Johnson & Wales University 6 Steps for Framework Selection Discussion

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HRM5010 Project Paper Recruitment & Selection The project for this term is to design (not just outline) a recruitment and selection process for a position of your choosing. The position selected should be specific to a company (and division, if available). It should NOT be your current position, be may be one you aspire to, either within your current organization or without). Utilizing the material from Chapters 4, 5, and 6 of the text: 1 Identify a process for conducting a work analysis for the position. Be sure to have a a. Job Description plan/method to b. Job Specifications justify any KSOC c. See Figure 4-2 (pg.106) for an example. 2 Establish a recruiting program for the position a. Identify the following: i. Whom to recruit? ii. Where to recruit? iii. Recruitment sources to be used? iv. What message to communicate? b. Aspects to consider (examples): i. Internal vs external ii. Domestic vs international iii. Outsourced, Electronic, LinkedIn, etc. 3 Define the selection criteria and process. a. Selection tools (Figure 6-2, pg. 190) to be utilized b. Interviewing methodology (panel/individual, structured/unstructured, etc.) c. Criteria weighting. Justify any specific measure/test/ assessment Support your design using evidence from the text or, even better, other credible sources. 2 / Acquiring Human Resource Capability Selection Tools, and cost for Development and Administration Figure 6-2 Validity Costs (Development Administration) .5-.73 Lowllow .4-.45 High/high . 2-3 Low/high .3-.4 High/high .4-.5 High/low Tool General mental ability tests (or GMA) measure mental abilities such as reading comprehension, verbal or math skills. Structured interviews measure a variety of skills and abilities using a standard set of questions. Unstructured interviews measure a variety of skills using questions that vary from candidate to candidate and interviewer to interviewer. Work samples/performance tests measure job skills using the actual performance of tasks as on job. Job knowledge tests measure bodies of knowledge required by a job. Personality Testing Conscientiousness Extraversion Emotional Stability Agreeableness Openness to Experience Biographical information measures a variety of skills and personal characteristics through questions about education, training, work experience, and interests. Measures of work experience (e.g., "behavioral consistency") Situational judgment tests measure a variety of skills with short scenarios (either in written or video format) asking test takers what would be their most likely response. Integrity tests measure attitudes and experiences related to a person's honesty, dependability, and trustworthiness. Assessment centers measure KASOCs through a series of work samples/exercises with trained assessors (may include GMA and other tests). Reference checks provide information about an applicant's past performance or measure the accuracy of applicants' statements on their résumés. .25-3 .15-355 .1-3 .1-.2 1-.2 3-4 Low/low Low/low Low/low Low/low Low/low High/low .3-4 3-4 High/low High/low .3.-.4 Low/low .3-.45 High/high .2-.3 Low/low "Validities range from 0 to 1.0; higher numbers indicate better prediction of job performance. Ranges are reported here. 2 References to high or low are based on relative comparisons to other methods. Validities for more complex jobs tend to be higher for GMA. Validities for personality measures tend to vary with the job. FFM self-report validity ranges reported here. Much stronger validities (.5-.6 range) for peer-based (versus self-reported) measures of personality. sStronger validity in predicting managerial and/or leadership performance; weak validities for jobs involving less interaction. “Low validity for managerial jobs (10); higher validities for team-based settings. Sources: Adapted from W.F. Cascio, and H. Aguinis (2011). Applied psychology in human resource management. Upper Saddle River, NJ: Prentice Hall and A. M. Ryan & N. T. Tippins, (2004). Attracting and Selecting: What Psychological Research Tells Us. Human Resource Management, 43, 307-308. Content validity assesses the degree to which the contents of a selection method (i.e., the job. This approach to validation is of course ideal when the employer lacks an adequate sample size to be able to empirically validate a method. Subject matter experts are typically used to evaluate the compatibility of the content of the method with the actual requirements or skill required on the actual job?). Such a study or evaluation by experts also can be of of a job (e.g., is the knowledge or skill assessed on the test compatible with the knowledge the Supreme Court in Albemarle v. Moody (see Chapter 3) and, just to be safe, comply with fered as evidence of job relatedness, but the study should follow the directions provided by the Uniform Guidelines on Employee Selection Procedures (UGESP). (See www.eeoc.gov A knowledge-based test for "Certified