Introduction  

Recruitment and selection are the two processes of employee selection in any organization (Ekwoaba, Ikeije and Ufoma 2015). The following report outlines a brief discussion on the case study of GSE. Global Star Enterprises or GSE has hired a new HR Generalist for recruitment and selection of their staffs in the New South Wales administration department.

Discussion

1. Overview of Recruitment Needs and Strategies of GSE in the next 6 to 12 months

The current recruitment and selection policy of Global Star Enterprises is extremely effective as they comply with the regulatory and legislatives needs and thus this policy is referred to as one of the best (Sinha and Thaly 2013). It even covers several activities like methods of recruitment and selection, feedback to their candidates, outsourcing, notifying selection outcomes, remuneration offers, and even outsourcing. GSE wants to recruit those people, who could best meet the needs for their vacant positions. The strategies of GSE involve product expansion strategy and many others for the betterment of their organization.

For the next 6 to 12 months, GSE requires more suitable candidates in their organization to ensure that they never face any kind of shortage of talent and new ideas (Gamage 2014). These new ideas would be important for the better and development of GSE. Three types of recruitment needs are required in GSE, which are planned needs, anticipated needs, and unexpected needs.

i) Planned Needs: The planned needs arise from any type of change in organizational management and retirement policy of employees.

ii) Anticipated Needs: The anticipated needs, on the other hand, arise from new changes in internal and external environments of the organization (Zaharie and Osoian 2013).

iii) Unexpected Needs: The unexpected needs arise from resignation, deaths, illness, and accidents of existing employees.

Regarding the organizational strategies in the next 6 to 12 months, GSE has focused on their various expansion strategies and human resource department. They do not require any change in their strategic plan as they have already made a 3 years plan. In the first year, they have produced a new range of awnings at their existing manufacturing facilities in Perth and Sydney and distribution and sales limited to NSW and WA. In the second year, they have increased their production and sales have expanded to entire Australia and New Zealand and in the third year, they have expanded their sales into South East Asia and production facility established in SE Asia. In the next 12 months, they do not have to consider the SE Asian market expansion (See Appendix A).

2. Outline of the Current Recruitment and Selection Policy and Procedure and Strategies of GSE

The existing recruitment and selection policy and strategies of GSE have provided various significant advantages or benefits to their organizational management (See Appendix B).

2.1 For Positive Areas of Performance

The outline of their current recruitment and selection policy and strategies of Global Star Enterprises is extremely vital as it provides various advantages to the organization (Sinha and Thaly 2013). They should focus on few areas of performance, which are time management, better customer services, proper cooperation with organizational members, conflict resolution, interpersonal communications, listening, learning new skills, setting of goals, acceptance of feedback and constructive criticism, focus and engagement, proper organization and written communication (Dipboye 2017). They are even considering the feedbacks of their employees so that new ideas and ideologies are being implemented in the company.

2.2 For Two Performance Gaps

Although, the recruitment and selection policy and strategies of GSE are quite effective and efficient for the overall growth and development, there are two distinctive performance gaps that are needed to be analysed or evaluated for making their business processes error-free. GSE should consider two performance gaps of lack of authority and conflicting priorities (Aravamudhan and Krishnaveni 2015). Due to lack of authority, often it becomes difficult for them to manage the staffs and employees. Regarding conflicting priorities, the business change requirement is often not clear for the organizational management.  

3. Overview of Consultation for Identifying Recruitment Needs and Current Performance of the Framework of Recruitment and Selection

The proper identification of recruitment needs and current performance of the recruitment and selection framework is quite important to ensure that the organization is following each and every requirement efficiently. For the recruitment, at first, it is required to approve the recruitment process (Nikolaou 2014). When the organizational management identifies a need of additional staffs in the company, organizational manager should forward it to Human Resources Department. An appropriate salary of all the company positions is required to be established simultaneously. They even have focused on their unique methods of advertising.

The various Australian laws like the Fair Work Act 2009, Human Rights and Equal Opportunity Commission 1986, Disability Discrimination Act 1992 and many more are to be followed during recruitment of candidates. They even enable outsourcing in their company after identification of the major requirements of such a policy in their organization. GSE also checks for authenticated references and thus they focus on the unique selection process by conducting various type of testing (Bryson, James and Keep 2013). Three policies of Employee Induction Policy, Employee Induction Checklist, and Employee Probation Policy are also considered in the current recruitment and selection policy of GSE.

