Download Memo To: Vice President of Human Resources Date: Re

Memo
To:
Vice President of Human Resources
Date:
Re:
Recruitment Strategy & Job Offer Process
A new recruitment policy in addition to how to furnish an employment offer to potential
applicants for international operations is being worked on by our human resources team.
This memo seeks to discuss with reference to the latest recruitment policy, the following:
(a) critical qualifications, (b) job markets for national as well as international recruiting, (c)
succession & career management, and (d) selection policy for potential candidates.
Moreover, this memo will have information relating to compensation and rewards for
personnel and the region. Lastly, the memo addresses administrative issues relating to
staffing & reward plans that require action to be taken.
Recruitment Policy
It’s extremely important to develop a hiring strategy when creating new posts or filling
presents posts, to help select the best person for the post. A solid recruitment policy helps
enhance the talent pool and motivates aspirants to be competitive (Sangeetha, 2010).
While starting the hiring process, it’s important to give ads with the job descriptions and
qualifications so as to hire the right candidate for the vacancy (Sangeetha, 2010). Indeed,
Harrison Corporation is well-known among medium sized companies for their office supply
requirements. To boost the number of applicants from suitably qualified aspirants, some
product knowledge is essential. Collins (2007) reasoned that if an organization is not
having popular products, then low-information tactics could be an excellent strategy. Some
of the low-information practices comprise advertising via newspaper, magazine and
Internet with focus on optimistic photographs, associations or slogans (Collins 2007).
Collins (2007) also said that if organizations had visible community presence like
sponsorships, it portrays a positive impression of the company.
Viewing the essential requirements required for the vacancy helps to select suitable
aspirants. The essential requirements for Harrison Corporation are ability to speak in
Spanish and English, a Bachelor’s degree, good communication abilities, marketing
experience, self-motivated and ability to think analytically. It’s important to differentiate
between the domestic and global recruitment strategy for qualified candidates. Nationally,
online ads and promotions are strategic alternatives. However, word of mouth is an
essential strategic choice in Costa Rice. Global recruitment has gained popularity with the
development of global markets. A fresh development in business is to find candidates who
have the requisite qualifications for filling global vacancies. It would be challenging to
locate the right talent who has skills, knowledge and ability required for global posts
(Millhauser & Rahschulte, 2010). Employing a local human resources agent in the foreign
region will help to overcome the culture and communication barriers between the
company and local customs.
Succession & Career Management
Career and Succession management support in identifying key talent. Managing positions
within a company also ensures that the right employees move to the right posts.
Cornerstone (2011) states that creating a system that helps to locate and nurture strategic
talent for key responsibilities today via automated talent profiles, recruitment, career
management, advertising, Internet and broad succession planning systems are vital for the
upcoming success of an organization. The objectives and goals of succession management
are to maintain: (a) the preferred quality levels in services and products (b) a competitive
edge, (c) career advancement for productive employees (d) worker retention, and (e)
increased assurance for key posts (Fleischmann, 2000).
The development of career advertising & social networking sites appears to suggest the
latest wave for applicant identification. While these are effective tools, locating candidates,
employing numerous tools, including internal & external hiring research, referrals should
achieve sourcing association lists in addition to online social networking & career
advertising websites (HR Management, 2010). A conventional organizational operation is
succession scheduling which should impact assignment policies. Von Glinow, Driver &
Brousseau (1983) say that a combined HR system must assign people to jobs, posts &
training-based not just on evaluation but also on the basis of what the company plans for
higher management succession. It’s our objective to connect our strategic plan and the
organizational/job design to enable the organization to select and integrate potential
aspirants comprehensively. A key requisite for this system is performance of individuals
when assigned to accomplish tasks. Von Glinow, Driver & Brousseau (1983) said
performance evaluations must help start a career plan function, in line with complete
utilization of an individual’s potential as also the company objectives.
Selection Strategy
The HR departments need to design and implement a job analysis so as to draw qualified
resources for a specific job for meeting the organizational needs (Jones & George, 2006;
Ullah, 2010). The selection process ought to include matching of prospective talent with job
descriptions so that they can perform the defined job effectively (Jones & George, 2006).
Also, this recruitment process must have these steps: (a) interview, (b) test, (c) reference
check, (d) background & criminal checks. At Harrison Corporation, we wish to select the
right person for the job and for that we ought to have a sound selection process.
