3. Be able to contribute to the recruitment and selection interviewing process for a job role. 4. Understand the importance of effective induction. Activities Present a portfolio of your work place evidence demonstrating your talent planning, recruitment and selection activity.
Case Objectives Recruiting is the first stage in which organizational plans for staffing come into contact with the labor market for employees. Before making any new recruiting effort, an organization needs to carefully consider the methods available and balance out the costs of each method with the organization’s needs. The recruiting case provides an opportunity to see how staffing managers develop plans for recruiting efforts. You will develop a recruiting strategy and a recruiting guide for the store associate job. The case also demonstrates how you can use organizational data to determine what the best methods for recruiting are.
Strategic Staffing Decisions Recommendations Staffing Levels • Acquire or Develop Talent In deciding to acquire talent or to develop talent, Tanglewood should focus on developing talent in order to achieve the “centralization” the company is looking for. By focusing on developing talent, Tanglewood would be able to create a core workforce with the ability to learn KSAOs (KSAOs are the knowledge, skill, ability, and other characteristics that are needed to perform the job effectively) from entry level jobs all the way up to management jobs. The newly developed employees would be able maintain the current values and culture that Tanglewood is focusing on maintaining for now and in the future as they continue to grow. Tanglewood has previously focused on the acquisition of their employees. Even though many of the employees are able to start employment with little training, this has led to the differences in human resource practices among regional managers which counter Tanglewood’s original philosophy.
According to Blanchard and Thacker (2007), this is necessary to show how important learning is for the success of the company as a whole. (p.91) 5. Learning styles and personalities must also be considered to design effective training. Because we are dealing with people, the training should be design to match people’s feelings as well as KSAs. 6.
Recruitment and selection are two sides of the same coin. , Applicant recruitment and employee selection form a major part of an organization's overall resourcing strategies, which identify and secure people needed for the organization to survive and succeed in the short- to medium-term. Recruitment activities need to be responsive to the increasingly competitive market to secure suitably qualified and capable recruits at all levels. To be effective, these initiatives need to include how and when to source the best recruits, internally or externally. Common to the success of either are: well-defined organizational structures with sound job design, robust task and person specification and versatile selection processes, reward, employment relations and human resource policies, underpinned by a commitment for strong employer branding and employee engagement and on-boarding strategies.
After reviewing the Tanglewood case, we have come up with some suggestions pertaining to staffing quantity as well as quality. Our suggestions are as follows: Acquire or Develop Talent Tanglewood has a very unique strategy encouraging all of its employees to be self-sufficient and voice their opinions when they have ideas for improving the company. We believe developing talent from within will go hand-in-hand with this strategy. By training existing employees to be managers, Tanglewood will be able to teach them a style of management that they feel is in line with the its mission and vision. The company’s investment into the employee will also act as a motivator for the employee.
P2. DESCRIBE THE MAIN EMPLOYABILITY, PERSONAL AND COMMUNICATION SKILLS REQUIRED WHEN APPLYING FOR A SPECIFIC JOB ROLE. JENNIFER SMITH 20353378 EMPLOYABILITY SKILLS | PERSONAL SKILLS | COMMUNICATION SKILLS | Employability skills is the different kind of skills that someone poses that makes him or her to be able to person different kinds of jobs well. These skills are what makes a person attracted to an employer. For employers, selecting the right candidates means identifying people with the right skills and quality that can help in the organisations success.
In this report I am going to show the importance of employability and personal skills required for a sales clerk of KTV/LCD/HiFi products at the mediamarkt. It is important for mediamarkt to know about an employee’s abilities when they are recruiting. In the table below I have justified my answers: Employability skills | How does this relate to the job description? | How will this help the person and the business be successful? | Rate on a scale of 1-6 how important the skill is (1=very important) | Justify your rating | Suitable qualification | It is important to attain the skills and requirements like diploma, being hard working and being patient with customers.
Here I will explain the importance of employability and personal skills when recruiting new staff and attempting to retain existing staff in my selected organisation which is ‘Benefit Cosmetics’. It’s important that the organisation consider the personal skills and the employability of new staff as human resources and the company’s performance is a very important aspect in the running of the business and the overall results. It is also important that existing staff get the correct training to develop new skills needed for specific job roles or tasks, e.g. staff working behind the performing beauty counters will need to be kept up to date on new product information and how to apply the products. Employability skills: Employability skills are skills that are required for a specific job role or a task.
chapter 9 Recruitment and Selection Ray F ren c h a n d Sa lly R u m b le s LEA RN ING OU TC OMES After reading this chapter, you should be able to: ● ● ● ● ● comprehend the potential importance of recruitment and selection in successful people management and leadership identify aspects of recruitment and selection which are needed to avoid critical failure factors understand recruitment and selection policies and procedures which are said to be asociated with high performance, commitment and successful organisational outcomes evaluate selection methods according to criteria of professionalism including reliability, validity and fairness appreciate the links between recruitment and selection and other activites which integrate workers within an organisation and ensure their longer-term successful working. ov e r vie w In this chapter we examine the important role of recruitment and selection within the process of leading, managing and developing people. Recruitment and selection is pivotal in this regard in certain important respects. At the most basic level our focus in this book is on people management within the employment relationship. Those charged with recruiting people to posts in work organisations take a crucial ‘gatekeeper’ role; only those people selected for employment can be led, managed and developed.