...Determining Who and Why MGT 531 February 14, 2013 Jenee Olivier Determining Who and Why Learning Team B (LTB) had the responsibility of locating a job description online for a well-known organization. The following is a brief synopsis that will identify the chosen organization and present a job description from the organization’s website. The job description will include position details, job duties, performance standards, and job factors. The information provided will identify recruitment and selection methods consistent with the organization chosen. As a final point, the synopsis will include a concept map that summarizes the steps of recruiting and the selection criteria for an employee using the job description selected. In 1975 William “Bill” Gates, a Harvard University drop out, founded Microsoft. Today the company is a leader in office products, wireless phones, and other entertainment devices. Microsoft has operational centers in Puerto Rico, Ireland, Singapore, and the United States of America. Approximately 10,000 employees globally work for Microsoft in areas ranging from entry-level positions extending to upper-level management (Facts about Microsoft, 2013). Microsoft is seeking an individual for a Business Services & Administration position in the Communication and Native Devices Team in the Office Client & Services (OCS) organization (Microsoft, 2013) in the Office Client Division. Develop a Concept Map That Summarizes the Steps of Recruiting The purpose...
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...reduction in the need for employees – the test being not whether an employer needs fewer employees, but whether it needs fewer employees to do work of a particular kind. This could be due to restructuring. The key point to remember initially is that it is the post that is redundant and not the employee. Once it has been decided that a post is redundant, the question is what will happen to the employee or employees who hold that post. For a redundancy to be genuine, the role must disappear. New staff may still be recruited, but not to undertake the post the redundant employee was doing. A redundancy does not necessarily have to arise from the need to make financial savings. It is possible that other reasons, such as changed priorities, new technology or processes, could drive the need to restructure the workforce which may lead to potential redundancies. 2. What is redeployment? Redeployment is an attempt to secure suitable alternative employment for employees within the University. The need for redeployment may occur for a number of reasons, including redundancy. The University has a Redeployment Procedure which details the process. If an employee is placed ‘at risk’ of redundancy they will then have redeployee status which means they have prior consideration for any vacancies that arise. For further information regarding Redeployment, please see http://www.soton.ac.uk/hr/working/policies/redeployment.html 3. What do I need to communicate...
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...Manage recruitment selection and induction processes Policies and Practices for Recruitment, Selection & Induction Recruitment - The Policy for recruitment is to attract and employ staff oh a high standard of work, quality and potential that will bring our organization forward and build our reputation of being one of the best hotels in the region. This is made up of assessments of their overall level of skill, understanding, experience and all qualifications that are needed of the position. We will take all necessary precautions to ensure that our potential employee will be given the right instructions with there duties of there position. Everyone is equal at our company so we are committed to providing a working environment free from harassment and discrimination. If serious levels of this does occur it will be dealt with discipline and possibly dismissed. The Practices for recruitment selection and induction The best practices for recruitment selection and induction to determine the best person for the job requires recruiting staff who are well trained and are aware of all antidiscrimination laws and guidelines. The following guidelines and rules will ensure that the most appropriate person for the job is selected. Developing a selection criteria 1. Make sure that all job specification and job descriptions are up to date and list the necessary requirements for the job 2. When developing the selection criteria only include skills, experiences and duties...
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...different personalities. An organization consists of one or more employees who perform various different tasks within the organization. The relationships between the employees working and the tasks performed must be structured so that the organization can achieve its strategic goals in an efficient and effective manner with a motivated and engaged workforce. There are many different ways for a manager to ensure and promote a motivated and engaged workforce, this starts with the selection process and ensuring that the proper employees are selected for the positions in which they best belong. There are many ways to distribute work among employees and ensuring that work is distributed effectively with the right employees provides a strategic advantage over competitors. As a manager, ensuring that the right employees are selected is an extremely important process. In order to select the most suitable employees for a position a strong selection plan should be designed. The first step in preparing a job selection is job specification, which is essentially the process of...
