Employee hiring and selection process

Employee hiring and selection process

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Table of contents

2. Introduction ………………………………………………………………………….4

• Abstract ………………………………………………………………………………3

3. Legal statues affecting selection and hiring process………………………………….4

3.1 state acts and Federal Laws………………………………………………………4

3.2. Labor unions Act………………………………………………………………..4

4. Positions and job description …………………………………………………………6

4.1 office general manager ………………………………………………………….7

4.2. Finance officer………………………………………………………………….8

4.3. Office human resource personnel……………………………………………….9

5. Selection and hiring process…………………………………………………………10

6. Employee Testing……………………………………………………………………11

6.1. Integrity and job knowledge testing …………………………………………..11

6.2. Strengths and weaknesses of the approach ……………………………………11

7. References ………………………………………………………………………….13

8. Appendix …………………………………………………………………………….14

8.1 Appendix A…………………………………………………………………….14

Abstract

The paper presents a detailed analysis the business expansion environment and requirements that remain as the fundamental aspect of the human resource departments to develop the employee-management relationship that remains focused on the objectives, missions, visions and operating core values that will ensure success in the business world. It is the obligation of the chief human resources officers (CHRO) to forge ahead at developing the workforce strategies that are harmonized as per the rules and regulation regarding human resource relations in the new state. The paper identifies the statutes affecting the selection and hiring process of the employees in the new state that will be intended to occupy the new office, identification of the key positions that needs to be filled with each position tied to a job description, roles and responsibilities of an employee, levels of education and number of years an employee has been in the service in a competitive and growing business environment to ascertain the employee experience. Additionally, the setting forth the strategies and the selection procedures that will ensure the right employees are hired and selected to occupy the office positions that will enhance the performance in the new state, the focus and adjustments remains to focus on the strengths and weaknesses of the selection process that will provide the zone for future improvement of the selection process as well as seeking to obtain the solutions to the problems faced in the development of the new office in the competitive environments and embracing and utilization of the integrity testing as well as the drug testing more especially the drugs facilitating violence that will interfere with the harmonious operation in the office.

Introduction

The human resource management department is entrusted with the responsibilities that have a sole objective of developing the structure and ability of the organization to meet the business needs in the operating environment by effective management of the origination’s valuable resource. Significantly, the human resource management is entrusted with the performance of the managerial functions, operation functions and advisory functions that will ensure that the new office employees are effective in the foreign country performance. As a chief human resource officer (CHRO), having the knowledge of the laws of the foreign state regarding the human resource management are essentially important in the whole process of development of the new office, interaction with the executive leadership from the states while developing the channels of communication to understand the expectation that should be met by the office and adherences to the employee relations in the foreign state are equally vital and fundamental for success of the development of the new office (Schmitt, 2012).

Legal statues affecting selection and hiring process

States acts and Federal Laws

Job applicants have legal rights even before the actual employment of the organization, according to the U.S Federal law, the employees are protected against discrimination in the hiring process based on the job applicant’s origin, race, color, gender, pregnancy, disability, religion or origin. Additionally, the Federal law protects the applicants against the social classes such as the sexual orientation and applicants financial capabilities. Civil right Act of 1964, Title VII, requires that job applicants are protected against discrimination based on the race, color, gender, national origin and religion, the pregnancy discrimination act of 1978, specifies that the pregnancy-related conditions are considered to be a subset of gender for the discrimination law purpose, the law prohibits special treatment or disregards for women with pregnancy or related conditions less or more favorable than other applicants for determining the availability to serve in the new office. Additionally, as the chief financial human resource officer , I will be compelled to consider the age discrimination in employment act of 1967 and the Americans with Disabilities Act of 1990 that covers the applicants and employees against the age and disabilities or any form of association, the Genetic information Non-discrimination Act of 2009 that covers the applicants based on the genetic information as well as gathering and disclosure of the genetic information in the context of the employment relationship or the selection and hiring process. According to the acts of immigration reform of 1986 and U.S Bankruptcy code section 525 that covers any employer against any national origin or citizenship and bankruptcy history or bankruptcy claim filing status. I will also consider the Civil Rights Act of 1866 that covers any employee that is hired to perform a particular work within the new offices such as training of the employees or workshop facilitations against the race and color discrimination that arise from various circumstances within the organization (Guerin & DelPo, 2013).

