Human Resource Management - Recruitment and Selection Essay Example for Free

Human alternative Man maturatement Recruitment and Selection Essay1. A report distinguishing between traditional staff office worry and the new approach to tender-hearted vision management, fall outlining their historical emergence.2. The Human Resource de relegatement in TD locomotion Group. Its role and purpose in the organization.Task 21. An analysis of the objectives and the process of human imagination designning.2. An military rating of the constitutionatic approach to enlisting for NIS atomic number 63.3. An investigation of the endurance executions put ond for NIS atomic number 63 and TD belong Group.3. Evaluation and proof4. BibliographyTask 1TASK 2AN ANALYSIS OF THE OBJECTIVES AND THE PROCESS OF HUMAN RESOURCE PLANNING. Human resource planning is the task of taxing and anticipating the attainment, knowledge and parturiency measure requirements of the organisation and initiating action to fulfill those requirements.Human resource planning admits a st rategy for the* Recruitment* Retention* Utilisation* Improvement, and* Disposalof the human resources of a ancestry. It needs to look at the following factors* What atomic number 18 the skills and abilities of the current hands?* What skills and abilities the organisation needs in the time to come?* Where grass the organisation pose its future ply of labour?* What are the future objectives of the business potential to be?* How leave al wiz the business manage and buzz off its human resources to meet these objectives?In order to plan Human Resources effectively a business has to undertake consider competent research. Here is a table demo the things companies arrest consider when planning human resourcesWhat is materializeing now?* Organisational Objectives* Analysis of staff numbers and age* Wage rates* Work loads* Key skills* wear out squirmover* Ab displaceeeismWhat do we rest to happen to the imply for products / services and in that respectfore labour?* Changin g technology* Sales forecasts* Market research* juvenile product development* Managerial skills* Wage Rates* Union AgreementsWhat do we expect labour supply to be like in the future?* Local unemployment / employment trends* Local skills and availability* Demographic changes* plentyon* Government tuition schemes* Quality of local education, housing and transport* Competition for workersAll these issues raise questions, which the human resource plan should cover. The plan should let in* Organisation development* Training and management development* Recruitment, pleonasm and redeployment* Appraisal and hypothesize evaluation* Promotion prospectsHuman Resource formulation (HRM) is a trend of risk management. It involves realistic all(prenominal)y appraising the present and anticipating the future (as far as possible) in order to pee the right mickle into the right melodic lines at the right time.This whitethorn seem simple at first, briefly of staff hire some new staff, too mevery staff make redundancies. Unfortunately its non that simple any to a greater extent(prenominal) and that is why human resource planning is necessary.Why Human Resource Planning is necessaryIt is increasingly important to look beyond the present and short-term future to be able to prepare for contingencies. This get out help to exercise gibe over as many variables as possible, which check the success and failure of a business.For voice, for highly experienced or specialised transactions, it will be more difficult to find replacement staff with the right skills quickly, at that placefore the need for new staff will retain to be anticipated in advance to give enough time for extra training to be wedded without leaving the company short staffed and unable to provide an efficient service. For example, in the make a motion diligence, reservation staff need to be fully trained on the com puller reservation system (CRS) and beget a full under posting of fares and tick eting, otherwise there would be a minimum of a six month training point in time, which would leave the business vulnerable and unable to provide thoroughly character reference serviceRedundancies are non as easy to make anymore. It is a practically slower more apostrophizely experience, not only in financial terms but also in handout of reputation as a secure employer. This in itself may make it harder to recruit labour when required. rapid technological change is leading to a requirement for manpower, which is 2 more highly skilled and adaptable. excavate flexibility is a major issue, which means that the career and retraining potential of staff are at least as important as their actual qualifications and skills. They moldiness be assessed in advance of requirements. In the selection process trainability is one of the around popular innovations of the HRM era of personnel management.The UK still suffers from particular skill shortages, despite high unemployment levels, for example nurses at Macclesfield Hospital, 20 nurses from the Philippines have got had to be employed, as there was a shortage of suitably skilled staff in the UK.The scope and conversion of markets, competition and labour resources