Selection and Induction Essay Example for Free

Selection and Induction EssayInadequate recruitment flowerpot lead to labour shortages, or problems in c be decision making. Recruitment is however not just a simple alternative subroutine but to a fault requires perplexity decision making and ample planning to employ the most fitted representforce. Competition among business ecesiss for recruiting the outgo potential has increased focus on innovation, and management decision making and the selectors rate to recruit only the best candidates who would suit the corporate culture, ethics and climate specific to the organisation.The process of recruitment does not however end with application and selection of the right people but involves maintaining and retaining the employees chosen. (State Government of Victoria State Services Authority, 2008) The housekeeping surgical incision is the most central incision in hospitality world. housekeeping is responsible for cleaning the hotels guestrooms and public areas. This dep artment has the largest amount staff, and its operations are the most influential from both external and internal factors. Thus they turn over an ever chancing requirement for staff. RECRUITMENTFrench and Rees (2010) Defines recruitment as, a process to discover the sources of man power to meet the requirements of the staffing schedule and to employ stiff measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient workforce. Edwin B. Flippo defined recruitment as the process of searching for prospective employees and stimulating them to wear for clienteles in the organization. In simple words recruitment can be defined as a linking function-joining together those with seams to fill and those seeking jobs.The normal purpose of recruitment is to provide a pool of potentially qualified job candidates. For a more detailed specification (see bond paper 1) The process 1. A need is created through any number of factors within an esta blishment. From the change in seasonal occupancy, personal factors of staff or double-deckerial requirements. As in the racing shell of the ABS Hotel, a member of the housekeeping department has been granted a transfer due to personal issues. Now a position has been created that needs to be filled.The HOD of the department volition now access the vacancy and if need be, he lead file a request for the recruitment of a untested staff member. (See Attachment 2) 2. The request will be filled and accessed by the Hotels Human resources director, and he will then have a meeting with the HOD from the Housekeeping department to discuss the need for a new staff member. If the HR coach finds the request valid he will then go about discussing the positions measured standard with the HOD. This will result in the Job analysis of the required room attendant by which applicants will be measured. See Attachment 3) 3. The HR manager moldiness then halt to the Hotels Chief Financial Officer i f there are funds available for both the recruitment process and the yearbook salary of the new staff member. As is the case with the current position at the ABC Hotel, the annual salary can be paid as it would have been paid to the previous room attendant. 4. Once the CFO has validated the financial aspect of the request, the HR manager and the HOD of the housekeeping department must keep to the General theater director for his approval of the recruitment. . If the GM denies their request, the process will stop. If the GM accepts the request the HODs part of recruitment has been completed, and the HR manager first gears the formal process of recruitment. 6. The HR manager does research into the Labour market, Economy and the Expansion of the company. The Labour markets geographical and demographical information will assist the HR manager in calculating the environment were the best suitable candidates can be found and through use of which measure can they best be reached.The c anvass of the economical present and future will assist the manager in accessing if it would be affordable to hire the new employee and what the market rate for the positions salary is. The offshoot of the company has the biggest impact on the recruitment process, for if the company has to decline or plans to float through the following year then the appointment of a new staff member will result in a profit expenditure, which renders the recruitment process a loss. As is the current state of the ABC Hotel the trio factors are all positive and thus the HR manager will continue with the recruitment process. . The HR manager must utilise the company resources to settle down whether to advertise the vacancy internally, externally and by which technique to best reach the required labour market. For an explanation of internal-, and external advertising, (see Attachment 1) 8. The HR manager must now utilise the information gathered from the previous two shades to thoroughly plan the advertisement. All relevant information regarding the position needs to be within the method of advertising and must create a positive image for the organisation. (see Attachment 4) 9.If the HR Manager has done his job correctly, persons will collapse for the position. SELECTION The size of the labour market, the image of the company, the place of posting, the nature of job, the compensation package and a host of other factors influence the manner of aspirants are apt(predicate) to respond to the recruiting efforts of the company. Through the process of recruitment the company tries to locate