Proposition of New Recruitment and Selection Processes

¶ … knowledge steps required recruit staff important segment workplace demonstrate strategic skills CEO. You share essential strategic administrative steps important function Human Resources include metrics evaluate recruitment selection approach implemented.

Director of the HSS Human Resource Department,

Proposition of new recruitment and selection processes for senior staffs at HSS

HSS is one of the largest companies within its sector of operations, and the quality of its services, as well as its competitive position are highly influenced by the quality of its staff members. With this realization in mind, the scope of the Human Resource Department is that of improving the processes of recruitment and selection for the senior staffs of the company. Throughout the following pages, three methods of recruitment, selection and metrics will be presented, followed by an analysis and a final recommendation of a method to be used.

Recruitment approaches

The three proposed alternative methods to recruiting the higher level staffs within HSS are as follows:

Method 1: Recruiting through the already existent staff members, in the means in which these are asked to make recommendation of people they know who would be suitable for the available position. The primary advantage of this recruitment method is that the people who make the recommendation are interested to promote their good image at work and they feel directly responsible for the person they recommend, meaning as such that only the best candidates are brought to the firm.

Method 2: Recruiting from the pool of already existent staff members. This virtually means that the position of senior staff would be occupied by an employee within the firm, who is familiar with the operations, the company culture and who is motivated by the promotion within the firm.

Method 3: Recruiting through head hunters; this method virtually sees that professionals in recruiting would approach senior staffs in other firms and would present them with the new job opportunity at HSS.

3. Selection approaches

Once HSS selects the best candidates to fill in the senior staff positions, it is important to apply the adequate selection methods in order to retain the candidates and be able to employ the individual with the highest capability to serve the needs of the company. With this statement in mind, we propose that the employer first identify its specific needs and then employ the selection methods by which to ensure that the candidate selected possess the ability to serve those needs.

First of all then, it is important for the HSS senior staffs to be able to motivate their subalterns, to inspire them by being examples of hard and honest work, and to be able to create and promote a vision within the company. With this idea in mind, it is recommended for HSS to conduct it hiring interviews with a less emphasis on the practical and technical skills of the candidate -- which can be learnt and developed in time -- but to focus more on their personal skills and experiences, their ability to inspire others, their levels of commitment and responsibility and their attitude towards the working process, the company and the other staff members.

Then, it I important for the company to also test the skills and capabilities of the candidates, and it is recommended for this to be completed through tests; such a method would help the company to attest to the qualifications and practical capabilities of the candidate. Last, the third selection method proposed is that of conducting a thorough background check on them. This ensures the company that the candidate is responsible, trustworthy and has the ability to deliver for HSS.

4. Comparison and analysis

There are multiple approaches to conducting a comparison and cost-benefit analysis of the various recruitment and selection methods, one of which is that of creating a table to reflect the advantages and disadvantages of each method in a comparative manner. For ease of usage and good visibility, the method will be hereby employed:

Advantages

Disadvantages

Recruitment method 1

Recommendation for the best candidates only

Virtually inexistent costs

Limited pool of candidates

Subjectivity in recommendations

Recruitment method 2

Candidates can be realistically evaluated over a longer period of time

The new senior staff would be familiar with the firm and the job and would be able to commence the job sooner that a new person to the firm

The best candidate might not exist

The people might not be interested

There could exist frictions and tensions related to the promotions, and difficulties in the new senior imposing himself onto his former colleagues

Recruitment method 3

The recruitment process would be completed by a professional, with expertise in the field

The recruitment specialist has the ability to introduce the firm to a wider pool of candidates

The existence of additional costs and fees to pay to the recruiting expert

Reliance on a third party, which causes the firm to lose some control over its recruitment operations and makes it more sensitive to third parties

Selection method 1

Focus on personal skills which influence the quality of leadership

Inability to quantify such traits in a leader

Selection method 2

Identifies the practical skills of the candidate and their ability to perform the specific tasks of the job

Does not reveal if the candidate is able to become integrated in the job and complete the non-technical aspects of management

Selection method 3

It provides valuable third party information and feedback on the candidates

It requires time and slows down the hiring process, and it could also lead to biased information and feedback

5. Metrics of effectiveness

An important tactic to employ in identifying the ultimate success of a HRM effort to hire and retain a qualified senior staff member is that of using metrics. The human resource metrics target to calculate a wide array of aspects, such as the absence rate of the employee, the costs of the firm with the employees, the satisfaction rating and so on. At this level, three metrics are proposed:

1. The total costs with the new employee, including salary, adjacent taxes, costs with complementary packages, training and so on

1. The return on investment, calculated as the rate between the total benefits with the employee and the total costs with the employee, and last

1. The engagement and satisfaction ratings of the staff members now lead by the new senior staff (ERC, 2014).

6. Recommendation

Given the presentation of the three methods of recruitment, selection and metrics, a recommendation is made to employ a model based on recruitment from the pool of already existent staffs in the company (in the form of offering a promotion), combined with a selection process based on the testing of personal and visionary skills -- and especially since the technical capabilities of the candidates are already known to the employer. In terms of the metric system, the recommendation is that of focusing on the levels of subaltern satisfaction and engagement in their work processes after the employment of a new manager.