...LO1. BE ABLE TO SUE RECRUITMENT, SELECTION, AND RETENTION PROCEDURES. 1.1 Prepare documentation to select and recruit a new members of staff. (M1) According to Kat Kidian-Baumeyer, a professor that took Master of Science in Organisational Leadership and Management, there is a hiring process that every companies go through to ensure that they hire the right employees. The hiring process is the process where the human resource managers review applications, select the right candidates to interview, testing candidates, choosing between candidates to make the hiring decision and performing various pre-employment tests and checks. The first step, HR managers will take is to review the applications. Application review means reading each application that is received to determine whether the candidate possess the skills, education, job experiences and other qualifications required for the job position. The managers will then categorised those who will be interviewed and those who will be retained on file for a period of time. Testing candidates will be the second step and generally, involves testing candidates for job skills or knowledge to determine whether the candidate is qualified for the job position. Tests might include personality tests, skills tests and physical test. Once the HR managers choose who to send for testing, they will receive the results of the testing and will then narrow down the selection to few candidates. Interviews are managed and scheduled after...
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...Discuss how the employee selection methods at Outback Steakhouse help the organization achieve a competitive advantage. Discuss the importance of fit to Outback Steakhouse. Maintaining and keeping a competitive edge weighs heavily on the innovation and strategic planning of an organization. What makes these organizations supersede their competitors? Gaining competitive advantage results in greater performance, increased production, larger sale volume and retention of satisfied customers. So the product or service, which enables organizations to generate competitive advantage, has to be uniquely different from its competitors; it has to be original, totally innovative, and “outside the box”. Outback Steakhouse competitive advantage is the result of the customer service offered through the employees that it employs. As the saying goes, “Good food gets them there, but customer service brings them back.” Investing in its people gives Outback this differential advantage. Outback Steakhouse realizes employing the right people is vitally important to the success of its operation. These individuals employed, must share in the culture, values and drive for quality service that the company promotes. Customers expect quality service, dished up with a smile! Hiring and training employees is very expensive and time consuming. By not ensuring a sound method of identifying the perfect fit, company’s profit are lost. Retention is key! Emphasizing consistent high-quality...
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...INTRODUCTION ABOUT APU APIIT Education Group has risen throughout the years as one of Malaysia's Largest Education Groups tending to all levels of Education. The Asia Pacific University of Technology and Innovation (APU) is amongst Malaysia's Premier Private Universities, and is the place a one of a kind combination of innovation, advancement and imagination works adequately towards planning graduates for huge parts in business and society all around. APU has earned an advantageous notoriety as a honor winning University through its accomplishments in winning a large group of prestigious grants at national and global levels, and additionally a fabulous reputation in creating profoundly employable graduates who can quickly add to industry upon graduation. . Initially settled as the Asia Pacific Institute of Information Technology (APIIT) in 1993 and the Asia Pacific University College of Technology and Innovation (UCTI) in 2004, APU's sound way to deal with supporting school leavers into qualified experts has brought about our graduates being exceptionally looked for after by businesses. With a universal understudy group from more than 110 nations examining in its Malaysian grounds, APU offers a genuinely cosmopolitan learning environment which gets ready understudies well for the worldwide difficulties which lie ahead. While Technology frames a typical center as an empowering influence over its scholarly projects, APU offers a wide scope of projects including territories...
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...Randstad: Recruitment and the Selection Process Randstad: Recruitment and the Selection Process Randstad Holding is a global provider of HR services and the second-largest staffing organization in the world. Randstad was founded in Amsterdam over 50 years ago in 1960 by Frits Goldschmeding. The company represents more than 90 percent of the global HR services market. In July of 2008, Randstad acquired the human resources company Vedior. The acquisition of Vedior has made Randstad the second largest human resource services provider in the world. The company mission is “to be a world leader in matching demand for and supply of labor and human resource services.” [ (Randstad US, 2012) ] The Randstad Group holds top positions in multiple key markets such as Argentina, Belgium & Luxembourg, Canada, Chile, France, Germany, Greece, India, Mexico, the Netherlands, Poland, Portugal, Spain, Switzerland and the United Kingdom. They also hold major positions in Australia and the United States. Randstad Holding has 28,700 corporate employees working from 4,711 different branches, and is employing over 576,000 people every day. Randstad Holding nv is headquartered in Diemen, the Netherlands, The Randstad Holding organization is a $22.5 billion, global Fortune 500 Company, with operations in 40 different countries providing professional employment solutions and services. Some of the solutions provided include: temporary staff, temporary to hire, direct hire and outsourced...