5. Monitoring and Feedback Procedures for Ensuring Hiring Teams

Recruitment is the process of identification of potential candidates for applying for jobs in an organization (Stariņeca 2015). Recruitment is termed as a positive process that allows the maximum number of candidates to apply for a job. After recruitment, the next process is selection amongst those shortlisted candidates. Selection, on the other hand, is the procedure to choose the most appropriate and suitable candidates for vacant positions. Selection, unlike recruitment, is termed as a negative process with its elimination or rejection of several candidates since it helps in identifying the most suitable candidate for the position (Abraham et al. 2015). The core purpose of selection is selecting the maximum number of suitable candidates, who could fulfil the requirements of the jobs within an organization. For the purpose of fulfilling the objectives of an organization, it is vital to assess the various qualities of every candidate like their qualifications, experiences, skills and many more. Within this process, the most suitable applicant is being selected after candidate removal, who are not correct for the job.

The monitoring and feedback process during hiring of teams is as follows:

5.1 Advising Applicants of Outcomes

This could be done by simply done by helping the applicants and providing them advice about their performance outcomes (Gupta and Jain 2014). It is highly mandatory for the company to check the outcomes so that they easily identify the gaps.

5.2 Use of Advertisement Methods

Various advertisement methods could be utilized to monitor the performance of candidates. The advertisements on social media are more effective in this case as results could be assessed.

5.3 Use of Position Descriptors and Specifications

The monitoring and feedback process of employees is possible by the proper utilization of position descriptors and specifications. This type of specification is important for the core purpose of making a clear review of the roles and responsibilities of employees (Johnson, Wilding and Robson 2014).

5.4 Dispatching Job Offers with 48 hours

The job offers should be dispatched within 48 hours of appointment for ensuring that the employees that are being hired by the company do not have to wait longer.

Conclusion   

Therefore, from the above discussion, it is concluded that GSE has hired their new HR Generalist for recruiting efficient staffs in their organization. They have decided to re check their existing recruitment and selection policy for this purpose and revise them accordingly. The above provided report has highlighted all the gaps in their existing policy and has provided suitable recommendations to overcome such issues. Moreover, GSE has also considered the existing strategies so that they able to know about the business change requirements.

Recommendations for Improvements to the Recruitment and Selection Policy

These are drawn from your conclusions. Your recommendations outline the specific actions that are required. When detailing your recommendations you may also need to consider who will action them; how they will be measured; and the timeframe for the recommendations. The priority that you place on each recommendation may also be required.

1. Recommendation for Improvements for Actions to the Revised Policies and Procedures

Boosting of candidate sourcing is yet another recommendation for GSE. This could be done by sourcing on social media or by attending events. Another suggested action for this type of improvement is by building talent pipelines within their company.

This recommendation is for next 2 months.

2. Recommendation for Improvements to the Recruitment and Selection Policy with Roles and Responsibilities

The roles and responsibilities of each and every employee or staff should be mentioned in the recruitment and selection policy clearly. This particular recommendation would eventually improve their current recruitment and selection policy and the employees would get a clear idea of their roles and duties in the workplace.

GSE should use this recommendation within next 6 months.

3. Recommendation for Improvements to the Recruitment and Selection Policy for Communication and Training for Hiring Staffs

This is yet another vital factor that is required to be considered by this organization of Global Star Enterprises. It is highly recommended for the company to improve their communication and training processes so that it becomes easy for them to hire more staffs.

GSE should use this recommendation within next 3 months.

4. Recommendation for Improvements to the Recruitment and Selection Policy for Timelines

The final recommendation for the recruitment and selection policy for timelines would be that they should focus on the timelines as time is one of the major constraints in their organization. For example, if any letter is issued for an employee, it should reach that employee within 12 hours or sooner.

GSE should use this recommendation within next 6 months.

References   

Abraham, M., Kaliannan, M., Mohan, A.V. and Thomas, S., 2015. A Review of Smes Recruitment and Selection Dilemma: Finding a’Fit’. The Journal of Developing Areas, 49(5), pp.335-342.

Aravamudhan, N.R. and Krishnaveni, R., 2015. Recruitment and selection building scale: content validity evidence. SCMS Journal of Indian Management, 12(3), p.58.

Bryson, J., James, S. and Keep, E., 2013. Recruitment and selection. Managing human resources. Human Resource Management in transition, pp.125-149.

Dipboye, R.L., 2017. The selection/recruitment interview: Core processes and contexts. The Blackwell handbook of personnel selection, pp.119-142.

Ekwoaba, J.O., Ikeije, U.U. and Ufoma, N., 2015. The Impact of Recruitment and Selection Criteria on Organizational Performance.

Gamage, A.S., 2014. Recruitment and selection practices in manufacturing SMEs in Japan: An analysis of the link with business performance. Ruhuna Journal of Management and Finance, 1(1), pp.37-52.