are continually increased by political and economic moves such as the unification of Germany, the opening of east europium and continuing progress towards atomic number 63an Union.Computer technology has made available techniques which facilitate the observe and planning of manpower over fairly long time spans manipulation of manpower statistics, trend analysis, modeling and so on.THE PROCESS OF HRPThere are three main factors in HRP* prodigy Demand* Forecasting Supply* Closing the gap between demand and supplyFORCASTING conductThe Demand for labour moldiness be forecast by considering several factorsThe objectives of an organisation Organisations will normally devise a strategical plan, which will set out its objectives. This will be the re sponsibility of the directors who will devise their plan afterward discussion with the most senior film directors. In some cases the directors of companies may decide to change the strategy of the business write outly. This could involve getting rid of the senior managers and replacing them with a new managerial team, which can put the new strategy into place more efficiently. This happened both at British Airways and at Tescos where it was decided that a complete change of image was needed to improve pro fit ins. closely of the top management were replaced and in both cases the strategy was boffo. This sort of strategy will obviously affect the demand for labour in frequent and / or for particular skills.Manpower utilisation how lots labour will be required given the expected productiveness or work rate of different types of employees and the expected volume of business activity. productiveness will depend on capital expenditure, technology, work organisation, employee moti vation and skills, negotiated productivity deals and many other factors.The appeal of Labour including extra time, training and other incentives, and therefore what financial constraints there are on the organisations manpower levels.environmental factors trends in technology and markets that will require organisational change, beca put on of threats or opportunities. The recession in the 90s created conditions in which expectations of labour demand in the short term were low downsizing of staffs and delayering of organisation structures were the trend.FORCASTING SUPPLYThe available supply of labour will be forecast by considering the following factors* The skill base, potential trainability and current and potential productivity level of the existing workforce* The structure of the existing workforce e.g. age distribution, skills, hours of work, rates of pay etcThe likelihood of changes to the productivity, size and structure of the workforce, caused by, wastage (turnover by res ignation and lovement), promotions and transfers, absenteeism and other staff movements this will require information on* The age structure of staff (forth plan of attack retirement or family start-up)* Labour turnover for a comparable period* Promotion potential and ambitions of staff opposite causes of changes in productivity are employee trainability and motivation, which may increase productivity and flexibility. Organisational, technological and cultural changes are factors, which may affect employee productivity and loyalty.The present and potential future supplies of skilled labour in the environment that is, the external labour market. The HR planner will have to assess and monitor factors such as* Skill availability, locally, nationally and internationally (e.g. inside the EU)* Changes to skill availability due(p) to education and training initiatives (or lack of these)* Competitor activity which may absorb more or little of the available skill pool* Demographic changes areas of population growth and decline, the proportion of younger / older mass in the workforce in a particular region, the number of women in a workforce and so forth* Wage and salary rates in the market for particular jobsCLOSING THE GAP BETWEEN DEMAND AND SUPPLYA deficiency of labour may be met by* ingrained transfers and promotions, training and development* External recruitment or improvement to recruitment methods* Extension of temporary contracts, or contracts of those roughly to retire* Reducing labour turnover by reviewing possible causes (e.g. pay and benefits) and improving induction and socialisation* The use of freelance / temporary / agency staff* The development of flexible on the job(p) methods and structures* Encouraging overtime running(a)* Productivity bargaining to increase productivity* Automation (increasing productivity, and / or reducing the need for human labour)A surplus of labour may be met by* Running down manning levels by natural / accelerate was tage* Restricting or freezing recruitment* Redundancies (voluntary and/or compulsory)* Early retirement incentives* A tougher stance on discipline, enabling more dismissals* Part time and short contract working, or job sharing* Eliminating overtime and peripheral workforce groups* Redeployment of staff to areas of labour shortage. This may necessitate diversification by the organisation, to find new work for the labour force, and/or plans for multi-skilling, so that the workforce can be