Public Accountant" could be considered to have for details on the UGESP.) use job simulations or imhent and content yolidi 2 / Acquiring Human Resource Capability Figure 4-2 Job Title: Compensation Manager Reports to: Job Description and Job Specifications for a Compensation Manager DOT Code: 166.167-022 JOB DESCRIPTION Responsible for the design and administration of employee compensation program. Ensures proper consideration of the relationship of salary to performance of each employee and provides consultation on salary administration to managers and supervisors. Principal Duties and Responsibilities: 1. Ensures the preparation and maintenance of job descriptions for each current and projected position. Prepares all job descriptions, authorizing final drafts. Coordinates periodic review of'all job descriptions, making revisions as necessary. Educates employees and supervisors on job description use and their intent by participation in formal training programs and by responding to their questions. Maintains accurate file of all current job descriptions. Distributes revised job descriptions to appropriate individuals. 2. Ensures the proper evaluation of job descriptions. Serves as chair of Job Evaluation Committee, coordinating its activities. Resolves disputes over proper evaluation of jobs. Assigns jobs to pay ranges and reevaluates jobs periodically through the Committee process . Conducts initial evaluation of new positions prior to hiring. Ensures integrity of job evaluation process. 3. Ensures that company compensation rates are in accordance with the Company philosophy. Maintains current information concern. ing applicable salary movements taking place in comparable organizations. Obtains or conducts salary surveys as necessary. Con ducts analysis of salary changes among competitors and presents recommendations on salary movements on an annual basis. 4. Ensures proper consideration of the relationship of salary to the performance of each employee. Inspects all performance appraisals and salary reviews, authorizing all pay adjustments. 5. Develops and administers the performance appraisal program. Develops and updates performance appraisal instruments. Assists in the development of training programs to educate supervisors on using the performance appraisal system. Monitors the use of the performance appraisal instruments to ensure the integrity of the system and proper use. 6. Assists in the development and oversees the administration of all bonus payments up through the Officer level. 7. Researches and provides recommendations on executive compensation issues. 8. Coordinates the development of an integrated HR information system. Assists in identifying needs; interfaces with the Management Information Systems Department to achieve departmental goals for information needs. 9. Performs related duties as assigned or as the situation dictates. JOB SPECIFICATIONS Required Knowledges, Skills, and Abilities: 1. Knowledge of compensation and HRM practices and principles. 2. Knowledge of job analysis procedures. 3. Knowledge of survey development and interpretation practices. 4. Knowledge of current performance appraisal issues for designing, implementing, and maintaining systems. 5. Skill in conducting job analysis interviews. 6. Skill in writing job descriptions, memorandums, letters, and proposals. 7. Skill in making group presentations, conducting job analysis interviews, and explaining policies and practices to employees and supervisors. 8. Skill in performing statistical computations including regression, correlation, and basic descriptive statistics. 9. Ability to conduct meetings. 10. Ability to plan and prioritize work. Education and Experience Requirements: This position requires the equivalent of a college degree in personnel, human resources, industrial psychology, or a related degree plus 3-5 years' experience in Personnel, 2-3 of which should include compensation administration experience. An advanced degree in Industrial Psychology, Business Administration, or Personnel Management is preferred. Work Orientation Factors: This position may require up to 15 percent travel. 80 percent rule Adverse impact or not having a college degree and performance as an assistant store manager. In addition, HR determined that the college degree specification would make it more difficult to fill the job and would drive up the salary. In addition there was likely to be an 80 percent rule adverse impact against minorities. The manager was persuaded to change his mind about requiring the degree for the job. Unnecessary job specifications can translate into higher labor costs. The State of Mary- land, as mentioned in the opening of the chapter, was concerned about the number of state positions that required a master's in social work (MSW), a requirement that neces sitated a higher starting salary. The consulting firm of Booz, Allen, and Hamilton (BAH) conducted work analysis off
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Running Head: EMPLOYEE SELECTION AND RECRUITING