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...COST/BENEFIT ANALYSIS – A TOOL TO IMPROVE RECRUITMENT, SELECTION AND EMPLOYMENT IN ORGANIZATIONS Lecturer PhD Nicoleta Valentina FLOREA Valahia University of Târgovişte, Romania Email: floreanicol@yahoo.com Abstract: Human resource is a major source for organization to obtain competitive advantage and can be very important in obtaining long-term performance. The limits of recruitment process are the cost, the choice made, time and legislation. Any organization looks for minimizing the human resources recruitment, selection and employment costs. This article presents the importance of cost in choosing the best practices of recruitment, selection, employment and integration of new employees in the organization, though, the cost is an important variable for analysis. In this article is presented the research made in large organizations from Dambovita County, Romania, and are also presented the costs and their consequences on medium and longterm over the organization activities These activities are discrimination, sexual harassment, ethics, low performance and results, by choosing the “wrong” people, and implicitly diminishing the level of qualifications, knowledge and abilities, by growing the absenteeism, the direct and indirect costs of these processes and the direct consequences over the time management. Key words: Cost/benefit analysis, Human resources recruitment, Selection, Employment, Efficiency, large organizations. 1. Introduction Human factor...
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...THE DEVELOPMENT OF HUMAN RESOURCE MANAGEMENT FROM A HISTORICAL PERSPECTIVE AND ITS IMPLICATIONS FOR THE HUMAN RESOURCE MANAGER CHUKWUNONSO Franklyn, franconicostelo@yahoo.com +234 8038765452, 8052829700 Department of Information Technology, Federal University of Technology, Yola ABSTRACT This paper introduces the development of Human Resource Management (HRM) from a historical perspective and explains the debate between HRM and personnel management. Thus, the paper identifies the historical developments and their impacts on HRM, outlines the development and functions of HRM, explains the differences between HRM and Personnel Management, evaluates ‘hard’ and ‘soft’ approaches to HRM, illustrates how diversity is an issue in Human Relations (HR) practice and finally considers HRM as an international issue. It concludes with a discussion about ‘hard’ and ‘soft’ models of HRM and its implications for the human resource manager. INTRODUCTION The term "human resource management" has been commonly used for about the last ten to fifteen years. Prior to that, the field was generally known as "personnel administration." The name change is not merely cosmetics. Personnel administration, which emerged as a clearly defined field by the 1920s (at least in the US), was largely concerned the technical aspects of hiring, evaluating, training, and compensating employees and was very much of "staff" function in most organizations. The field did not normally focus on the relationship...
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...Human Resource Management R. WAYNE MONDY, SPHR in collaboration with JUDY BANDY MONDY McNeese State University Prentice Hall Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Preface XXII Acknowledgments xxv Strategic Human Resource Management: An Overview 3 Chapter Objectives 2 HRM in Action: Not HR Branding, Employer Branding 3 Human Resource Management 4 Human Resource Management Functions 5 Staffing 5 • Trends if Innovations: Measuring Quality of Hire in Today's Environment 6 Human Resource Development 6 Compensation 7 / Safety and Health 7 Employee and Labor Relations 7 Human Resource Research 8 Interrelationships of HRM Functions 8 Dynamic Human Resource Management Environment 8 Legal Considerations 8 Labor Market 9 Society 9 Unions 10 Shareholders 10 Competition 10 Customers 10 Technology 10 Economy 11 Unanticipated Events 11 How Human Resource Management Is Practiced in the Real World 11 HR's Changing Strategic Role: Who Performs the Human Resource Management Tasks? 11 Human Resource Manager 12 HR Outsourcing 12 HR Shared Service Centers 13 Professional Employer Organizations (Employee Leasing) 13 Line Managers 14 HR as a Strategic Partner 14 A Strategic HR Example 16 A Strategic HR Audit 16 Human Capital Metrics 17 Human Resource Designations 18 Evolution of Human Resource Management: Moving into...
