MGT 441 Great Basin College Process of Recruitment and Hiring a New Employee Essay

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Business Finance

MGT 441

Great Basin College

MGT

Description


Your Course Project Proposal (Sequential work process to be studied):

The process of recruitment and hiring a new employee

(a) Planning and Strategy Development    (b) searching and screening    (c) evaluation and control

Name of organization to be studied: 

OKIN Process

Specific office(s)/department(s) within the organization:

Global Sales

Names, position titles, and email addresses of the responsible individuals in those offices and departments:

Mark Keough, Senior Vice President, mark.keough@okinprocess.com 

SPECIFIC REQUIREMENTS

You are expected to carefully follow the format as outlined above. Where appropriate, use narrative

under each format heading to add detail and to fully describe each item. The use of narrative will be

particularly important when describing the work performed and the desired outcomes. The paper must

be a minimum of (10) ten pages in length but no more than (20) twenty pages. Your submission must

be typed and adhere to all APA formatting guidelines (access OWL Purdue for assistance in formatting

citations and references). Use either Times New Roman or Arial in a 12 point font and double space

each line with 1” margins on all sides. Include a Cover Page, Executive Summary, and a Reference

Page but not an abstract. (The Cover Page, Executive Summary, and Reference Page are not included

in the page count above). All non-original material must be properly cited throughout your paper. The

final paper must be submitted as a Microsoft Word document only and include a minimum of three

additional high quality academic sources in addition to references from your text.

? Start each major section (sections 1, 2, 3, 4, 5 and 6) of the project paper on a separate page.

(Note: There are only 6 sections counting the Cover Page and the Reference Page.)

? Place a heading at the top of each section. Example: EXECUTIVE SUMMARY

? Remember, this is an upper level course in Operations Management and requires a thorough,

polished paper that would be suitable for presentation to the proper individuals within

the organization you have studied for their review. 