Recruiting and Selection Process

Name
Institution Affiliation
Course

EMPLOYEE SELECTION AND RECRUITING

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Recruiting and Selection Process
The success of every organization is highly inclined to its employees, their qualification
levels, and their motivations. Employees work to achieve the organizational goals and
objectives, and thus, they are crucial assets to the organization. As a result, based on the vital
role that employees play in the survival, profitability, and continuity of the organization, the
recruitment, and selection process of these employees is critical. On the same note, the
reputation of an organization and its products to the public, consumers, and all the stakeholders
involved are paramount as it determines their competitiveness, profitability, and expansion of
the market reach. Consequently, for effective maintenance of this relationship to be generated
and maintained, the public relations officer ought to be appropriately equipped for the position.
In that light, the tenacity of this paper is to design a recruitment and selection process of a
Public relations officer for Aim Global Consultancy Ltd.
Firstly, the identification, determination of duties and responsibilities, and the
specifications of a given job are determined by the job analysis. This process encompasses the
collection of necessary data to put together a job description that will attract the right person
for the position. In other words, in Human Resource Management (HRM), job analysis helps
in the establishment of qualifications, skills, knowledge, and experience necessary for the
adequate performance of a task.
There are different methods used to gather this data, including interviews, both
structured and unstructured, whereby the wok analysts conduct interviews with incumbents
collecting information on their tasks and their coping mechanisms while on it. Also,
questionnaires, one of the most common data collection tools, may be administered to the
employees of different sectors, their supervisors, and managers, gathering relevant data on a
given position. Moreover, observation of the employees during their regular routines can be

EMPLOYEE SELECTION AND RECRUITING

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applied in job analysis. In any case, in work analysis for the public relations officer in the
context of the job description, and specification, there are different processes.
Job Description and Job Specification for a Public Relations Officer
Job Title: Public relations officer
JOB DESCRIPTION
Responsible for developing positive affiliations with the public, media, and stakeholders.
Responsible for promotional material, speeches, and press releases. In charge of establishing
campaigns and PR strategies.
Duties and Responsibilities
1. Developing and planning publicity strategies and media and campaigns,
2. Building public relations approaches that impact public opinions through the promotion
of products and ideas through extensive study of the company`s intents and promotional
policies
3. Preparation and editing of the corporation`s publications including newsletters and
reports for both external and internal audiences
4. Identification of changes in consumer needs and interest and provide knowledge in the
relevant decision-making process
5. Keeping up with the media and audience opinions.
6. Prepare and distribute press releases.
7. Creation of promotional content through liaising with marketers and designers.
8. Handling all arising PR related issues.
9. Developing and planning publicity strategies and media and campaigns.

JOB SPECIFICATIONS (Abilities and Skills)
1. BA/BSc in Public Relations, Communications or Journalism or a related field

EMPLOYEE SELECTION AND RECRUITING

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2. Knowledge of project management software
3. Expertise in social media and MS Office
4. Problem-solving abilities and creativity
5. Works well under pressure
6. Strong communication ability
7. Knowledge of editing publications, writing, and researching
8. Experience managing print, broadcast, and online media relations
Education Qualifications
Minimum education qualifications include a degree in Public Relations, Communications or
Journalism or a related field. Possessing a postgraduate qualification in public relations may
improve your probabilities of securing the position, but will not replace the experience and
personal qualities that the company is looking for.
SALARY
Starting salary of £28,000 for entry-level graduates. Salary of £40,000 for candidates with at
least five years of experience and £100,000 for PR officers who have held senior management
positions.

The first step while conducting a work analysis for the Public relations officer is the
collection of information about the job. In this case, the extensive gathering of data on the job
position is vital, as it will broaden the understanding of the entities of the position. After
collection of the information on the job, the listing of the tasks follows in line. In this case, the
preparation of a preliminary list of responsibilities and aptitudes required to perform the task
successfully is enacted based on the gathered data (“Six Steps to Conducting a Job Analysis...”
2020).

EMPLOYEE SELECTION AND RECRUITING

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Next in line is the identification of the critical tasks necessary for the position, in this
case, being the creation and maintenance of positive relationships with the consumers,
employees, public, and all the stakehold...


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