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...PROJECT PLAN MAIL DISTRIBUTION CENTRE PROJECT MANAGER: Geoff Blackland START DATE: 01/12/2015 PURPOSE: Develop a new staff recruitment and selection process for mail distribution centre. TIMELINE: Three months REQUIRED STAFF FOR PROJECT: Henry Smith (Human Resources), Roger Tucker (Mail Distribution Manager) & Janine Taylor (General Manager) Interview Panel (to be advised) Stage 1 of the Planning Process: 1) Select the Interview Panel and block out appropriate times to conduct the interviews. Ensure interviewees have had training and know their role and responsibility in the process. 2) Determine how many interviews you would like to conduct later in the process. Book interview rooms depending on availability. 3) Analyse job requirements and develop a recruitment plan to determine the requisite knowledge, skills and attributes. Further information on this if required is available in the form of an information booklet 4) Develop Key Selection Criteria – refer to booklet for How to develop Key Selection Criteria. 5) Develop or revise position description – refer to booklet Developing or revising position description 6) Develop interview questions - refer to booklet preparing for interviews. 7) Develop scoring criteria for short listing and other selection techniques to be used. ROLES, RESPONSIBILITY AND WORKING TIMELINES: Select the Interview Panel. Geoff Blackland and Roger Tucker this will need the attention of your experience, Roger being the...
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...over a given time frame. The quality of the candidate and his/her expertise are deciding factor how Grameenphone will succeed in achieving its visions, objectives and tasks. Human Resource planning in Grameenphone must be a part of the Company’s overall plan. When drawing up Human resource plans, it is important to take the following factors into consideration: * Potential/expected workload and expertise requirements and to ensure the optimum and effective utilization of the Human resources for the entire Company, both for current and future requirements. * Possibilities for greater efficiency through reorganization and the use of tools/facilities, and making adjustments during expansion and contraction. * Employee turnover/employee mobility * Potential transfer, promotion, periods of leave etc and design and implement plans to help achieve manpower objective. Human Resource planning should start at the beginning of the year so that HR can co-ordinate Human Resource planning process at the right time. Also necessary budget provisions are important factor to look into. 3.1.2 Classification of Employees: Regular Employment: Career with Grameenphone starts with a regular employment which is permanent in nature Contractual Employment: This type of job is project-based in nature. Working hour remaining same as regular employment, the contract is made for a certain period of time, with a fixed salary paid at the end of the day/month. The...
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...BSBHRM405A Support the recruitment, selection and induction of staff Release 1 BSBHRM405A Support the recruitment, selection and induction of staff Date this document was generated: 15 March 2013 BSBHRM405A Support the recruitment, selection and induction of staff Modification History Release Comments Release 1 This version first released with BSB07 Business Services Training Package Version 8.0. Replaces BSBHRM402A Recruit, select and induct staff. Unit Descriptor This unit describes the performance outcomes, skills and knowledge required to execute tasks associated with the recruitment cycle. Performance of the work described in this unit will be underpinned by in-depth knowledge of the work of the organisation, and how recruitment and selection practices fit with other human resources functions. Application of the Unit This unit applies to those with a supporting role in recruitment, selection and induction functions who work under the direction of a human resources manager. Individuals at this level would not necessarily have staff reporting to them, although this may be the case. Licensing/Regulatory Information No licensing, legislative, regulatory or certification requirements apply to this unit at the time of endorsement. Pre-Requisites Not applicable. Employability Skills Information This unit contains employability skills. Approved © Commonwealth of Australia, 2013 Page 2 of 9 Innovation and Business Skills...
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...Institution: Introduction Organizational leaders and managers should ensure that the selection measures used have test validity. According to Jorge, David, Michael and Siew (2004), test validity is primarily the degree to which a test measures what it purports to measure. There are basically three types of validity including criteria, face and content. It is imperative to ensure that the selection measure used by an organization has all this three measures. This research paper provides an analysis of a situation whereby my organization uses a selection measure that has high criterion validity with low face validity and no content validity. Ethical Concerns Ethical concerns associated with selection measures include fabrication which is considered as one of the primary forms of scientific misconduct. One of the types of fabrication is the use of statistically invalid test measures. According to Heneman, Judge and Kammeyer-Mueller (2012), organizational leaders and managers have an ethical obligation to both potential and exciting employees. It is therefore critical to ensure that any test used in an organization measures what it claims to measure in order to ensure the outcome/findings are not statistically invalid. In this case, the selection measure used by my organization only has criterion validity, significantly low face validity and no content validity thus is statistically invalid. This implies...