flexibly deployed in areas of labour shortage as and when they emerge.There are also external constraints on HR planners when considering any of the above such as, UK legislation and EU directives, regulations and court rulings, the employer brand or reputation and other factors must be taken into account when planning to hire, fire or alter working terms and conditions.Labour turnover is the number of employees leaving an organisation and being replaced. The rate of turnover is often expressed as t he number of heap leaving as a percentage of the average number of people employed, in a given period of time. The term natural wastage is used to describe a normal eat of people out of an organisation through retirement, career or job change, relocation etc.AN military rating OF THE SYSTEMATIC APPROACH TO RECRUITMENT AT NIS EUROPE.Recruitment is the phase, which immediately precedes selection. Its purpose is to pave the way for selection roles by producing, ideally the smallest number of outlooks who attend to be capable either of playing the required tasks of the job from the outset, or of developing the ability to do so within a period of time unexceptionable to the employing organisation.The main point that needs to be made about the recruitment task is that the employing organisation should not waste time and money examining the credentials of the people whose qualifications do not match the requirements of the job. A special task of the recruitment phase is to help wou ld-be applicants to decide whether they are likely to be competent to fill the job vacancy. This is clearly in the interest of both the employing organisation and the applicants.The current approach to recruitment within NIS Europe works in six stages. power point One Determining the vacanciesHuman resources would hold up what resources are needed and determine as to whether or not they wanted to fill the vacancy. This very much depends on the aim and objectives of NIS Europe. story Two Considering the sources internally and externallyIf appropriate they would advertise the vacancy internally, or think of possible transfers.HR within NIS always gives this very careful consideration and where possible favours this excerpt first for the following reasons * Existing employees are know to the organisation and are generally familiar with its usage and practices* The cost and time that recruitment, selection and induction procedures consume can be significantly reduced* Internal rec ruitment may be used as a means of career development, widening opportunities and stimulate motivation amongst existing employeesIf the vacancy were not filled internally then they would look to external sources. dependant on the vacancy this would be via one of the two main means * Through employment agencies governmental, institutional and private commercial* Advertisements in news document and journalsStage Four -Preparing and publishing informationNIS Europe feels that this aspect of the recruitment process requires very special attention and skill. It is their objective to publish information, which fulfils the following conditions* It is succinct and yet gives a comprehensive and accurate description of the job and its requirements* It is likely to attract the attention of the maximum number of potentially suitable candidates* It gives a favourable image of the organisation in terms of efficiency and its attitude towards people* It does not contravene employment laws concer ning sex and racial discriminationAlong with the submission of platform vitae, NIS Europe standard procedure is for each applicant to submit a NIS Europe application form. This falls in line with equal opportunities and allows NIS to obtain standard information about the applicant, that on a curriculum vita may be omitted. catch up with appendix for job advert and application form.Stage Five touch and assessing applicationsWhen all the applicants have been received by the due date, the next task is to select those applicants who, on the record available, appear to be the most suitable as future employees of NIS Europe and therefore, charge the time and cost of that examination in the selection procedures. The screening process is based on the published requirements for the job. It involves a principled study of the information provided by the applicants, a comparison of this information with the job requirements, and then a last-place decision as to whether to accept or rej ect the applicant at this stage.Stage Six Notifying applicantsin one case the selection process from the applicants has taken place, the final shout is to notify the elect applicants of the arrangements for the selection procedures, and the rejected applicants that they have not been chosen. The letter to the self-made applicants will have full flesh out about the arrangements for the selection procedures, i.e. time and place. NIS Europe ensures that all letters informing applicants of the result of applications are sent as soon as possible.THE EVALUATION OF THE SYSTEMATIC APPROACH FOR NAVIGANT INTEGRATED SERVICES EUROPEBelow is an evaluation of the recruitment procedure for Navigant Integrated Services (NIS). The aim of this evaluation