Gupta, R. and Jain, T., 2014. Role of recruitment and selection policies in central co-operative banks. Abhinav-International Monthly Refereed Journal of Research In Management & Technology, 3, pp.74-79.

Johnson, G., Wilding, P. and Robson, A., 2014. Can outsourcing recruitment deliver satisfaction? A hiring manager perspective. Personnel review, 43(2), pp.303-326.

Nikolaou, I., 2014. Social networking web sites in job search and employee recruitment. International Journal of Selection and Assessment, 22(2), pp.179-189.

Sinha, V. and Thaly, P., 2013. A review on changing trend of recruitment practice to enhance the quality of hiring in global organizations. Management: journal of contemporary management issues, 18(2), pp.141-156.

Stariņeca, O., 2015. Employer brand role in HR recruitment and selection. Economics and Business, 27(1), pp.58-63.

Zaharie, M. and Osoian, C., 2013. Job recruitment and selection practices in small and medium organisations. Studia Universitatis Babes-Bolyai, 58(2), p.86.

Appendices  

Appendix A

GSE Business Plan

Project overview

GSE is aiming to extend its reputation as Australia’s premiere manufacturer of quality doors and windows by expanding its range of products.

It is proposed that GSE commence manufacture, distribution and retail of fixed and retractable aluminium awnings. These can be efficiently manufactured by a significant utilisation of existing infrastructure and with modest additional capital investment.

This expansion would be in three phases:

• Year one: production of a new range of awnings at our existing manufacturing facilities in Sydney and Perth — distribution and sales limited to NSW and WA

• Year two: production increased and sales expanded to whole of Australia and NZ

• Year three: expand sales into South-East Asia; possible production facility established in SE Asia.

Appendix B

GSE Recruitment and Selection Policy

Recruitment

Approval for recruitment

When the requirement to replace or appoint additional staff is identified, the manager to whom the position reports (Department Manager) must complete a Personnel Request Form and forward it to the Human Resources Department. A job description must be written or reviewed by the Manager in conjunction with HR to ensure that it is accurate and current. The HR Department will establish an appropriate salary level for new and revised positions.

Commencement of recruitment activity

On receipt of the appropriately authorised Personnel Request Form, the HR Department will initiate recruitment activity to fill the vacant position. HR Department representatives will liaise with the Department Manager to determine the most appropriate sourcing of external applicants. Recruitment methods may include:

• advertising the vacant position in metropolitan or national newspapers
• radio advertising
• advertisements or ‘advertorial’ input in trade or professional publications
• internal advertising
• review of previously received applications (both solicited and unsolicited) held on GSE HR files.

Advertising

Advertisements should be placed in appropriate metropolitan newspapers with due regard for effectiveness of timing, placement and cost. The Department Manager must approve all advertising orders.

Advertisements for vacant positions should adhere to relevant legislative requirements including:

• Fair Work Act 2009
• Racial and Religious Tolerance Act 2002 (Vic)
• Disability Discrimination Act 1992 (Cwlth)
• Sex Discrimination Act 1984 (Cwlth)
• Human Rights and Equal Opportunity Commission 1986 (Cwlth)
• Equal Opportunity Act 1995 (Vic).

Outsourcing

In certain circumstances it may be advisable to consider outsourcing the recruitment of particular positions to an external recruitment agency. These circumstances may include:

• where the number of positions to be filled requires time and resources not available within GSE’s HR Department
• when a suitable candidate for a position cannot be found within a reasonable time using standard search methods
• for high-level positions, e.g. General Manager to CEO
• if the position(s) to be filled requires the recruiter to have a particular or specialist knowledge of the requirements of the vacant position not otherwise available within GSE, e.g. IT Design Specialist.
• if it can be demonstrated that an external agency may have access to quality candidates not otherwise available to GSE .
• if it can be demonstrated that outsourcing the recruitment for a position would be more efficient and cost effective, while still ensuring that process quality is maintained or improved.

GSE will only use external recruitment agencies that guarantee EEO compliance.

The HR Department will coordinate the use of all such agencies.

Processing applications

All applications will be forwarded to the HR Department.

A nominated HR Officer will be responsible for handling an approved vacancy and liaising with the Department Manager and applicants.

The nominated HR officer will provide persons inquiring about the position with:

• the position description
• terms and conditions of appointment
• procedures for application

Applicants will be asked to address the stated selection criteria

The HR Officer will assist the Department Manager by screening the applications and identifying a short list of suitable candidates for interview.

Unsuccessful applicants will not be notified until after the first round of interviews has been successfully completed. These applicants are to be notified briefly, in writing (refer to Letter of Rejection), without justification of the decision regarding their application.