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...changed. The accent is on quick profit achieved by extreme sales push. In the current situation the Account Managers are required to sale as much products as possible but also to retain the responsibility of servicing the corporate and business customers in a proper manner. Often appears that employees who are with the company for a few months only, need to be released because of their inability to cope with the job responsibilities and the stress. The HR department invests time and money in the training process but on the other side neglects the hiring process, because of which the latter is slow and inefficient. II. Problems The process of hiring in Corporate and Business sales in Vivacom is slow and inefficient. Because of lack of recruitment team, the HR management of the company relies too much for the hiring process on the Account Executive Managers (Team Leaders) and the Directors of Corporate and Business departments. The HR managers delegate the right of choosing and hiring the candidates, to the direct management of each of these two departments. The Human Resources personnel do not fully participate in the hiring process, which makes the process time taking and brings the problems of hiring people without the necessary job skills and experience. Obvious mistake is that the vacant positions are offered internally to other company’s employees from other departments. This procedure has some advantages but at the same time eliminates the possibility more competitive...
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...What Is Human Resource Management? * Process of managing human resources (human capital and intellectual assets) to achieve an organization’s objectives (Bohlander & Snell 2007) * Policies and practices involved in carrying out the “people” or human resource aspects of a management position, including recruiting, training, rewarding, and appraising (Dessler 2008) * Designing management systems to ensure that human talent is used effectively * and efficiently to accomplish organizational goals (Mathis & Jackson 2008) * Term HRM is used in two ways: * Generic approach: describes a body of management activities - seen as a new term for ‘personnel management’ * Distinctive approach to the management of people: distinct from personnel management - a distinct philosophy * Organizational Assets: Physical, Financial, Intangible, Human * Old Myths about HRM Old Myths | New Realities | People go into HR because they like people. | HR departments are not designed to provide corporate therapy or as social health-and -happiness retreats. HR professionals must create the practices that make employees more competitive, not more comfortable. | Anyone can do HR. | HR activities are based on theory and research. HR professionals must master both theory and practice. | HR deals with the soft side of a business and is therefore not accountable. | The impact of HR practices on business results can and must be measured. HR professionals must learn...
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... INTRODUCTION This report will support the retention of the HR function and explain how it supports the Organisations strategy as well as supporting our Managers and colleagues on a daily basis. I have focused on three main activities, Recruitment and selection, Learning and Development and Performance Management and also discussed the impact of legislation on each activity. 3 RECRUITMENT AND Selection It is essential to maintain a well-founded recruitment and selection process to employ the “Right people with the right skills.” Both internal and external factors, such as economics, skill shortages, and the organisations short term and future goals have to be considered. Workforce planning is implemented and constantly reviewed to keep the company up to date and competitive within a changing economy. CIPD Factsheet (Workforce Planning, revised Oct 2015). Recruitment is a huge cost to the Organisation so it’s crucial it is managed effectively and legislation adhered to. HR has specialised knowledge and supports the Organisation by delivering the following activities by a fair non-discriminatory process • Job analysis – Determining if the job is still a genuine vacancy. Reviewing the job description and person specification to fit the role and the company culture. • Selection Methods – Identifying and utilising the correct resources to determine the most suitable candidate. E.g. Psychometric testing, Assessment Centres. Shortlisting candidates. • Advertising – Internal...
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...efficient human resource management contributes to the achievement of organisational goals | Introduction Human resources management (HRM) means the management of a business or an organization’s human resources. Its major task is selection, attraction, training, rewarding, assessment of employees and forecasting organizational culture and leadership and ensuring compliance with employment and labour laws. Human resources (HR) also makes a good relation with collective bargaining agreement (CBA) and other labour unions. Human relations movement create HR which creates business value through the strategic movement of the employees. Before HRM, it was only responsible for benefits and payroll administration works. But later organization consolidation, globalization, technological advancement and research has made HR concentrate on strategic initiatives like talent management, planning, mergers and acquisitions, succession planning, labour relations, industrial diversity. Organizations now have well trained and specialized HR professional for individual departments thus we have human resource management professional and line managers. 3.1 Describe the roles of human resources management professionals and line managers. i) Human resources management professionals are responsible controlling and managing the workforce which has direct contribution to the success of an organization. They are also responsible for developing and incorporating personal management tasks of the workers...