is to determine whether NIS recruitment procedures succeed in getting a suitable person for the job advertised and at an acceptable cost.The methods for auditing the recruitment process follow these operation indicators Total numbers of applican ts receivedDependent on the type of vacancy NIS Europe can expect to receive on average around a dozen applicants for an advertised job vacancy. They have tardily advertised for an accounts co-ordinator and have received over 30 applicants. They have admitted by not stating the salary this has kindle applications, covering a wide range of experience, or in some cases very little experience. prison term taken to locate applicantsMost vacancies within NIS are usually filled within one month of the advert being placed.Cost per applicantNIS calculates 1000.00 per applicant, including the initial training.Time taken to process applicationsNIS normally processes their applications within one week.Number of female /nonage/ alter applicantsNIS does not meet this indicator. They predominantly employ females they have one minority employee and no disabled employees. When this was discussed with our HR department they informed this was nothing discriminate. The travel industry is known as being a female dominated environment and there have neer been any disabled applicants at NIS. If there were any disabled or other minority applicants, they would go through the same process, as other applicants and no preferential treatment would be given.Number of adapted applicants90% of applicants are qualified for the job advertised. NIS biggest employment is of reservation staff for the travel industry. If they obtain a new account they will need to recruit fairly quickly, training is costly and time devour so it is important that they stipulate qualified applicants only, at the advert stage, which is why they have a good success rate in finding candidates quickly for the vacancy advertised.Number of qualified female/minority/disabled applicantsAbout 70% of our applicants are female and qualified. NIS has very few minority or disabled applicants applying.Cost effectiveness of the recruitment methodsDependent on the type of job will determine where NIS Europe advertises for staff. If they are looking for reservation agents they would normally get in touch with one of the industries recruitment agencys. Most staff within the industry registers with the agencies. Many years ago jobs were advertised in industry papers the trend now leans towards recruitment agencies. Dependent on the level of salary the agencies take a percentage. For example on a salary of 17,000 they would take 10% of the gross salary. As the salary increases so does the percentage. Although working with an agency can work out costly, they do have a majority of the qualified personnel on their database and therefore gives NIS access to qualified personnel straight away.Monitoring the make-up of the workforceNIS Europe workforce is split into the following departments and the make up of the workforce is as follows Reservations within the Travel, Hotel Conference reservations department, NIS employs 60 staff in this department, 10% of the workforce is male, 88.33% are female, none are d isabled and only one staff member is a minority employee.* Sales and Marketing NIS employs eight staff in this department, 37.5% of the workforce is male and 62.5% are female. None are disabled or minority employees.* Accounts NIS employs four staff in the department, 25% are male and 75% are female. None are disabled or minority employees* HR NIS employs two staff in this department, 100% are female. None are disabled or minority employees.* IT NIS employs five staff in this department, 100% are male. None are disabled or minority employees.* Top line management The top line management of NIS is made up of four. 25% is female and 75% are male. None are disabled or minority.From the above information it is apparent(a) that there are three groups of employees that are underrepresented at NIS Europe, male, disabled and minority.Attitude SurveysOnce you under taken employment with NIS Europe, they do not require you to fill in an attitude survey asking you if you were cheerful w ith the stages of recruitment and selection process.AN INVESTIGATION OF THE infusion PROCEDURES USED AT NIS EUROPE AND TD TRAVEL GROUP.Selection is the part of the employee resourcing process, which follows on from recruitment. It essentially involves the identifying of the most suitable of the potential employees attracted to the organisation by recruitment efforts.The crucial splendor of selecting people who can meet the requirements described in the job description and person particularizedation simply need to be stressed. It is equally evident that mistakes in selection can have very adept consequences for corporate effectiveness. Such mistakes may adversely affect colleagues, subordinates and clients. Employee incompetence may lead to costly mistakes, red ink and waste of valuable resources, accidents and avoidable expenditure on training.Employee selectors face an inevitable dilemma. They have to carry out a vitally important task, but one that at the same time is fraugh t with