Recruitment Selection and Onboarding A-Level Coursework

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Staffing Plan

Recruitment, Selection & Onboarding

Staffing plan: Hiring 20 bilingual engineers

Currently, our office is faced with a conundrum: we must recruit top talent despite a relatively limited pool of qualified individuals in the immediate area. These new recruits must be capable of fulfilling the requirements for the newly-created positions of 20 bilingual engineers. These individuals must be highly qualified and ready to 'hit the ground running' as far as work is concerned and we have only an eight-month framework for recruiting and orienting these new staff members. Our firm will need to extend its hiring net outside of the immediate area and begin an intensive recruiting campaign for top talent. This will ideally begin in the southwest region near universities and other urban hubs of technical talent where there is likely to be a larger pool of applicants with fluency in Spanish as well as English -- candidates that have the education and experience needed for this recent company venture.

Creating a more diverse image for our company is a foundational component of this new initiative. We must develop a more inclusive persona via a reconfigured web page and promotional materials. "How the company presents itself will indicate the cultural norms, whether it is on the website, in job adverts or at recruitment fairs. In this day and age, the website is the starting point for most applicants. This is an ideal opportunity for organizations to get across which behaviors and working principles are important to the business" (Weyland 2011). Stressing our diversity and sensitivity awareness programs and our desire to employ workers with bilingual fluency and a high level of cultural competence are all ways to better target the top recruits with the skills we require.

But our recruitment efforts must be targeted, not simply general in focus. Gaining the attraction of new engineering recruits from the University of Arizona, Rice University, and other institutions with high levels of talented engineering graduates is yet another vital area of the recruitment plan. We may also wish to consider recruiting international candidates from Spanish-speaking countries. Rather than publicizing the open positions through general web portals for employment, we will likely need to solicit new candidates from specific sources such as executive recruitment firms specializing in engineers, given the technical demands of the position.

In selecting new employees, it is very important that they are a good fit for the organization or at least have shown themselves to be flexible and adaptive enough to new working environments to make themselves at home at our company. For example, when recruiting international employees: "don't forget cross-cultural aspects. If your organization has offices in a variety of countries and people are moved from one location to another, they may not only need to learn new skills and knowledge to go with a new role but would likely benefit from some cultural awareness training. Many skills are global; however country-specific cultural practices continue to working environments" (Weyland 2011). Even new employees recruited from campuses and other firms will need to be oriented in the culture of the organization and ideally their personalities should mesh with the atmosphere of our office. Employees must be receptive to working in an adaptive, open atmosphere that is grounded in dialogue and demands high-level communication skills of employees.

Interviews should be highly structured and targeted, given the specific skills demanded of these new engineers. It has been noted that "structured interviews (systematic, patterned interrogation with a specific set of questions) demonstrate a substantially higher validity than unstructured interviews" (Wright & Domagalski 2010). Structured interviews may take the form of standard questions about the position, or may use hypothetical 'what if' scenarios to demand that the prospective employees use critical thinking skills. Given that the recruits are engineers and are being hired for their problem-solving capabilities, this latter method would be preferred. Although interviews may be structured, they should still probe employees to reveal intangible as well as highly specific work-related proficiencies. The highly successful Internet search engine company Google has long been noted for taking an iconoclastic and idiosyncratic approach to the interview process and its striking 'what if' questions. "For years, Google's most famous and feared hiring strategy was asking applicants questions… [END OF PREVIEW]

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