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...Title: Course Code: Pre-requisite Courses: Credit Hours: Semester: Degree: Human Resource Management MGT323 Principles of Management Three (3) Sixth BBA Program Course Description: Human Resource Management is a course designed to make the students familiar with the concepts of managing human resources. It is rightly said that the organizations need effective people not efficient people. The course also describes the bench mark practices of Human Resource Management Course Objectives: This course has been designed keeping the following objectives in mind: 1. Demonstrate an in-depth knowledge of the activities and decisions that inform the employment relationship and management including recruitment, selection, training, health and safety, employment laws, motivation, and productivity of employees. 2. Develop and design different forms and memos for recruitment, selection, TNA and performance appraisal of employees 3. Demonstrate and assess leadership in a professional context, by selecting and appraising appropriate styles for situations, and contributing and discussing relevant expertise, liaising with and assessing professional colleagues, and managing and evaluating a supporting team. 4. Conduct internal research on HR-related problems at work, and communicate results effectively to colleagues and peers. Learning Outcomes: At the end of this course, students should be able to: 1. Explain what human resource management is and how it relates...
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...HUMAN RESOURCE MANAGEMENT FOR SERVICE Industries Contents Introduction: 1 Task A: Research report describing the human resource management issues and the effect of employee relations, and employment law on service industries businesses 1 a. Analyze the role and purpose of human resource management in Healthcare industry: 1 b. Justify a human resources plan based on an analysis of supply and demand for Healthcare Industry. 3 c. Assess the current state of employment relations in Healthcare Industry: 4 d. Discuss how employment law affects the management of human resources in Healthcare industry: 5 Task B: Review of recent development 5 a. Discuss a job description and person specification for a Healthcare Organization: 5 a. Compare the selection process of different service industries businesses: 7 b. Assess the contribution of training and development activities to the effective operation of Healthcare organization: 9 Introduction: Every organization needs different types of capital like, cash, valuables, machineries or goods to generate income. No matter what type of business organization it is one thing they need to make the capital work that is People, to generate revenue from capital through their abilities and skills. And Human Resource Management (HRM) is the process of choosing the right people and retaining them for generating utmost revenues from the capital. So, Human Resource Management (HRM) is the procedure of accumulating right employee...
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...Individual Project Unit 5 MGMT315 Survey of Human Resource Management Dr. Kimberly Bennett September 27, 2015 Our company is opening another office in the state of Utah to expand our business. We need to find out the legal statues affecting the selection and hiring of our new employees, how many employees that we need to hire, what positions that we need to hire, and the qualifications for each position available. We need to coordinate a hiring system to help us to reject and accept applicants, and we need to decide whether we are going to drug-test our potential employees or whether we are going to utilize integrity testing. Only after we decide all this can we start the process of our mass hiring event. Utah is a right-to-work state, so we need to make ourselves familiar with the laws that are different than ours here in Colorado. Utah has passed a couple of Acts that may affect our hiring process. “The Utah Antidiscrimination Act prohibits hiring practices that discriminate on the basis of race, color, sex, pregnancy or pregnancy-related conditions, age (40 years and over), religion, national origin, or disability, unless the characteristic is a bona fide occupational qualification (UT Code Sec. 34A-5-101 et seq.). The Act applies to all public employers and to private employers with 15 or more employees.” (le.utah.gov) “The Utah Employment Selection Procedures Act prohibits employers from requesting the following information before an applicant is offered a job: ...
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...In brief: This chapter gives an overview of the selection process, testing concepts, types of tests, and selection techniques. It also addresses legal and ethical questions surrounding the area of testing and selection. Interesting issues: Most companies desire reference and background information to make employment decisions, however, most companies also have policies against giving out any information on current or past employees beyond basic job titles and dates of employement. Students need to see the tug-of-war between privacy rights and employer needs for background and predictive information. Lecture Outline I. The Selection Process A. Why the Careful Selection is Important 1. Performance 2. Costs 3. Legal Implications and Negligent Hiring II. Basic Testing Concepts A. Validity 1. Criterion Validity 2. Content Validity B. Reliability 1. Retest Estimate 2. Equivalent Form Estimate 3. Internal Consistency C. Sources of Unreliability 1. Poor Sampling of the Material 2. Chance Response Tendencies 3. Testing Conditions 4. Changes in the Person D. How to Validate a Test 1. Analyze the Job 2. Choose your Tests 3. Administer the Test a. concurrent validation b. predictive validation 4. Relate Test Scores and Criteria Figure 5-3 on page 178 shows a sample expectancy chart. 5. Cross-validation and Revalidation E. Testing Guidelines 1. Use Tests as Supplements 2. Validate the Tests 3. Analyze...
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