prospective employees and encourages them to apply for vacancies at various levels. Recruiting, thus, provides a pool of applicants for selection. Selection is defined by French (2012, p. 76) as the process of picking individuals who have relevant qualifications to fill jobs in an organisation. The basic purpose is to choose the individual who can most successfully perform the job from the p ool of qualified candidates. The purpose of selection is to pick up the most suitable candidate who would meet the requirements of the job in an organisation best, to find out which job applicant will be successful, if hired. To meet this goal, the company obtains and assesses information about the applicants in terms of age, qualifications, skills, experience, etc. the needs of the job are matched with the profile of candidates.The most suitable person is then picked up after eliminating the unsuitable applicants through successive stages of selection process. How hale an employee is matched to a job is very important because it is directly affects the amount and quality of employees work. Any mismatch in this regard can cost an organisation a big deal of money, time and trouble, especially, in terms of training and operating costs. In course of time, the employee may find the job distasteful and leave in frustration. He may even circulate negative information about the company, causing incalculable harm to the company in the long run.Effective election, therefore, demands constant observe of the fit between people the job. (French and Rees, 2012, p. 176) The Process 1. The Curriculum Vitae of applicants are received. 2. The applications will now be scrutinised according to the measurable standard. 3. A database is created wherein all the information of applicants are entered and stored. This database is a very essential and useful tool. It has all the information applicants included on their CVs, this information can be used as a record of how applicants were chosen or declined.It holds the record to prove that the selection process was neither biased nor discriminative and has complied with both the Labour Relations and the Employment truth Acts. It is also a useful reference base which can be used for future manpower forecasting or a base of doable employees for future positions. Thus saving on recruitment costs. 4. The applications are now sorted by the HR manager into three piles. Successful-, For refreshen- and Unsuccessful applicants. 5. The no-win applicants must be sent a letter of their unsuccessful attempt.The letter will contain the reason the establishment declined their application and will wish them well for future applications. 6. From the Successful applicants a short list will now be drawn up, by both the HR Manager and the Housekeeping HOD, to instal the best possible candidates for the position. This can sometimes be a difficult and time consuming process. To ease the process follow these guidelines. (see Attachment 5) 7. Once the best possible candidates have been chosen from the shortlist, they will be telephonically contacted and informed that they are a possible candidate for the position.During the phone call a short pre-interview will be conducted to confirm the critical information with the candidate and to inform them of their formal interview. 8. Application forms are sent via email or post to the c andidates for them to formally apply for the position. These need to be sent back to the establishment as they will be used to gather information on candidates to better structure the interviews. 9. victimisation the candidates I. D. numbers a background check will be done on applicants for criminal record or blacklisting. According to JHON BOTHA, director of the Production perplexity Institute, this has become a necessary step due to the Labour laws in South Africa. Business solar day October 11th, 2012. see Attachment 6 10. The HR manager and HOD of the Housekeeping department must setup the formal interview structure and question the candidates. 11. After the interview the candidates will write a short expertness test to see if their norms, values and attitudes align with the establishments. 12. The HR manager and The HOD will now decide on the best candidate for the position.If none of the candidates are suitable for the position, they may refer back to the candidates which didnt make the short list or the applicants for review and repeat steps 8-11. If no candidate or applicant meets the requirements, then the recruitment and selection process must be reviewed and restarted. 13. If a candidate has been chosen for the position, they will be informed of their success telephonically and given win instructions regarding their first day of employment and induction. If the chosen candidate declines the offer then the HR manager must choose another and repeat step 12 and 13. 