According to the Equality Act of 2010, it aims at providing more consistent and effective legal framework for the preventing discrimination, the laws harmonies the discrimination laws and strengthens the equality supportive laws such as the equality pay act of 1970, sex discrimination act of 1975, race relations act of 1976, employment equality regulation of 2003 that covers religion or beliefs, sexual orientation, and age as well as equality act regulation of 2007 and the equality act of 2006. According to the Fair Labor Standards Act of 1938, it spells the minimum wages that must be included in the recruitment process that the applicants must know during the hiring and placements process, it spells that the applicants interested in the same position must be entitled to the same quotation of the anticipated pays during the process of hiring without any form of manipulations and alterations. The compensations laws specify the minimum wages that must be offered to the labor required to perform the particular work in the new office (Commerce Clearing House & United States, 1966). Additionally, I will be compelled to understand and comprehend the state employee termination laws that spell out the employer’s obligation and cases in which the employees can be terminated at the process of the hiring process.

Labor unions act

As the chief human resource officer (CHRO), I will be compelled to comprehend and harmonize the foreign state’s labor act that will be operation after the recruitment of the employees and also spells out the procedure in which the efficiency of recruitment is enhanced. According to the Labor Unions Act of 2006, its spells the general principles of the freedom of association, rights of the applicant and the employees and the offense on contraventions of section four, registration to investigative violations within the American States. The labor unions act to provide the benefits that the employers must hold within the organizations, for instance, the California Unions of workers spells out the privileges that should be embraced by the potential employers that covered health care and safety, wages and employee development (Commerce Clearing House & United States, 1966).

Positions and job descriptions

The new offices must be built on specific key and fundamental positions that will foresee the development all the activities that are likely to be taken into the new competitive environment. The key positions that must be held are the administrative positions that include the general office manager, financial positions headed by the financial officer, head of marketing, human resource personnel, heading of the marketing and supportive staff in the new offices.

Office general manager

The general manager has the obligation to perform the administration planning in the new office that entails the provision of the leadership and visionary strategies that hold the missions and visions of the mother business, he will prepare and report the progress plans that are faced and focus on obtaining the future possible solutions while presenting the long term and the short term business plans, increase management’s effectiveness by recruiting, selecting, orienting the new employees, coaching, counseling as well as communicating values, strategies and objectives, assigning accountabilities, monitoring, planning and will be liable for all the operations of the new office. Additionally, the office manager will be liable to developing the strategic plan for the business in the new environments through the helped of the mother business while accomplishing the subsidiary objectives of the mother business plans, budgets, results and allocation of resources. The office manager will be responsible for the coordinating of the efforts, establishing procurements, marketing, field and technical services that unite all the staff members. Provide quality services in the new environment that will facilitate the business to ensure and position itself in the new markets and build the collaborative image with the customers, state government, community organizations and employees while enforcing the ethical business practices. Focus at providing professional efforts and technical knowledge to all the employees and contribute to the team efforts to accomplish the operational objectives (Grant, 1989).

General Manager’s Skills and Qualifications

The applicant that will consider for the general management positions have the ability to perform in the management positions, well conversant with staffing requirements of the organization, embrace high levels of management proficiency, ability to coordinate, coach employees and develop the standards, ability and potentialities in the financial planning and strategy, process improvements, ability to make decisions, strategic planning and quality management tactics. Have ten-year experience while serving as a manager or a general manager in a competitive environment or business and have attained the master degree in the management or business related fields as well as having a certification in public relations.

Finance Officer

The financial officer will responsible for the financial well-being of the organization by providing the financial projections, preparing growth plans, accounting services, and directing the staff. Accomplishing the finance human resource strategies by determining accountabilities, communicating and enforcing the values, policies, and procedures and implementing recruitment, selection, orientation, training, coaching and communication programs, planning, monitoring, appraising and reviewing the job contributions in the new job contributions in the new markets, reviewing and planning compensation strategies. Developing finance organization strategies by contributing financial and accounting information, analysis and recommendations to strategic thinking and direction and developing the functional objectives in line with the organization’s objectives, evaluates the financial trends, study the economic trends in the new markets and communicate the implication to the operation of the business in the new environments, forecasting on the financial capital strategies, facilities and staff requirements as well as identifying the monetary resources to develop the action plans that will be taken by the business in the new environment (Grant, 1989). Finance officer will be compelled to monitor the financial performance and initiate the corrective measure as well minimizing the excessive expenses within the new office to focus on the maximization of the invested fund profits and reporting to the mother business on the financial performance in the new state.

