Capstone Project: Human Resource Recruitment Human Resources

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SAMPLE EXCERPT:

[. . .] The role of such a strategy is to enhance an organization's ability to hire and retain qualified employees. More so, the recruitment process needs to be attract only competent candidates, not over qualified or under qualified candidates. Reducing cost is crucial in such a strategy and the human resource manager has the role of designing and ensuring implementation of such a strategy. For the process to be cost effective, it has to highlight the importance of a clear job analysis and specification. The current job market if filled with job seekers and an unclear job specification can lead to numerous applications. To avoid this, the firm, through the human resource department will engage in a rigorous exercise aimed at identifying the requirements of a job in detail. For instance, in the current vacant position, there will be specifications on age since the firm requires young software engineers.

A detailed job analysis will help job seekers to easily identify whether they fit the advertised job. Moreover, it will help the interviewers to easily tell the extent to which a candidate is fit for the selection and even for hiring. Therefore, the first step in this strategy is to give a detailed description of each job or vacant position in the firm. This will identify the job design and evaluation criteria. By so doing, the firm will be able to identify probable future jobs and candidates thus avoiding wastage of time in establishing such requirements. In addition, a detailed job description will help in avoiding time wastage since likely candidates are identified beforehand.

Since the recruitment process can identify candidates from within or from outside the organization, the strategy will entail employee participation in the recruitment process. As noted by (Kolodinsky, Madden, Zisk, & Henkel, 2010) employee involvement has a lot of benefits. First, employees have firsthand experience of the job and know the type of skill required in handling the task. This way, they are able to describe the job in more job related terms that will easily grab the attention of qualified candidates while leaving out the under qualified lot. In the actual selection process, employee involvement helps to identify overqualified candidates who may become dissatisfied with the job soon after employment and leave either willingly or unwillingly resulting in increased turnover.

Thirdly, employees can identify potential qualified candidates reducing the tasks involved in recruitment. This will be used for some technical posts where employees will be allowed to recommend candidates for certain posts based on their networking experience. Some of the tasks that the firm's HR will engage in to promote quick recruitment will include determining in advance the remunerations that the firm will offer for each job and recording and storing the particulars of various job positions and policies on employment equity and criteria. The issue of remuneration is especially important since most qualified candidates refuse job offers due to unsatisfactory compensation (Belcourt, 2006).

In assisting the outsourcing service provider to come up with a manageable list of qualified candidates, the HR department will continuously keep in touch with the firm to give assistance on areas such as the organizational culture and values of the firm (Evans et al., 2007). This is because the right candidate is one who is highly likely to be comfortable and to fit in with the culture of the firm. Such assistance will involve the participation of the HR officials in some of the interviewing sessions to ensure that the firm conducts it in a manner that is likely to produce the required outcome.

Training and skills development

Untrained or poorly trained users will cost significantly more to support than well-trained workers. Untrained traveling workers who spend a significant portion of their time away from the office, and who often have networking questions from multiple remote locations, are generally more expensive to support, regardless of the types of devices they're using."1 Cost categories may include: Increased down time, Co-worker distraction and Rework

Training also affects employee retention. According to the American Society for Training & Development, 41% of employees at companies with inadequate training programs plan to leave within a year versus 12% of employees at companies who provide excellent training and professional development programs.

A successful corporate skills development program includes components for essential learning, future learning and corporate mandates. Essential learning Employees should be provided with training opportunities to develop the minimum skills required to perform their tasks. Training may include new hardware or software training or update training for new releases. Any product training should also include corporate usage policy training, including business rules or security modules, compliance and product maintenance (including backup and archiving policies). Future learning Often overlooked, future learning is an essential component of a successful training program. Organizations should provide clear paths to continuing education to help end users quickly get answers to their problems. Online training, embedded learning and reference cards can help reduce help desk volumes and operational costs.

Corporate mandates without executive mandate, many training programs fail or begin to wane shortly after implementation. To ensure success of any skills development program, organizations should incorporate training as an employee requirement. Depending on the complexity or criticality of a new application or process, some organizations require training as a condition of employment. Others use training as an incentive to ensure compliance. "Best practices to ensure class attendance include: • Not letting anyone use the new application until he or she has been trained • Charging higher per-seat support charges for untrained users • Having HR play a role in maintaining employee training records and building training credits into career planning • Giving managers rebates from IT for end users who successfully complete follow-up training (if in-house chargeback mechanisms permit this)"

Cost analysis of a training program

To maximize returns on investments, organizations should develop a training program which matches corporate needs and types of students with available training modalities. In addition to traditional classroom training, alternative modalities can provide effective skills development for an organization, particularly if the student type is effectively matched to the training method. Blended learning, combining traditional instructor-led training with self-paced learning, may provide a cost-effective way to develop skills that match or exceed instructor-only training (Loosemore, 2003).

According to IDC, classroom training will continue to dominate training delivery methods until 2012 Public classroom training is ideal for complex applications, such as systems administrator and developer training. Classroom training provides a high level of parallel communication and feedback with the instructor. Hands-on labs can provide real-world scenario exercises which mirror on-the-job tasks. Public classroom training is also suited for new users who have not developed a basic understanding of the product or the software metaphors used in the application. Classroom training typically teaches to the student with the lowest skill set, and training is typically generic and "out-of the box." Training for company-specific policies or modifications must supplement the basic training provided in a class. Classroom training is less convenient than some other modalities as it is dependent upon location availability and class scheduling. Classroom training is typically the most expensive method for training. In addition to tuition, travel and living costs add significantly to the base expense.

In house training

Employee training is essential for companies who wish to compete in a fast-changing business world. When an organization has a number of employees who need to learn new skills, in-house training is oftentimes the most economical solution. In-house training involves bringing a trainer to any location of choice to deliver a customized training program for a group of employees. The group may consist of employees who work together in teams, or who work in various company locations across the country, or across the globe (Harrison, 1986).

In-house training may be held at the corporate headquarters or at an off-site location. It may also be held virtually depending on the needs (Belcourt, 2006).

Benefits of In-House Training include full-customized for any team, department, or organization, flexible training may take place as a single session or multiple sessions. It should be noted that in-house training programs are typically delivered in one -- and two-day formats, depending on the number of employees, their work schedule, and the training topic. Therefore considerations on the company needs are incorporated especially such as the new Software Company (Belcourt, 2006).

Cost of transport to the corporation and its employees is at minimal. It will also allow the employees to have in bread understanding if the company's culture. With the likely misdirection from facilitators will be avoided and the directors can easily incorporate their company ideas in the training sessions. In-house training is confidential, thus allowing teams to discuss and work on real issues as trainers will usually sign confidentiality agreements. It will also encourage team building and better understanding of one another (Yakubovich & Lup, 2006)

Recommendations

To fully capture the value training can provide, organizations should develop a training plan that matches user preferences to training modalities and… [END OF PREVIEW]

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