Unformatted Attachment Preview

MGT 441: COURSE PROJECT ASSIGNMENT ASSIGNMENT DESCRIPTION Your Course Project Proposal was to have been submitted via email to the instructor at the end of Week 2 for approval. The proposal includes the organizational unit, department(s) and/or office(s), where located, the specific work process(es) that will be analyzed, and the contact information for the responsible parties. Now that you have received approval for your Course Project Proposal, you must prepare a solid analysis for the work process(es) you have chosen. The instructions for the assignment that appear in the syllabus are re-printed here for your convenience. The Course Project is the most important assignment in this course. All submissions are subject to plagiarism detection software review. Remember to submit as a Microsoft® Word document attachment in the assignment dropbox. Failure to submit your completed Course Project by the due date will result in a failing grade in this course. The Course Project assignment is due Wednesday, May 1, by 11:59 pm. COURSE PROJECT DESCRIPTION AND INSTRUCTIONS The Course Project for MGT 441 is based in real life. You will contact an organization in your area (public sector, private sector, non-profit, big business, small business, your choice) or a department or office, academic or administrative, within GBC at whatever campus you are closest to, and ask if they would be willing to help you identify and describe three levels of interrelated work processes. (Keep in mind that GBC tends to be under-staffed across the board so you may want to consider other options.) The format you will follow in your project report is carefully explained in the Course Project module in WebCampus as well as the Power Point slides that accompany that module. The following example of what the assignment requires is offered as an illustration only. Follow an admissions application from when it comes in to the college. Find out who it comes to first, and then determine everything that the person has to have in order to properly deal with it (these are the inputs: e.g., basic skills, training, a computer, a work space, access to and familiarity with admissions policies, etc.). Next, determine what that person actually DOES with the application (this is the work process itself: e.g., review the application for completeness, apply a time and date stamp, create a file, enter data into a computer system, etc.), determine the product of that work process (this is the output: e.g., a completed, reviewed, recorded, validated, etc. application), what specifications and/or standards must that output meet (this is called the outcome: e.g., an application correctly reviewed, referred, appropriately Rev. 1/19 Page 1 rejected, approved, assigned, etc.), and where does the application need go next (e.g., academic department, faculty committee, returned to applicant for more information, etc.), You must then follow it through the next two work processes, describing all relevant inputs, work processes, outputs, and outcomes. So, once you find out where the application goes when it leaves the first person's hands, you must determine what inputs, work process(es), outputs and outcomes pertain to that next person and similarly for the third person. You will then review all three and make a recommendation (or set of recommendations) for improvement of efficiency and reduction of cycle time (text: 192, 196). Finally, you will present a graphic representation of all three adapting the template provided (see attachment 1). There are many other examples: in a small-engine repair business, receiving, processing and fulfilling a parts order; in a social services non-profit, qualifying and accepting a new client; in a law office, collecting, reviewing, preparing and submitting documents to the court; in GBC, applying for financial aid or registering for a course. The purpose of this assignment is for you to understand actual interrelated work processes in an organizational system - with all the variations they can exhibit - in a concrete way, a skill every operations manager must possess in order to be effective. The choice of your organization must be submitted to the instructor with your proposal by the end of Week 2 of class (Sunday, February 3, at 11:59 pm) and approved before you begin work. (A late submission will deduct 5 points from the score of the final submission.) The proposal must specify the organization entity and the office(s) or department(s)* within that entity you want to work with, the work process(es) you want to study, and the names, position titles, and email addresses of the responsible individuals in those offices and departments. I will review and approve or possibly suggest finding another organization, department, office, or work process. Once approved, I will contact the responsible individuals and make sure they are fully informed, that they understand the nature of your project, and that they have agreed to cooperate. (*Note: In many cases, the three work processes will cross departmental/administrative lines.) You are also responsible for the submission of a Course Project progress report in Week 9 (Wednesday, March 20, by 11:59 p.m.). The Course Project Progress Report should be no more than a single paragraph describing what you have accomplished so far in your work on the Course Project. Use the Course Project Proposal template to organize and highlight those accomplishments. Five points will be deducted from the score of the Course Project paper for a late submission. Rev. 1/19 Page 2 FORMAT Please format this Course Project paper as follows. 1. Cover Page 2. Executive Summary 3. Analyses of Work Processes 3.1. Work Process 1 a) Department/Office Where Work Process Takes Place b) Description of the Work Process Elements (1) Required inputs (2) Description of work performed and average cycle time required (3) Required output(s) (4) Desired outcome(s) (5) Where the output goes next 3.2. Work Process 2 a) Department/Office Where Work Process Takes Place b) Description of the Work Process Elements (1) Required inputs (2) Description of work performed and average cycle time required (3) Required output(s) (4) Desired outcome(s) (5) Where the output goes next 3.3. Work Process 3 a) Department/Office Where Work Process Takes Place b) Description of the Work Process Elements (1) Required inputs (2) Description of work performed and average cycle time required (3) Required output(s) (4) Desired outcome(s) (5) Where the output goes next Rev. 1/19 Page 3 4. Detailed Recommendations for Improvement in Efficiency and Cycle Time 5. Graphic Representations of the Three Work Processes (see Attachment 1 for the visual model required). Note: the visual model only shows a sample breakdown of two work processes. It is up to you to add the third. 6. References (must have three external references in addition to at least one reference from the text). SPECIFIC REQUIREMENTS You are expected to carefully follow the format as outlined above. Where appropriate, use narrative under each format heading to add detail and to fully describe each item. The use of narrative will be particularly important when describing the work performed and the desired outcomes. The paper must be a minimum of (10) ten pages in length but no more than (20) twenty pages. Your submission must be typed and adhere to all APA formatting guidelines (access OWL Purdue for assistance in formatting citations and references). Use either Times New Roman or Arial in a 12 point font and double space each line with 1” margins on all sides. Include a Cover Page, Executive Summary, and a Reference Page but not an abstract. (The Cover Page, Executive Summary, and Reference Page are not included in the page count above). All non-original material must be properly cited throughout your paper. The final paper must be submitted as a Microsoft Word document only and include a minimum of three additional high quality academic sources in addition to references from your text.  Start each major section (sections 1, 2, 3, 4, 5 and 6) of the project paper on a separate page. (Note: There are only 6 sections counting the Cover Page and the Reference Page.)  Place a heading at the top of each section. Example: EXECUTIVE SUMMARY  Because of the time and effort involved in this assignment, it is worth 100 points. Do not wait until Week 13 of the semester to start this project that is due in Week 14. “Eat the elephant one bite at a time!” An assignment of this importance requires a long-term commitment to obtain the desired result of a high quality submission.  Remember, this is an upper level course in Operations Management and requires a thorough, polished paper that would be suitable for presentation to the proper individuals within the organization you have studied for their review. Rev. 1/19 Page 4 GRADING Your grade will be determined by how thoroughly you address the topics in each section, your use of professional language, the submission readability, and how well you follow directions. For specific grading details, please refer to the grading rubric that is included with the Course Project Proposal Assignment in WebCampus. Rev. 1/19 Page 5 ATTACHMENT 1 Note: You are expected to use this model when visually representing your three interrelated, sequential work processes. Even though this model has not been expanded to include the third work process, you must make sure that your representation includes all three work processes. Rev. 1/19 Page 6 Course Project Proposal Template The Course Project Proposal must specify the organization entity and the office(s) or department(s) within that entity you want to work with, the work process(es) you want to study, and the names, position titles, and email addresses of the responsible individuals in those offices and departments. The Course Project Proposal is due by the end of Week 2 of class and must be approved by the instructor before you begin work. The proper submission format follows. Course Project Proposal Mary Keough February 5, 2021 MGT 441 1. Name of organization to be studied ___OKIN Process_____________________________ 2. Specific office(s)/department(s) within the organization. ___Global Sales__________________________________________ 3. Sequential work process(es) to be studied (be specific). The process of recruitment and hiring a new employee (a) Planning and Strategy Development (b) searching and screening (c) evaluation and control 4. Names, position titles, and email addresses of the responsible individuals in those offices and departments. (Please double-check to insure accuracy.) __Mark Keough, Senior Vice President, mark.keough@okinprocess.com _____________________________________________ _____________________________________________ _____________________________________________ _____________________________________________ _____________________________________________
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1