Skills and qualifications

Financial planning and strategic abilities, ability to manage profitability, strategic planning potentialities, visionary financial implementation, quality management skills, promotional process improvements skills, knowledge in forecasting and corporate finance, excellent verbal, analytical, organization and written skills, ability to develop budgets and dealing with complexity in the environment. The applicant must hold a master degree in finance, accounting or business, have met the certified public accountant certifications (CPA) and belonging to certified accountant body. The financial officer must also have a certificate of good conduct and hold a certificate in financial workshop participations. Additionally, the financial officer must hold a minimum of 8 and preferably ten years experience in the role.

Office human resource personnel

The human resource personnel officer is responsible for administering compensation, benefits and performance managerial systems as well as safety and developmental programs that will facilitate the operation of the new office in the new environment and state, maintain the work structures at the office, maintain the office staff and prepare the employee assignments (Cushway, 2008). Additionally, office human resource personnel will be responsible for identifying the staff needs and vacancies to select the appropriate applicant that will be productive in the environment after the environmental evaluation, allocating the human resource as well as providing current and prospective employees with information policies, job duties and working conditions while focusing on the employees development within the office and advise the office general manager on the policy matters such as equal employment opportunity and sexual harassment to recommend needed adjustments.

Skills and qualifications

The human resource personnel must embrace and have the ability to perform the human resource management functions, develop beneficial official, performance oriented, holding good communication processes, able to develop office compensation and wage structure depending on the work required to be completed, diversity supportive abilities and skills, conversant with the labor law and employment laws, classification skills, hold master degree is human resource management or procurement and holds an experience of a minimum of 8 years in the prospective position and a competing environment.

Selection and hiring process

The selection and hiring process consist of services of activities that I will be compelled to systematically complete, I will make the decisions whether recruitment is necessary, prepare the job descriptions and profile that will act as the measurement scale from which the applications are viewed as competency and qualifications assessed, describing the responsibilities, attitudes, experience, skills required, knowledge levels that are necessary and personal qualities, plans and make the arrangements to advertise (Cushway, 2008). The applicants are shortlisted, and the references are requested, the candidate is invited to attend the interviews and develop and design the selection test. The successful candidate is offered the job and signs the job contracts. Additionally, follow the orientation process and embark on the staff development process that aims at high-efficiency levels and high productivity in the office (Appendix A).

Employee testing

Integrity and job knowledge test

The integrity test assesses attitudes and experiences that are related to honesty, dependability, trustworthiness, reliability to perform in the job position, and pro-social behavior. In the interviewing of the office general manager, financial officer and the human resource person, direct questions that are directed to the previous experience related to ethics and integrity for the applicant to be entrusted with the job position and ask questions about the preference and interest from which the inferences are drawn about the future behaviors that are likely to be portrayed at a future date. (Cushway, 2008). Thus, the integrity test identifies the applicants that are likely to engage in the inappropriate, unethical and dishonest behaviors at work the will hinder the development of the new business in the competitive new environment. Additionally, job knowledge test uses the multiple choice questions or essay type items that evaluate technical or professional expertise and professions that may be addressed to the finance office personnel.

Strengths and weakness of the testing approaches

Integrity and job knowledge test has been credited to have produce valid inference for the number of the organization outcomes, reducing the business cost by identifying individuals that have the counterproductive behavior, instill the message that the integrity is a key aspect in the development of expanding a new business in a different state and providing evidence when provided with paper and pencil and provide important feedback to the interviewer (Arthur, 2012). However, the integrity approach is having the weakness of leading the individuals to create a positive decisions outcome rather than they are in the actual sense and the questions may be taken to be unrelated. Additionally, the job knowledge test is criticized for requiring the frequent update to ensure the test is current with the job, inappropriate for the jobs in which the knowledge can be acquired within a short training and is time-consuming to develop (Brown, 2011).

References

Arthur, D. (2012). Recruiting, interviewing, selecting & orienting new employees. New York: AMACOM, American Management Association.

Brown, J. N. (2011). The complete guide to recruitment: A step-by-step approach to selecting, assessing and hiring the right people. Philadelphia, PA: Kogan Page.

Commerce Clearing House., & United States. (1966). Fair employment practices under Federal law: laws, regulations, executive orders, rules, forms. New York.

Cushway, B. (2008). The handbook of model job descriptions. London: Kogan Page Ltd

Grant, P. C. (1989). Multiple use job descriptions: A guide to analysis, preparation, and applications for human resources managers. New York: Quorum Books.

Guerin, L., & DelPo, A. (2013). The essential guide to federal employment laws.

Schmitt, N. (2012). The Oxford handbook of personnel assessment and selection. New York: Oxford University Press.

Appendix A