Recruitment_Strategy_and_Job_Offer_Process_Hrm_548

Memorandum To: Board of Directors From: HR Consultant Date: October 3, 2010 Re: Recruitment Strategy and Job Offer Process Introduction As businesses differ, so do the recruitment strategies used by differing industries such as education, engineering, and business. For the purpose of this memo, the recruitment strategy discussed will be geared toward the business industry. In addition, insight will be provided as to why the selected recruitment strategy is the best suited for the business industry. Finally, the desired job offer process will be discussed. Recruitment Strategies Reaching a decision to recruit potential applicants is the beginning of the recruitment phase of staffing an organization. Would the organization benefit from an open or targeted recruitment strategy' The answer to this question is based on the needs of the organization. If the organization is not limited on the amount of time available to staff a position, open recruitment may be a better option (Messmer, 1999). However, if the organization must rely on recruiting potential new employees based on a particular criterion, the obvious recruitment strategy would be to target those individuals who meet the needs of the organization. When a business secures a contract to provide a service which requires hiring over 50 employees, the only option of the organization is to use the open recruitment strategy. The open recruitment strategy allows for securing an extensive applicant pool containing a diverse group of individuals (Heneman & Judge, 2009). With the open recruitment strategy, the organization obtains a pool of potential employees with various levels of knowledge, skills, abilities, and other characteristics (KSAOs) from which to choose from. If the need of the business is to hire as many individuals as possible in a short period of time, an extensive applicant pool often provides the organization with more than enough individuals to fill the vacant positions (“Recruiting practices,”1995). Recruiting via job fairs, newspaper, television, and radio media options will generate the numerous applicants required to fill large business vacancies. However, the open recruitment strategy can hinder the organizations ability to recognize all of the best possible applicants by simulating a cloud over the pool of competing applicants. The potential to skim a large applicant pool lowers the ability of the organization to review every application and the results could be the cause of high turnover rates in the future (Soberg & Bennington, 2009). The use of the open recruitment strategy does not initiate an applicant pool of a specific skill or experience level like the targeted recruitment strategy. When the needs of an organization require a specific skill, education, or experience level, an organization will participate in a targeted recruitment strategy. Affirmative action needs may also require the need for an organization to target a specific segment of the workforce such as minorities (Heneman & Judge, 2006). When a specific target has been determined, an organization may secure the assistance of a talent coordination team trained to entice a predetermined type of applicant (“CTS strengthens”, 2010). For example, a company with need for recruiting a web designer would advertise their available positions via the Internet in place of radio media recruiting ads. As technology continues to grow, the Internet is becoming a more economical means of recruitment advertising to a specific group of applicants (Marzulli, 2002). Selected Strategy The use of the target recruitment strategy is the best option for a company with the need to secure a particular type of employee. As the world of business continues to evolve, organizations will need to use innovative recruitment strategies to emerge from the traditional “talent pools” which, according to Kemsley, are approached with care and skepticism to benefit the employer (2009). The current economic downturn has made businesses more selective in their hiring practices. Based on the needs of the organization, such as an accounting firm, the search for the best possible recruitment strategy may begin with students enrolled in area colleges. By targeting specific students with a particular grade point average (GPA) ensures the organization is able to recruit new employees with an acceptable skill level in the area of accounting (Violette & Chene, 2008). By the same token, an organization whose expertise is in health care, the recruitment strategy which targets individuals in the healthcare field guarantees the solicitation of individuals with experience in healthcare (“Online health,” 2000). For some organizations, limiting their options to only one recruitment strategy is not beneficial. When an organization is not strapped with a timeline to recruit and hire a new employee, the organization will benefit from a balanced mix of both the open and targeted recruitment strategies. For many organizations, the use of the open recruitment strategy allows the organization to fill positions which are not critical positions such as support personnel. When the needs of the organization specify a more skilled, educated, or experienced personnel, then the target recruitment strategy is beneficial. Job Offer Process Following the interview and selection process, the next phase of the hiring process requires the need for a job offer. Creating and presenting the job offer can be a simple tasks or a risky one. If the need of the organization is to fill many positions rapidly, the job offer process is simple and lacks any real risk on the part of the company. With a large applicant pool, the business is able to offer simplistic job offers with little emphasis on incentives or bonus structures. However, in the event the business demands specific skills, the business must be familiar with what the competition has to offer employees with the same skill set. The more demands the business places on the qualifications of the applicants, the more risky the job offer process becomes. When attempting to entice a receiver from the competition, the company has to be willing to offer what best fits the needs of the receiver with little guarantee of long-term results for the business. In the event the receiver is hesitant to accept the job offer, the organization will need to determine if the organization is willing to drastically alter the job offer in a manner the receiver cannot refuse. Finalizing the job offer requires ensuring all aspects