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...Tables 2 Acknowledgement 3 1. INTODUCTION 1.1 Background of the Organization 4 1.2 Objectives of the Organization 4 1.3 Services and Customers or Market Segments 5 1.4 Organization Structure I 2. OBJECTIVES OF THE STUDY 7 3. REVIEW OF LITERATURE 7 4. ANALYSIS 25 4.1 Methodology 25 4.2 Analysis on 25 Planning Recruitment, Standard Recruitment Procedure and 25 Recruitment Procedure I. Confirming a Vacancy and Creating the JD’s 26 II. Placing Advertisements 27 III. Applying For a Position 28 IV. Short listing Candidates for Interview 28 V. Interviewing Candidates 30 VI. Using Tests and Presentations 32 VII. Making a Selection Decision 34 5. FINDINGS (Key issues) 35 6. RECOMMENDATIONS 36 List of Tables Page Table 1 (table which includes the guidelines to be used when 31 Interviewing candidates. For example: Time) Table 2 (The record sheet used when doing the presentations 33 and tests) ACKNOWLEDGMENT I sincerely acknowledge with thanks the time and expertise shared with me by everyone who contributed towards completing this project report. Special thanks to the HR manager, staff members at the British Council, Colombo who supported me to gather data on this particular area and for the valuable information provided by them in their respective fields. I am grateful for their cooperation during the...
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...Resources Manager. Golden Triangle Ltd is a company-providing restaurant. It is located in Hlaing Township. The company has successful and new Approval of recruitment The recruitment process is started with the approval of recruitment from the authority of the organization. The concern departments of the organization who need new employees send a draft with position description and a document that describe the required skill and education for the post. After approving the draft the authority of city link send it to human resource department of GT group. The recruitment and selection process of city link will not be started until the authority of GT group give the approval of recruitment request of concern department to human resource department. The approval must include the electronic copy of the draft description and advertisement. Recruitment Procedure Analyze the job Job analysis If an employee leaves the College, it is likely that you will want to replace them. However, before getting approval to appoint and advertising the same post, you should take time to consider the role and decide if there are any changes required. Job analysis is the term given to this assessment of a role. Job analysis is a systematic procedure for obtaining detailed and objective information about the post, before it is advertised and filled, giving the opportunity to tailor it to what is currently required. Questions to ask about the role: * What tasks did the previous post holder carry...
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...has a strong impact on managerial expectations about: • employee behaviour and attitudes • corporate pressures on managerial performance • the employability potential and aspirations of labour market entrants • the criteria for success applied to those engaged in employee resourcing activities. Therefore, this elective is designed to recognise the following key points: • For any organisation to achieve its people resourcing outcomes, the people resourcing professional must be aware of the organisation’s strategic direction and be able to demonstrate that the resourcing policies, systems and procedures contribute to achieving the corporate strategic goals. • There is no guarantee that today’s organisations will exist in the indefinite future, either at all or in their present form. So this elective seeks to address the competencies that resourcing professionals are likely to need ‘everywhere and tomorrow’, rather than just ‘here and now’. • Administering employment systems in line with the law and recognised standards of fairness and good practice is important, but it doesn’t make the difference between success and failure in the market place. People resourcing professionals add real value through their contribution to the recruitment, selection, deployment, development and retention of people who themselves add value to the organisation, individually and collectively. • Many employers still use recruitment and selection processes for which there is little or no supporting evidence...