The Process of Recruitment and Hiring A New Employee

Student's Name
Institution Affiliation
course
Date

2

EXECUTIVE SUMMARY
Planning and strategy development remain to be some of the most critical work-related
processes within the OKIN Process. Recruitment planning involves translating possible job
vacancies and information about those jobs into goals and objectives, specifying the type of
applicants required and the number of applicants who should be reached. Concerning strategy
development, the involved individuals have to consider whether the organization should make or
purchase workers. Planning and strategy development takes place, planning and strategy
development takes place in the department of Human Resource Management. To properly deal
with this planning and strategic development process, an individual must know its business
operations and procedures. Also, an individual must demonstrate strategic thinking capabilities
and be a good problem solver. Other skills required to undertake this process successfully include
leadership and effective communication skills. In the strategy development process, the company's
HR department considers the types of recruits the company requires. This process may take up to
30 days. Searching and screening are among the most important responsibilities of the company's
Human Resource department. To effectively and successfully deal with the process of searching
and screening, those involved must demonstrate effective and excellent communication and
analytical skills, given that they tend to use data and analytics during recruitment. Once the
planning and strategy development has been completed, the search and screening commence in
this department. Screening and searching can take up to five business days, while valuation and
control are the final stages of recruiting new employees within this company. This stage entails a
host of activities. For instance, in this stage, the company's Human Resource Department assesses
the validity and efficacy of the processes and techniques employed. The process of hiring and
recruiting new employees constantly involves and expensive. As a result, the outcome of the entire

