Assignment: RECRUITMENT AND SELECTION
PART I: The Organization's Internal Environment and Human Resource Management Function
Describe the organization's structure, business strategy, vision, mission, value, culture. What is the relationship between the organization's strategy and its human resource practices, specifically its human resource planning, recruitment, selection and retention practices? How is the human resource management function structured and who is responsible for the human resource management planning and staffing (recruitment, selection and retention) roles? Describe the personnel requirements (an estimation of how much time it will take, what steps are required, what HRM competencies are required and what the costs will be). Internet research will provide you with information on current successful practices.
PART II: Evaluating the Cost/Benefit of the Organization's Human Resource Planning, Recruitment and Selection Activities
Describe the potential costs and benefits of your recruitment and selection activities to your organization's ‘bottom line'. How can you demonstrate that your human resource planning and staffing activities add value to your organization? Calculate specific costs to your organization, which may include, but is not limited to: separation, replacement training, reduced productivity and employee morale costs. Describe the specific benefits of having effective staffing practices to the organization. Internet research will provide you with information on current successful practices.
PART III: Scanning the Organization's External Environment
Describe the current and potential influence that the organization's external environment has on the human resource management planning, staffing and retention practices. Describe how economic, labour market, union/non-union, government, demographic, legal, work-force diversity, technology, globalization and cost containment impact your organization's staffing and how you will respond to these challenges. Internet research will provide you with information on current successful practices.
PART IV: Employer of Choice: Attracting and Retaining Top Talent
Research suggests that organizations that use effective recruitment and selection practices gain a competitive advantage in the labour market (text, pages 2 & 3). Business success and growth is linked to the attraction and retention of "top talent'. An increasingly diverse workforce with heightened employee workplace expectations means employees are making career choices on factors such as leadership, career development, meaningful work and other factors that go beyond total compensation. Research information on your employer of choice. Describe current research support for several human resource management practices that will enhance your organization's human resource planning recruitment, selection and retention practices (i.e. reduced turnover costs and increased profits). Internet research will provide you with information on current successful practices.
PART V: Human Resource Planning, Recruitment, Selection and Retention Challenges and Ethical Issues
Describe the actual and potential challenges facing the organization as it implements its human resource planning, recruitment, selection and retention practices. Describe appropriate human resource strategies to address these potential problems. Carefully consider ethical issues in your organization's human resource planning, recruitment, selection and retention practices and what you would do in each instance. Provide an ethical justification for your decision based on the CCHRA Code of Ethics.Internet research will provide you with information on current successful practices.
PART VI: Legal Issues
Review the major laws that regulate equal rights in employment. These laws are the Canadian Charter of Rights and Freedoms, the Federal and Provincial Human Rights Codes (BC Human Rights Code), the Federal and Provincial Employment Equity Acts, the Federal and Provincial Employment/Labour Standards Acts, the Federal and Provincial Pay Equity Acts, and related legislation (i.e. collective agreements). Review the key legal concepts in recruitment and selection defined in your text, Chapter 3. Does your organization fall under federal or provincial/territorial jurisdiction?What legislations apply to your organization?What are the implications of these legislations on your organization?Describe some practical guidelines to improving or developing non-discriminatory recruitment and selection practices that promote positive recruiting perceptions for your organization. Internet research will provide you with information on current successful practices.
Part VII: Conducting a Job Analysis and Writing a Job Description
Employers and employees/candidates need to know the expectations and requirements of job positions. Organizations use different methods to conduct job analysis that range from observation to interviews and questionnaires. You will want to review the methods described in your text (Chapter 4) and choose one method that would be most effective to analyze your current job position/vacancy. A Modified Job Analysis Questionnaire is included in Appendix A.You can use this questionnaire or choose/develop your own method to help you determine the major competencies and responsibilities of the job position.Job analysis techniques differ in the assumptions they make about work, but they follow the same logical process when applied to recruitment and selection. First work activities are described in terms of work processes or worker behaviours that characterize the job. Next, machines, equipment, and work aids are defined in relation to the materials produced, services rendered, and worker knowledge applied to those ends. The job context is characterized in terms of physical working conditions, work schedules, social context and organizational culture, and financial and non-financial incentives for performance. Finally, personal specifications are inferred by linking the job requirements identified in the analysis with education, experience, skills, and personal attributes required for successful performance.
Consider that job descriptions may change even before they are completed. In today's world of rapid change and dynamic work environments you may want to consider generic skills or competencies that may be required for success among several jobs rather than just one job for a 3-5 year strategic outlook. Ask, "What competencies are required to succeed on the job?", "What KSAOs are essential to effectively perform the job?", "What KSAOs are assets to effectively perform the job?" You may find the need to combine organization, process, and job analysis techniques in a novel way, while remaining within acceptable legal limits and measurable job standards. You will want to approach your job analysis from a process- based rather than a structure-based view of work. Your challenge is to complete a job analysis and then develop a job description to fit your organization. This job description will help the organization understand the requirements, responsibilities, reporting structure, and initial objective of the job position and will become a tool for designing the job advertisement, screening process and interview questions. A good job description accurately reflects the work that employees are expected to perform. Complete the following four Steps:
1. Choose the job vacancy for your organization. You will want to continue to gather detailed information about the job and the organization. Some job data you might consider using is described below. Submit relevant data with thisassignment.