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...Department? 4 2.3 Human Resource specialist Vs. Human Resource Generalist 4 2.4 Job Design 5 Importance of Job Design 5 2.5 Job Analysis 6 2.6 Human Resource Planning 7 2.7 Recruitment 8 2.8 Selection 9 2.9 Hiring and Induction. 10 2.10 Performance Elevations. 12 2.11 Reward Management 13 2.12 Training and Development 14 2.13 Employee welfare Management 15 2.14 Employee Movements 16 2.15 Employee Discipline Management 18 2.16 Labor Management Relations 19 3 Human resource practice in selected organization. 20 3.1 Job Design 20 3.2 Job Analyze 20 3.3 Human Resource planning 21 3.4 Recruitment 22 3.5 Selection 22 3.6 Hiring and Induction 23 3.7 Performance elevation 24 3.8 Reward Management. 24 3.9 Training and Development 25 3.10 Employee welfare Management. 25 3.11 Employee Movements 26 3.12 Labor Management Relations. 26 4 Comments on Theory and Practice. 27 4.1 Job design, 27 4.2 Job analyze 27 4.3 Human resource planning. 27 4.4 Recruitment 27 4.5 Selection 27 4.6 Hiring and induction 27 4.7 Performance Elevation 28 4.8 Reward Management 28 4.9 Training and development 28 4.10 Employee welfare managements 28 4.11 Employee Movements 28 4.12 Employee Discipline Management 28 4.13 Labor Management relations 28 5 Conclusion 29 6 References 30 Introduction According to given assignment I selected a government cooperation which is related to “Construction...
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...account for. Continuing the picture, the research design method St. Luke’s will implement is a communication study. In support of the study, stratified sampling will be conducted. As the data is collected and begins to filter in to management, it is their job to analyze it, and accurately report the results. Last, St. Luke’s will need to take into account ethical considerations. They will need to implement a set of criteria to help them in narrowing down their selections. Done correctly this process will help St. Luke’s choose the right candidates for the jobs? Significance, Scope, Magnitude, and Feasibility The significance of the research project undertaken by St. Luke’s is twofold. St. Luke’s values the reputation they have within the community; to retain this reputation, each employee must embody the characteristics valued by the company (St. Luke’s 2012). Additionally, choosing the right employee is significant to each employee’s career satisfaction level. Choosing an employee who does not possess the characteristics valued by the company could cause the employee to be unsatisfied and therefore fail to uphold...
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...Tutor Marked Assessment- Submission document 3RTO Resourcing Talent |Your Name |Marion Dobson | |HLC Student Number |708616925 | |Cohort/Group |January 2016 | |Your Tutor |Richard Kirby | |Date of Submission |17 May 2016 | |Number of words used in this TMA (discount references and tables, charts and graphs) |1388 | Save this document as Full name, Unit, Cohort, Assessment For example AngelaSample_3RTO_Jan15_Assessment It will be returned as AngelaSample_3RTO_Jan15_Assessment_Feedback CIPD Assessment Activity |Title of unit/s |Resourcing Talent | |Unit No/s |3RTO | |Level ...
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...Recruiting and Selecting Quality Security Employees for security job position Contemporary Issues in Security Management Abstract For years, recruitment and hiring methods have been deemed by dated by human resource managers but are realizing that different strategies and methods are need to attract millennials. Hiring qualified personnel has become an essential component in an organization foundation. This paper will explore multiple articles that provide techniques on how to recruitment and hire candidates from college graduates, apprentices, and novices to the security profession and presents key components of innovative approaches and traditional human resource techniques, and training policies that will meet any small or large business goal of highly hiring qualified candidates. In addition, it will highlight techniques, practices and, lessons learnt in enhancing a company’s ability to attract, hire, retain, and improve human resource practices, improve human resource development and human resource capabilities in today’s security career field. Keyword: Employees, Hiring, Human Resources (HR), Security Recruiting and Selecting Quality Security Employees in the security field Currently there is a high demand for security professional specializing Cybersecurity, Personnel Security, Physical Security, and Industrial security and many other security jobs. The issue is attracting, hiring, retaining people that have...
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