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process must be well examined. To improve efficiency and cycle time, the company's Human
Resource Management department and the company should consider adopting smart candidate
selection. It should also hire for attitude and train for skills.
Analyses of Work Processes
Work Process 1: Planning and Strategy Development
Planning and strategy development remain to be some of the most critical work-related
processes within the OKIN Process. Recruitment planning involves translating possible job
vacancies and information about those jobs into goals and objectives, specifying the type of
applicants required and the number of applicants who should be reached. Concerning strategy
development, the involved individuals have to consider whether the organization should make or
purchase workers. As a recruitment process, strategy development also entails technological and
selection devices that the organization will employ to hire and recruit new employees. The
involved individuals must also consider the sequencing of activities in the entire process.
Planning and strategy development often provide this company with a record of its values,
vision, and mission. Planning and strategy development play a critical role in the OKIN process's
growth and success because it informs the company of the kinds of employees it requires to
achieve its goals and objectives. There is no doubt that this particular work process is beneficial
to all individuals involved. The entire organization gets to understand its goals and objectives
and how it plans to achieve them through it.
Department or Office Where this Work Process Takes Place
Planning and strategic development is the HR management's road map to take OKIN
Process from its current position to where it needs to be. Through planning and strategy
development, the company can determine its objectives, techniques to pursue those objectives,

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the challenges it is likely to encounter when hiring new employees, and the resources required to
realize the objectives. Concerning the department where this work process takes place, planning
and strategy development occur in the department of Human Resource Management.
Description of the Work Process Elements

1.

Required Inputs

Planning and strategic development is increasingly becoming an integral aspect of this
particular company. The problem, however, is that not every employee within a company can be
a good strategic planner. Given that this company's needs are changing at an alarming rate, the
success of this work process relies mainly on the skills of those involved in performing it. In this
respect, successful planning and strategy development within this company rely mainly on the
strategic planner's skills and capabilities. To properly deal with this planning and strategic
development process, an individual must know its business operations and procedures. Also, an
individual must demonstrate strategic thinking capabilities and be a good problem solver. Other
skills required to undertake this process successfully include leadership and practical
communication skills. What is more, to successfully deal with planning and strategic development,
an individual must be able to assess and evaluate the company's business plan. In this respect, an
individual must be skilled in, but not limited to, feasibility analysis and market analysis.
Description of Work Performed and Average Cycle Time Required
One of the company's HR department's most important roles is to develop OKIN Process
strategic plan. To develop the company's strategic plan during the recruitment process, the HR
department determines the company's number and types of employees. The compelling
justification for this argument is that identifying and demonstrating an improved understanding of

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the kinds of employees required and their number helps attract the most competent, talented, and
qualified employees. The company's HR department also calculates the yield ratios. During this
process, the company's HR department will understand the percentage of applicants passes from
one step of the recruitment process to the other.
In the strategy development process, the company's HR department considers the types of
recruits the company requires. At this point, more attention is paid to selection devices and the
technological complexity of the hiring and recruitment process. Also, they pay attention to the
sources of recruitment, how the labor markets consisting of potential candidates are geographically
distributed, and arrangements of the activities in the process of hiring and recruiting new
employees. This process may take up to 30 days.
Required Outputs
The Output of the above process is a completed and approved strategic plan. In particular,
the plan is consistent with the mission and vision of the OKIN Process. Most importantly, the plan
understands the culture of the company and plays to its strengths.
Desired Outcomes
To be approved by the board, the strategic plan must not have a low probability of success.
The consensus view for this argument is that strategic plans with a low probability of success are
believed to be risky for the entire company. Again, the developed strategic plan must face the
brutal facts of reality to be approved. What is more, the developed plan must contain the right
objectives and the right strategies to achieve those strategies.
Where the Output Goes Next
Once this process is complete, the Output goes back to Human Resource Management
department for searching and screening purposes.

