IFSM Assignment

6

Case study

Tahira Longus

University of Maryland Global Campus

HRMN 400

February 2, 2021

Question 1

I am afraid that I do not agree with the management strategies employed by Cavanaugh, the recruiting manager. Since Cavanaugh "believed" they did not have the capabilities of the job, the recruiting manager did not accept the internal personnel for the position. This was just her viewpoint and, in my mind, not a rational one. Recruitment entails three major phases, including preparation, recruitment, and hiring of staff:

Online Recruitment – It can help to attract a wider variety of candidates by leveraging online tools. The value of using an online website to recruit would be that you would get more prospects with just what the work asks for. The downside of using online recruiting is the number of candidates, but they do not usually have strong credentials. Individuals also apply to jobs when the ex is missing.

Job Fairs – Attending job fairs would have presented prospective applicants for Cavanaugh and would have required her to have a first-person interview. Employment fairs encourage employers without necessarily making commitments to have a face-to-face. A downside, though, is that job fairs can take months to not send you any applications at all because of the top technical role that was available.

Agency Help – Having an entity to assist in recruiting will save Cavanaugh a lot of time and supply her with potential applicants. Nevertheless, the downside is the amount of money agencies demand for their services. Often, the organization does not have the expertise of the job to obtain suitable applicants because this position was very selective.

Question 2

When a resume was scanned by the HR department, the form Cavanaugh used for recruitment was then forwarded to her. The resume was then reviewed by Cavanaugh, and her selection was carried out. Cavanaugh then set up a team to help administer the interview and made her decision. She nevertheless recruited him, even though the entire panel did not want to recruit Hobbs. I totally comply with this strategy because there was a 3-1 ratio. Other selection methods that could have been used are:

Preliminary Screening Process - A pre-screening scans applications so you can get the most eligible individuals. A significant part of running an organization is recruiting the best employees, and that will go a long way to achieve potential results. The selection process will help lead to a procurement process that lets companies identify a viable and sustainable workforce." (Author, 2017).

Structured Interviews – If you have several applicants for a job, you can use a ranking to help narrow down the best potential nominee. This approach will take time, but the pool of applicants from the preliminary screenings can be narrowed down (Mayhew, n.d.). The jury may have helped to see if Hobbs is actually the right choice for this new job.

Vetting Candidates – A vital aspect of new jobs is vetting applicants. This is where background checks and substance testing are performed for recruiting managers. For both organizations, this is really important. Before giving them jobs, winning an award, or doing fact-checking before making any decision, vetting is the method of doing a background check on someone. In addition, properties are vetted to assess their utility in intelligence processing. If you recruit someone who is not the best person for the job, it will lead to a lack of productivity, poor morale for staff, and high costs of training. Not to mention that when the nominee eventually exits earlier than you thought, you will be back at square one.

Question 3: Decision of the Hiring Manager

Although the job candidate met all the required job-related skills, such as the technical skills needed to complete his job, he lacked social skills. Therefore, he failed top wholly meet all the required qualifications for the role. Indeed, social skills is increasingly becoming one of the most 8important indicators of employee performance, productivity, and success at work. While the concept is not a new one, organizational scholars continue to acknowledge it as an important ingredient in enabling employees to interact with each other with predictability, so that they can more readily understand each other and be understood. Strong social skills can go a long way in facilitating interpersonal interactions, which in turn result in effective job outcomes. Moreover, social skills are also critical in allowing an individual the opportunity to express both positive and negative feelings in interpersonal situation without losing reinforcement.

One of the most significant goals of an organization is to promote efficiency and effectiveness that can result in corporate success. Candidates who score high on technical competencies but lack social skills may not easily execute their leadership and conflict resolution skills because they lack the competence to do so. Indeed, organizational success is often founded on individual communications and their emphasis towards attaining the required social skills. Although the candidate does not meet such standards and expectations, he should be given an opportunity to perform his assigned functions. However, the HR team also plays an integral role in leading and implementing employee empowerment programs. Although the candidate may not be qualified to perform all the required duties and responsibilities. The organization, too can train him by launching learning and development, or mentorship programs to impart lacking skills, such as emotional intelligence, leadership competency, communication proficiency, as well as social skills. These efforts can go a long way in perfecting the employee’s performance and productivity.

Question 4: Prepared to Make Hiring Decisions

I believe that the hiring manager was prepared to make the hiring decision. The position was not only vacant but it was also requiring high levels of qualifications. Moreover, he believed that internal employees would not sufficiently meet the newly announced vacant job as they needed a new blood to generate new ideas and perspectives into the tasks (Kosheleva & Bordunos, 2018). As soon as the most suitable person was found, he was fully convinced that the company had identified the most suitable candidate for the opposition. When the HR planning process indicates the need for additional work, the organization has a number of choices to make. This may be one of the first steps towards attaining a full-scale recruitment and selection process. However, it sometimes requires hiring additional employees. It may, for instance, be appropriate for the organization to take into consideration alternatives to recruiting, such as outsourcing or contingent labor as opposed to hiring new and regular employee.

In the event that the latter is the case, the company may adequately address the temporary fluctuations in work volume. Thus, the simplest solution may be providing a part-time labor or overtime work for existing employees. Nonetheless, the costs of recruiting and selecting new workers can be staggering in the sense that hiring new employees should take place only after careful consideration and only when the organization anticipates a long-term surge in work volume and need for additional labor (Kosheleva & Bordunos, 2018). In this case, the company had already assessed the job gaps and anticipated a long-term increase on workload. As a result, it decided to declare a new vacant position to meet the existing labor gaps. Therefore, the careful HR planning must also consider the potential training costs that will be needed to fill the skills gaps identified by the newly recruited employee.

References

Author, G. (2017, January 29). 10 Reasons to Screen Applicants When You're Recruiting. Retrieved from https://theundercoverrecruiter.com/screen-applicants-recruiting/

Kosheleva, S., & Bordunos, A. (2018). HRM systems effects as a basis for strategic HR

Mayhew, R. (n.d.). Methods of HR Selection Techniques | Chron.com. Retrieved from http://smallbusiness.chron.com/methods-hr-selection-techniques-57856.html

planning. Human Resource Planning for the 21st Century, 83-102.