• Canadian job profiles (NOC)
• British Columbia job profiles
• existing job analysis/descriptions/specification
• journal articles, trade publications
• organizational charts
• company records
• task inventories
• equipment record
• union information
• training manuals
2. With your team, review and use the Modified Job Analysis Questionnaire in Appendix Ato help each other determine the major responsibilitiesand tasks of the job and the required KSAOs and competencies needed to perform the job. You can do this throughdiscussion or by interviewing each other. You are required to submit a completed jobanalysis and job description for your position.
3. After you have completed the job analysis, write a job descriptionfor your chosen position(s). Your completed job description should follow the formatoutlined in Appendix B: Position/Role Description Template.You will want to follow thesuggestions in the writing clear and specific position descriptions in Appendix C and use the action verbs for position description responsibilities in Appendix E.An exampleof a job description is in Appendix D. You will use yourjob description for future recruitment and interviewing exercises and assignments.
4. Do an internet search to find resources on current successful practices.Submit your views and comments on the various future uses of your job description foryour organization and the effectiveness of the job analysis questionnaire/interview method you completed.
Appendix A: MODIFIED JOB ANALYSIS QUESTIONNAIRE
A. Organization's values, vision, strategic goals
B. Core Competencies
What KSAOs are essential to perform the position? List generic skills that arepre-requisitesto effective performance,(regardless of the specific job),and will allow the organization to achieve itsstrategic goals.
C. Job Identification
Job Title
Department
Division
Title of Supervisor(s)
Position Code (NOC)
Location
D. Job Summary
Describe briefly the general purpose of the position. Consider, "Why does this job exist?", "What is the position responsible for?" and "What are the major results or outputs of this position?"
E. Responsibilities, Duties and Tasks
What are the most important duties, responsibilities and tasks of the position? How important are theyand how much time is spent on them? What tasks does the job perform?
The primary duties of this job are best classified as:
Managerial ______ Technical ______
Professional ______ Administration ______
Other ______
What are the responsibilities involved in this job and how great are these responsibilities?
List major duties and tasks in order of importance and the proportion of time each involves. Start each statement with an action verb. Refer to Appendix E.
What constitutes successful performance of these duties?
How much training is needed for normal performance of these duties?
Describe the nature and frequency of supervision required.
How is the work reviewed, checked and verified?
What contacts are required with other departments, people or groups?
F. Reporting Relationships
How many employees are directly under your supervision?
Do you have full authority to hire, evaluate, terminate and transfer employees under your supervision?
What contacts are required with other departments or persons other than your immediatedepartment in performing your job? Describe the nature and extent of these contacts.
G. Position Specifications and Competencies
What are the KSAOs required to successfully fulfill the responsibilities?
What physical attributes are necessary to perform the job?
Of the following characteristics, which ones are needed and how important are they?
Check the amount of previous work experience necessary for average to superior performance in this position:
No related experience _____
1 year related experience _____
over 1 year and up to 2 years related experience _____
over 2 years and up to 4 years related experience_____
over 4 years and up to 5 years related experience_____
more than 5 years _________ (months/years)
Describe the kind of previous work experience necessary for average to superior performance in this position.
Can education/training be substituted for experience?
Yes. How? __________________________________________________
No. Why? __________________________________________________
What is the minimal level of education required for this position?
What is the preferred education for superior performance in this position?
What licenses or certifications does the position require?
What kind of knowledge, skills and abilities are needed to perform the job? Develop a list of knowledge, skills (technical and non-technical) and thought patterns related to both average and superior performance of the major tasks and responsibilities of the position. Identify the behavioral indicators for each of the KSAOs.
H. Working Conditions
Describe the physical conditions under which this job is performed.
Are there unusual psychological demands connected with this job?
Describe any unusual conditions under which this job is performed.
Describe the hourly and weekly schedule.
Is there some degree of unpleasantness in the job? [for example, noise, chemicals, travel]
Indicate the frequency and degree of exposure.
Describe any multiple demands and deadlines you may experience on the job.
I. Health or Safety Features
Describe fully any health or safety hazards associated with this job.
Is any safety training or equipment required?
What injuries are common in your work?
J. Performance Standards
What performance level will be needed to maintain organizational excellence?
What identifiable factors contribute most to the successful performance of this job? What behaviours are needed for successful performance?
How is the performance of this job measured?
Describe any difficult problems, challenges or situations that are elements of the job.
K. Miscellaneous Comments
Are there any aspects of this job that should be especially noted?
Format your assignment according to the following formatting requirements:
1. The answer should be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides.
2. The response also includes a cover page containing the title of the assignment, the student's name, the course title, and the date. The cover page is not included in the required page length.
3. Also include a reference page. The Citations and references should follow APA format. The reference page is not included in the required page length.
Attachment:- Assignment-RECRUITMENT-AND-SELECTION.rar