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Work Process 2: Searching and Screening
Department where the Process Takes Place
This process usually takes place at the Human Resource department. Searching and
screening are among the most critical responsibilities of the company's Human Resource
department.
Required Inputs
To effectively and successfully deal with this process, those involved must demonstrate
effective and excellent communication skills. Communication is vital because human resources
professionals are a link between the workers and the company itself. Apart from communication
skills, a human resource professional must have excellent analytical skills, given that they tend to
use data and analytics during recruitment. What is more, a human resource planner must be a
strategic thinker. Other skills that one must demonstrate to deal with the above process include
digital literacy, people management, and business acumen.
Description of Work Performed and Average Cycle Time Required
Once the planning and strategy development has been completed, the search and screening
commence in this department. According to Doverspike, Flores, & VanderLeest (2019), searching
entails two different steps. These steps include source activation and selling. Usually, the
activation of sources is done using the issuance of a worker acquisition. The success of this step
often depends on how an organization has planned.
Once the company has received the applications, they are screened by the organization.
After that, successful applicants are invited for an interview. The second step is selling. This step
involves communication. Under this step, the company's HR department does everything possible
to attract the right candidates. Conversely, the step requires the department not to oversell the

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company's virtues. While selling the company, attention is paid to both the media and message. In
regard to screening, Doverspike, Flores, & VanderLeest (2019) report that screening remains one
of the most critical steps of the entire process. This process starts following the shortlisting of the
applications. The compelling justification for this process is to help eliminate the applicants who
do not qualify for the job. During this process, individuals involved must demonstrate care to avoid
losing good and competent employees. The process of searching and screening can take up to five
working days.
Required outputs
The required Output of the searching and screening process is a complete application
process. Once the company's HR department has received the candidates' applications or resumes,
those responsible expect the application process to be completed. This process is completed once
the applications are screened, and the successful applications are called for an interview.
Desired Outcomes
There are a number of specifications that the Output of the above process must meet. One
specification that it must meet is that it must successfully eliminate all the unqualified employees.
Also, it must ensure women and individuals from ethnic minorities receive adequate and fair
consideration and not be eliminated without enough evidence. Another desired outcome is that the
applications' qualifications are judged based on their interests, skills, knowledge, and capabilities.
What is more, the searching and selection process must not be loosely tied. In this respect, the
process must be well planned in order to avoid letting down the organization. Research has shown
that job applicants tend to view an unstructured searching and screening process as an obvious letdown to the company (Protsch, 2017). The Output of this process must also have a role-specific

8

selection system. The consensus view for this argument is that the lack of a role-specific selection
system is a recipe for unsuccessful and ineffective screening processes.
Most importantly, the Output is expected not to overlook the experiences of the candidates.
In this respect, the Output of this process must focus on the experience of each candidate. By
focusing on the candidate's experiences, OKIN Process can experience that the candidates have
during the searching and screening process. One method that the company's HR department uses
to screen the applicants is the interview.
Where the Output Goes Next
Once the searching and selection process is successfully completed, the Output goes back
to the company's Human Resource Management department to schedule the interview process.
When scheduling the actual interview, this department focuses on effective, convenient scheduling
by eliminating the effort and time of going back and forth to organize the interview dates.
Work Process 3: Evaluation and Control
Department or Office where Work Process Takes Place
This work process also takes place in the department of Human Resource Management.
Evaluation and control is the final step in recruiting and hiring new employees that the Department
of Human Resource Management engages in. The Human Resource Department engages in this
process to ensure the entire process's success in light of the stated costs and goals.
Description of the Work Process Elements
Required Inputs
Evaluation and control are among the most common and important tasks undertaken by the
Human Resource Department within this organization. The problem, however, is that not every
individual can effectively and successfully handle this process. To deal with the evaluation and

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control process, an individual must demonstrate certain skills and capabili...


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