problems to which there are either no answers or no easy answers. The abiding problem is the dependence on subjective human judgment. We must take into consideration, that fallible human beings devise so-called objective lists. For example some person specifications require certain attitudes and attributes, such as conscientious or able to stand pressure, how can the selectors identify these requirements in a person whom they do not know during the short conversance of the selection process.In view of the importance and difficulties of the task, employers need to take selection most seriously. Appropriate investiture at this stage can and will be cost-effective if it avoids the possibly enormous and incalculable cost that faulty employee selection may produce. For example, NIS Europe recently employed an operations manager through a recruitment agency, within six weeks of employment it was evident to NIS that he was not capable of the job he had been employed to do. Therefo re NIS had to terminate his employment at a cost to the company of approximately 8,000.Other errors of the selection process could include lack of skill or experience of interviewers, stereotyping by the interviewer in the absence seizure of more detailed information and incorrect assessment of qualitative factors such as motivation, honesty or integrity.Various selection methods are used to try to reduce the risks by gathering as much relevant information about the candidate as possible.Currently NIS Europe is working with UMIST on a competencies project where NIS is contacting their client base to investigate in terms of service, what their expectations of NIS Europe are. The information collated in turn will then be translated into competencies and then used in the selection process.Following on from our preceding imperious approach to recruitment is the systematic approach to selection Point five six of the systematic approach to recruitment overlaps with the first second po int of the Systematic approach to selection.Stage One Processing and assessing applicationsWhen all the applicants have been received by the due date, the next task is to select those applicants who, on the evidence available, appear to be the most suitable as future employees of NIS Europe and TD Travel Group and therefore, worth the time and cost of further examination in the selection procedures. The screening process is based on the published requirements for the job. It involves a scrupulous study of the information provided by the applicants, a comparison of this information with the job requirements, and then a final decision as to whether to accept or reject the applicant at this stage.Stage Two Notifying applicantsOnce the selection process from the applicants has taken place, the final step is to notify the chosen applicants of the arrangements for the selection procedures, and the rejected applicants that they have not been chosen. The letter to the successful applicant s will have full details about the arrangements for the selection procedures, i.e. time and place. NIS Europe ensures that all letters informing applicants of the result of applications are sent as soon as possible. TD Travel Group operates a very informal selection procedure. If the curriculum vitae are up to standard the applicant will be called for an interview, nothing will be advised on paper, arrangements are made on the telephone. If the curriculum vitae do not have the correct qualifications for the job it will be discarded straight away and no call to advise the applicant will be made.Stage Three Possible intervieweesPossibles will then be more closely scrutinised, and a short-list for interviews drawn up. Ideally this should be done by the HR specialist and the perspective manager of the successful candidate, who will have a more immediate knowledge of the type of person that will fit into the culture and activities of his department. In TD Travel Groups case, John Owen ( the operations Director) would be solely responsible for this stage, as there is no human resources department employed. At NIS Europe Barbara Sutton (Human Resources Director) and the line manager of the relevant department would be jointly responsible.Stage Four- Inviting candidates from the short list for interviewsAt this stage the company would require successful candidates to complete a standardised application form if not already submitted at the outset. NIS Europe standard procedure is for each applicant to submit a NIS Europe application form along with the curriculum vitae at the first stage for applying for the job. See appendix for application form. This falls in line with equal opportunities and allows NIS to obtain standard information about the applicant, that from a curriculum vita may be omitted. TD Travel Group have no standard information that is required and work off the submission of a curriculum vitae only.Stage five Interview potentially qualified candidates. Since the interview is likely to continue to play a major role in the selection process, it seems sensible to adopt a realistic approach, which means making the topper possible use of the interview. There are many different types of interview including* One-to-one interviews these are the most common selection method. They offer the advantages of direct face-to-face communication, and opportunity to make water rapport between the candidate and interviewer. Each has to give attention solely to the other and there is potentially a relaxed atmosphere, if the interviewer is willing to establish an informal style.