4. The unsuccessful candidates will receive a phone call informing them of their unsuccessful attempt but will assure them that they will be considered for future positions. INDUCTION Induction can be defined as the first step towards gaining an employees commitment, it is aimed at introducing the job and organization to the recruit and him or her to the organization. It involves taste and training of the employee in the organizational culture, and showing how he or she is interconnec ted to (and interdependent on) everyone else in the organization.See also orientation. (Target Selection 1986) The Induction process has several(prenominal) important objectives (Grobler et al. 2002) Acquainting new employees with job procedures. Establishing relationships with co-workers. Creating a sense of belonging among employees. Acquainting new employees with the goals of the organisation. Indicating to the employees the preferred means by which these goals should be achieved. Identifying the basic responsibilities of the job. Indicating the required behaviour patterns for effective job performance. (Grobler et al. 2002)The Process Day 1 Introduction to the establishment and work area somebody Responsible HR Manager Mission, Vision, Objectives of work area How the work area fits in to the wider establishment All describe operational and social areas to be visited. Introduction to other members of staff Person Responsible HR Manager Go through organisation chart Discuss ro les and responsibilities of staff in general terms. May also want to extend time to allow visits to key contacts out with work area. Introduction to the other groups within the Work area Person Responsible Line Manager Purpose/Activities of the other teams/work areas How the team fits in to the work area How the work area fits into the University Day 2 Terms and Conditions Person Responsible Line Manager Ensure new start has viewed and understood information contained in the Information for New Employees this contains important information on terms and conditions. Performance Standards Person Responsible Line Manager limn specifics of job role (job description) Define goals, objectives, and expectations Review probation and performance and study review/ ADR/ appraisal process.Culture of the Work area Person Responsible Line Manager/Nominee Make new start aware of local arrangements regarding hours of work, holiday requests, sickness procedure, after hours workings, dress code, lunch arrangements, etc. Other University procedures e. g. internet and electronic mail usage, transportation and parking, etc. Office Systems Person Responsible Line Manager/Nominee Review processes for using office equipment such as computer, telephone, voicemail, fax, printer, photocopier, etc. Review processes for using other university equipment/systems such as libraries, laboratories, open access computers, etc. Review computer security, and software usage. Consider environmental efficiencies (waste, recycling, energy) Health and Safety Person Responsible Health Safety Co-ordinator/ Line Manager Physical fire exits, fire alarms, fire evacuation procedure, fire-training arrangements, manual handling, first-aid arrangements, VDU usage, and other arrangements as required. Day 3 and 4 Job Specific Training and Development -Person Responsible Line Manager/Nominee Role specific development needs should be reviewed and a suitable programme of training should be planned that aligns the individuals skills to their core duties. Staff with line management responsibilities should be clear as to their duties and attend any relevant training. Outline the use of annual performance and development reviews/ ADR as one method for determining on-going role specific development needs. Introduce University wide training and development opportunities available to staff. Review use of personal development planning tools (i. e. PDP) Week 1 4 The new employee should be partnered with a buddy / mentor and work with and alongside them to learn the operations, ins-and-outs and daily routines of the position. Week 5 6The new employee should now be able to function independently, but will still require supervision. Week 7 Monitoring and Evaluation Person Responsible Line Manager It is important that the Induction programme is monitored and reviewed. Throughout the period regular review meetings should be held and any adjustments made. The new employee should be inf ormally interviewed to access his progress and experience of the working environment. Week 8 12 Probation -Person Responsible Line Manager For new staff the Probation Policy will apply, at the end of three months the new employee will now be a permanent employee.This will have vouchd continued efficiency and productivity. CONCLUSION At the end of what could be a short or long process the ABC Hotel will now have the new room attendant which would have fit in perfectly into the organisation to ensure continued productivity and efficiency. If each of the steps of all three processes of Recruitment, Selection and Induction have been followed and done according to the Hotels policies and procedures and the standards set by management then the present and future manpower planning will be a success.An awareness of issues and concepts within this area is an important tool for all those knotty with leading, managing and developing people even if they are not human resource managers per s e. A recognition of the importance of this aspect of people management is not new, and success in this field has often been linked with the avoidance of critical failure factors including undesirable levels of staff turnover and claims of discrimination from unsuccessful job applicants.It has been argued here that it is also possible to identify aspects of recruitment and selection which link with critical success factors in the 21st century context, differentiating organisational performance and going some way to delivering employees who can act as thinking performers. It is proposed, for example, that a competencies approach focusing on abilities needed to perform a job well may be pet to the use of a more traditional matching of job and person. (French 2010)