of the benefits or incentives verbally offered are documented correctly. In addition, the business must ensure the job offer does not violate any state or federal laws. Conclusion For some organizations, limiting their options to only one recruitment strategy is not beneficial. When an organization is not strapped with a timeline to recruit and hire a new employee, the organization will benefit from a balanced mix of both the open and targeted recruitment strategies. For many organizations, the use of the open recruitment strategy allows the organization to fill positions which are not critical positions such as support personnel. When the needs of the organization specify a more skilled, educated, or experienced personnel, then the target recruitment strategy is beneficial. Understanding the differences in the two practices helps a business to use the best possible strategy to fit the organizational needs at that particular moment in time. References CTS strengthens recruiting efforts with talent coordination teams. (2010, July 3). Health & Wellness Resource Center Alternative Health Module. Heneman, G. H., & Judge, A. T. (2006). Staffing Organizations (6th ed.). New York: McGraw-Hill. Kemsley, N. (2009). Employee-centric markets: A different direction. People and Strategy. New York: 2009. Vol. 32(3), p. 14. Online health care recruiting company makes debut. (2000, July 3). The Enterprise, p. 7. Marzulli, T. (2002). Using Internet technology to streamline healthcare recruiting. Healthcare Financial Management 56(6), 62-64. Messmer, M. (1999, September). Developing a strategic staffing plan. National Public Accountant, 44(7), 20. Recruiting practices changing. (1995, November). Physician Executive, 21(11), 4. Soberg, A., & Bennington, A. (2009). Workforce planning: implications for healthcare in Canada and elsewhere. People and Strategy. New York: 2009, 32(3), 26. Violette, G. & Chene, D. (2008). Campus recruiting: What local and regional accounting firms look for in new hires. The CPA Journal. New York: Dec 2008. Vol 78(23), p. 66. HRM548 Week 3 Grading Rubric for Memo (Rev. 12/14/09) RUBRIC INSTRUCTIONS FOR STUDENT: After you complete your references section in your assignment, copy and paste this grading rubric to your Word document. That way, I can give you structured feedback in a more organized way. I can also evaluate your papers more quickly. All the grading rubrics are located in the Course Materials forum in OLS and Word format. Copy and paste from the rubric Word version to your paper. ASSIGNMENT INSTRUCTIONS: Recruitment Strategy and Job Offer Process Memo: • Review to the following two documents in the Course Materials forum to understand how the memo is graded: o Week 3 Grading Rubric for Memo o Memo Format Guidelines for Course Assignments • Write at least a 1050-word memo using a minimum of 6 different peer-reviewed sources. As the HR specialist of an organization, you will be hiring candidates to fill open positions. In your memo, address the following: o Compare and contrast recruiting strategies you would use to attract potential candidates for a specific position from one (1) of these industries: education, engineering, and business. o Select the recruitment strategy you think will meet your goal of attracting the best candidate and explain your choice. o For the candidate that you select, explain the process you would use in offering the job. • Submit your memo to WritePoint for editing prior to posting it. • Submit a copy of your assignment as a Microsoft Word® attachment to your Individual forum by the deadline of Week 3 Day 6. Content 60% Marked if Needs Improvement Points Available 7.5 Points Earned 7 The 1st section, the Introduction, describes what the memo is going to be about; it mentions the upcoming sections. The 2nd section compares and contrasts recruiting strategies you would use to attract potential candidates for a specific position from one (1) of following industries: education, engineering, and business. The 3rd section identifies and describes the recruitment strategy you think will meet your goal of attracting the best candidate. Describes the advantages and risks of the strategy. The 4th section identifies and describes the job offer process. The 5th section, the Conclusion, summarizes what the memo was about and why it is important for the reader take make a decision and/or take action. The 6th section, the References, has 6 peer-reviewed references in APA format (with authors and dates) excluding the course texts and other Eresources. The references are incorporated throughout the memo with correct APA in-text citations. x Some APA errors in list (volume/issue, and casing issues) The 7th section contains this grading rubric. Each section is comprehensive, accurate, makes use of the subject matter addressed during the week, and is persuasive. Organization / Development 20% Marked if Needs Improvement Points Available = 2.5 (0, .85, 1.7, 2.1, 2.5) Points Earned 2.5 The 7 required sections are organized separately in sequence as listed in the Content section. The memo is at least 1050 words in length. Each section has a clear label or header. Mechanics 20% Marked if Needs Improvement Points Earned 2.5 Points Earned 2.5 Formatting or layout and graphics are pleasing to the eye (font, colors, spacing). Rules of grammar, word usage, punctuation, capitalization, and spelling are followed. Sentences are complete, clear, varied, and concise with proper syntax. Used size 12 Times New Roman font for main body text and References. Used double spacing between sentences and in References section. Used memo format. Submitted memo in Word format as an attachment to Individual forum. Used naming convention “FirstName_LastName_Week #_ Memo.doc” when saving and uploading file. Marked with Number of Days Late Total Points Available 12.5 Total Points Earned 12.00 LATE POLICY: Students should submit assignments according to Arizona time (MST) based on the assigned due dates. Late assignments will be penalized with a 10% grade deduction for each day late. Deadlines will be defined as 11:59 p.m. MST. Assignments submitted more than four days late will not be accepted. Assignments submitted after the last day of class will not be accepted. To improve, I recommend that you correct issues identified above and: Content is on target. Good work. Keep this up! To what degree are concepts applied correctly' • None • Some • Most • All (but development and/stronger research needed) • All To what degree is this memo easy to read' • Unsatisfactory • Fair • Good