* Panel Interviews A panel may consist of two or three people who together interview a single candidate, most commonly, a personnel manager and the departmental manager who will have responsibility for the successful candidate.NIS Europe use the above forms of interview, however they also have other interviewing techniques, which can be panel interviews or one to one intervie ws, such as* test interview this is predominantly to assess people in leisure and service industries it focuses on personality versus skill. This would involve exercises, which display the personality of the candidate as well as the skills.* Criteria based interview these are specific questions which highlight predetermined behavior which you are looking for e.g. if you need an outgoing person you would ask a question If somebody came into the room how would you put them at ease? You would rate the response as positive degree or negative.* Behavioral event interview ideally this interview is a taped interview. The interviewer would have a competence list on a chart and when questions asked and in turn answered, the competencies would be marked off.TD Travel has a much more informal interview technique. It is generally a panel interview conducted by the Operations Director with the General manager and also the Sales and Marketing Director. There are no set techniques it is more of a formal chat about skills and qualifications, outlined on the curriculum vitae.Stage six Selection testingOnce the interview has taken place, some companies go one step further by inviting candidates for a selection test. These tests are all standardised so that an individuals score can be related to others, reliable in that it always measures the same thing and is non discriminatory. These can be in various forms* Intelligence or cognitive testing these test memory, ability to think quickly, perceptual speed, oral fluency and problem solving skills. See appendix.* Aptitude tests these are designed to predict an individuals potential for performing a job or learning new skills.* Personality tests these may measure a variety of characteristics such as the applicants skill in dealing with other people, ambition, motivation or emotional stability. See appendix.* Proficiency tests these measure the ability of the applicant to do the work involved e.g. a typist would be asked t o type, and a salesperson would be asked to sell.Td Travel does not use selection tests at all. Most people are employed through word of mouth, as travel is a very incestuous business. NIS Europe use personality and aptitude tests.Stage seven Checking references of short listed candidatesReferences provide further confidential information about the perspective employee. A reference should contain* Straightforward factual information confirming the nature of the applicants preceding jobs, previous employment, pay and circumstances of leaving* Opinions about the applicants personality and other attributes.At least two employer references are desirable, providing necessary factual information, and comparison of personal views. NIS Europe and TD Travel Group offer the successful candidate the job subject to checking the references.Stage eight -Institute follow-up procedures for successful applicantsThe follow up procedures include* Offer of employment Assuming that the right candidat e has by now been identified, an offer of employment can be made. It is common for an oral offer to be made. With a negociated period for consideration and acceptance.* Draw up a contract or written particulars this should include all terms, conditions and circumstances of the offer must be clearly stated and negotiable aspects of the offer and timetable for acceptance should be set out, in order to control the closing stages of the process* Arrange work permits if required Work permits are required of people coming into the UK for employment* Plan induction Induction is a formal programme, designed and carried out by HRM to bring out new employees to the organisation, in all its social as well as work aspects.Stage nine- review article all candidatesReview un-interviewed candidates and sort out those that my be kept on file for possible future use. Send standard letters to unsuccessful to applicants and holding letters to those being kept on file. NIS Europe will hold candidat es on file for a maximum of one year. TD Travel group do not use this procedure, they would start their informal recruitment process again as and when required.SUMMARY OF THE SELECTION PROCESS FOR TD TRAVEL GROUP AND NIS EUROPEIt is evident from the above information that NIS Europe carries out a more formal selection procedure than TD Travel Group. This is down to the fact that NIS Europe have more employees than TD Travel Group, and therefore see it necessary to have a HR department.