The interview process must include HR, the direct superior, and other important personnel
with whom the prospective talent might have to report to indirectly. We may wish to
introduce the 3D structured interview process: development, discussion & decision phases
(Ullah, 2010). During the development stage, we collect biodatas, check the job analysis,
train the interviewers, design a structured interview questionnaire, and generate an
evaluation form for every interviewee (Ullah, 2010). The last step is to discuss and decide
on the potential aspirant suitable for the company (Ullah, 2010). At the stage of discussion,
it could be decided if the aspirant needs to undergo a test of personality, ability or
performance. Should such a test be needed, we ought to be equipped with suitable,
reliable, useful, legal and general tests (Noe, Hollenbeck, Gerhart, & Wright, 2008). For
conducting reference checks, a standard script may be used by the recruiting manager to
avoid claims of defamation against Harrison Corporation. During the reference check call,
normally the recruiting manager needs to check out the past positions held by the
candidate, employment dates, and whether the reference person would be willing to rehire
the candidate (Woska, 2007). With regard to criminal and background checks, it’s our
responsibility to safeguard employees and others associated with our company. Woska
(2007) says its “our duty to ensure a secure place of work and the application procedure is
a key aspect of making sure that an applicant is competent for the job” (p. 82). Finally we
ought to decide on whom to select for a particular job. The HR staff, the direct overseer and
other interviewing members ought to meet and go over evaluation forms, reference checks,
testing and background & criminal checks. Disparate treatment could be avoided by taking
neutral decisions with regards to the prospective employees (Tranfa-Abboud, 2010). It’s
our endeavor to realize Harrison Corporation’s goals and preventing any sort of
discriminatory practices while selecting the right talent.
Compensation & Rewards
The base wages for a job is determined by the following: a) the job type, b) the duration of
the job, c) skills needed to do the task and d) possible job risks if any. However, the pay
changes if the job changes, followed by an increased risk. An individual based job relies on
the individual’s training, ability, education and experience to execute the job. Usually jobs
have an initial starting pay which is the base reference and often changes depending on the
candidate hired. Global jobs carry a higher base pay compared to other jobs within the
same category on account travel expenses and time spent away from home. Usually 75% of
a person’s pay is deemed his base pay and the rest 25% is for reward & compensation.
Usually a person’s or teams’ travel, work and skills are considered for fixing compensation
within the job position. Compensation can include rent, insurance, motor vehicles, etc.,
depending on the organization. Usually global organizations face problems in getting
people to apply to company positions or for existing personnel to take on overseas
postings. The companies then present incentive packages. These incentive packages are
reliant on the organization’s need for staff and its profitability. In case the company isn’t
making adequate profits, then it may reduce the incentives or even eliminate them. A
popular incentive is the signing on bonus that’s often offered to candidates sourced from
outside. This sign-on bonus usually ranges from $3,000-$5,000 depending of the kind of
job the person is recruited for. For internal employees, promotions, pay raise, extra holiday
time and bonus often about 20% of the person’s current salary is offered.
Administrative Issues
Many administrative actions are linked to staffing and rewards strategy. The staffing
strategy depends on budget, quantity, given time and requirements. However, staffing and
rewards involve issues such as equal employment opportunities (EEO), dissimilar
treatment, and unequal impact. The positive action & EEO policies shield the ones in a
special category who’ve historically faced discrimination or oppression in job procedures
(Holzer & Neumark, 2000). Now, the laws guiding the clauses of affirmative action & EEO
make sure that everybody gets similar opportunities in training, promotion, employment,
etc.
While organizations which employ greater than 15 people are compelled by affirmative
action, it in no way excuses the act of dissimilar treatment. Dissimilar treatment means
treating individuals on grounds of their race, religion, gender, disability, or nation of origin.
Similarly, dissimilar impact means not giving opportunities to someone on account of their
race, disability, gender etc. For instance, by EEO standards, if a recruiter selects a candidate
and invokes a human quality listed as protected class, as the disqualifier for rejection then
it’s illegal. While interviewing, some queries specific to a protected group must be avoided.
For example, asking a person if his age would limit his success on the job could be labeled
as age discrimination.
Promotions and rewards are often breeding grounds for controversy since employees feel
they are often results of dissimilar treatment. An employee’s career is to be measured
utilizing a metric standard for his performance.
Rosalie (2005) said it isn’t only
compensation which is important to workers but also prospects of growth & development.
With regards to performance problems, establishing goals and providing regular feedback
with the aim of recognizing and rewarding excellent work should be done. The appraisal
studies an individual’s development of work ethic for the whole year in particular methods
& areas that need/have improvement. The outcomes of appraisal and feedback are used by
management to make decisions about promotions or rewards.
Conclusion
A good hiring policy and job offer should focus on essential qualifications, manpower
market, for both national and global staffing, succession planning & career management,
and a selection strategy for qualified candidates. Complete coverage of all employment
practices, including compensation and reward, and staffing a company on the basis of it
objectives and needs will be the mission. The critical thing about staffing a company is
establishing the foundation and assessing the needed quantity, quality, and necessary costs.
We, the HR professionals, desire to meet to talk about our existing recruitment & job
offering policies for potential candidates to work in our company, Harrison Corporation.
REFERENCES
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on job seekers' employer knowledge and application behaviors. Journal of Applied
Psychology, 92(1), 180-190.
Cornerstone (2011). Cornerstone succession planning and career management.
Retrieved on May 11, 2011, from http://www.cornerstoneondemand.com
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Holzer, H., & Neumark, D. (2000). Assessing affirmative action. Journal of Economic
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HR Management (2010). Passive candidate strategies: Winning the war on talent.
Retrieved on May 11, 2011, from http://www.hrmreport.com/article/Passive-CandidateStrategies-Winning-the-War-for-Talent/
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