule that would enable the organization to keep contact with therecommended individuals. Most of these professional contacts thatemployees provide emanate from their personal experiences andresearch about the industry and the organization’s contacts withother players in the industry.

  1. Networking and liaison

TheNetworking and liaison involves establishing networks within andoutside of the industry with other organizations such as non-profitsor for-profits that participate in career development activities. Theapproach also entails creating more networks for the organization toincrease the possibility of connecting with potential recruits in theindustry who have experience in managerial positions.

ThreeSelection approaches to be considered

Theselection process is very important because the final candidate isfinally selected from a pool or potential employees. There are threeselection approaches that make contemporary when identifying the bestcandidate to fill a senior position after the completion of thesection process. The first selection approach that has the greatestimpact of the capabilities of senior employee is behavioralinterviews (Clear Fit, 2012). The second selection approach, whichhas the subsequent effect of complementing a behavioral interviewwith a potential senior employee, is conducting psychometric tests.Thirdly, Case Study analysis is also one of the best ways to assessthe problem-solving skills of a potential senior employee. Thesethree section approaches to do necessarily work better than eachother, but complement each other in providing the best combination ofattributes of a senior employee that would culminate into hiring asenior employee who has the capabilities to contribute valuably forthe organization.

  1. Psychometric tests

Anorganization performs Psychometric tests to assess the possiblebehavioral responses of a senior employee to different situations.Psychometric tests entail providing probable managerial problems thatrequire the employee to exhibit particular behavioral responses. Whenan organization conducts psychometric tests, they compare the testresults with a score that represents accepted norms within theorganizational culture. The results can then critically determine thedecision that human resource department makes during the selectionprocess. Generally, an organization can use two types of psychometrictests: a) ability tests b) personality inventories.

  1. Ability tests measure the skills of a candidate in aspects such as verbal, reasoning, numeracy, and the capability to analyze computational problems. Ability tests take place under very strict constraints, intentionally designed to test how the recruited candidate can solve problems under pressure

  2. Personality inventories (also referred to as personality questionnaires), evaluate the probable attitude of the recruited candidate based on a variety of the circumstances such as the ability to lead members of a department and/or the capability to deal with a wide range work-specific challenges.

  1. Behavioral interviews

Behavioralinterviews aim to identify an employee among applicants who has themost appropriate profile the organization is looking for. Behavioralinterviews entail presenting to candidates possible scenarios relatedto the role they are going play in their senior management role.

  1. Case Study analysis

Thisselection criterion ensures that an organization selects a candidatewith the highest possible potential. Thus, brief case study apresentation reveals the possible problem-solving and criticalthinking skills. The best case study to test a candidate is a similarorganization in a similar or same industry or a situation thatoccurred in the organization. The responses of the potential senioremployee indicate the possible solutions they are likely to providein pressing circumstances.

Cost-benefitanalysis of recruitment approaches

Thecost-benefit table of the three recruitment approaches

Approach analysis

Benefits

Costs

Internal recruitment

  1. The employee’s capabilities are within the organization’s domain

  2. It is a form or rewarding employee for past performance

  3. It provides opportunities for the organization to enhance its career development plans

  4. The approach shortens the orientation period because the employee is already aware of internal programs

  5. Cuts the cost of recruitment

  6. The approaches signals the possibility of internal career progression for employees hence, inculcating positive morale.

  1. Limited applications when used in isolation

  2. Increasing the opportunity cost of diversity

  3. The cost of communicating to a large number of employees who may not be selected for the position

Employee referrals

  1. There are high chances of employee recommendations because employees are likely recommend only those employees they have confidence in fulfilling particular organizational roles

  2. The approach may find qualified potential employees who may not be actively looking for the job

  3. People recommended by employee are likely to understand the roles in the particular position in the organization.

  4. The approach also cuts the cost and time of recruitment.

  1. There is the tendency to rely on employees to recommend employees

  2. The tendency to recommend people with a similar background

Networking and liaison

  1. The existing network may provide candidates who have knowledge about the organization.

  2. Working with other organizations such as non-profits may provide an opportunity for cost-effective secondment of employees

  3. Other recruitment benefits over the current recruitment needs of the organization are likely to emerge. They include benefits such as increased awareness of the organization in the industry, visibility in the industry and the organization, and volunteer recruitment.

  1. A possible decrease in the diversity of the organization, especially if it over-relies on this recruitment approach.

Cost-benefitanalysis for the selections approaches

Approach Analysis

Benefits

Cost

Psychometric tests

  1. Saves the cost of selection

  2. Finds out the strengths and development needs of the recruit

  3. Predicts behavior

  4. Reduces the selection period

The cost of hiring personality evaluation experts

Behavioral analysis

  1. Has scales and benchmarks hence, more accurate

  2. Reduced bias hence, likely to produce desired results

The organization incurs the cost of hiring professionals to assess the behavior of interviewees

Case Study analysis

  1. Past scenarios provide an opportunity to evaluate the problem-solving skills of the potential employee

  2. Interview questions are a result of research hence, they provide the best measure of the problem-solving capabilities of the potential employee

Takes long and costly to administer

Metricsof evaluating effectiveness

Recruitmentand selection of senior employees

Vitality:the organization may have policies that encourage and promote thedevelopment of senior positions with internal promotions. “Vitality”is a method of measuring the balance of internal promotion versusexternal recruitment and selection or loss of employees. This metricis calculated as follows (Townley, 2014):

[(No.of roles filled by internal promotion –no. of roles filledexternally)/No. of positions filled] x 100

Theturnover vitality of the recruitment and selection process is also avital metric that has the same formula as follows:

{(Thenumber of roles vacated due to internal promotion –number of rolesvacated due to departure)/number of roles being vacant)}X 100%

Highnegative scores indicate that employees are leaving to advance theircareers while high positive scores indicate that employees rarelypursue careers externally and benefit from internal preference duringthe recruitment and selection process.

Recommendationsjustification

Thebest recruitment approach is using networking and liaisons while thebest selection approach is using psychometric tests. Networking andliaisons ideally exposes the organization to industry recruitmentnorms while also providing a variety of senior employees from theindustry who ready to be affected by career mobility. On the otherhand, Psychometric tests should follow as a selection approachbecause they predict the behavior of potential senior employees.

Conclusion

Incontemporary human resource management, recruitment and selectionaims to improve the value of the organization through quality humanresources. Thus, recruitment processes such as internal recruiting,internet recruitment, employee referrals, and others fundamentallydetermine the choice of employees who occupy senior governmentofficials in an organization. The selection process, which followsthe recruitment process, should be as analytical as possible so thatthe selected senior employees meet the needs of the organization.

References

Anderson,N., &amp ECQLBN, M. (2001). Recruitment and Selection`ApplicamPerspectives and Outcomes

ClearFit. (2012, November 22). HowRecruiting Methods Have Changed Over the Past Ten Years.Retrieved from Clear Fit:http://www.clearfit.com/resource-center/candidate-sourcing/hiring-and-recuiting-how-recruiting-methods-have-changed-over-the-past-ten-years/

Demarco,E. &amp Rossini, R. (2013, August 13). Creativerecruiting: 7 innovative ways to land your dream hire.Retrieved fromhttp://www.hrmorning.com/creative-recruiting-land-dream-hire/

Townley,B. (2014). Selectionand appraisal: reconstituting.New Perspectives on Human Resource Management (Routledge Revivals),92.