HRM Job RECRUITMENT PLAN (5 wrtitten pages+abstract+appendices) COLLEGE LEVEL WORK (I will dispute for refund if bad work)

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Recruitment Plan

Darth Vadar

HRM6

1 May 2020

Recruitment Plan – Human Resources Representative position

Organization: Southwestern College

Department: Human Resources Operations

Job Title: Human Resources Representative

After the job analysis process has been concluded and all stakeholders have signed off, verified, finalized, and the job description and/or job specifications are complete, the recruitment process commences and includes strategic planning, communicating, and implementing. An overview of how this process should flow: 1. Define recruitment goals; 2. Make organization and administration decisions while simultaneously select open vs. a targeted approach; 3. Consider potential applicant reactions for recruiting methods; 4. Create communication message and select media; 5. Implement strategy and evaluate ongoing outcomes (Heneman, Judge, and Kammeyer-Mueller).

An organizations strategic goals can be defined as those that include for goals of attraction, goals for speed and time frame in which to fulfill those goals. Before expending efforts in attracting applicants to the organization, there are three paramount key issues that need to be addressed: 1. Strategic goals in the recruiting process need to be identified in order to guide the process of identifying what types of employees and their talents need to be recruited, how quickly the vacant or new positions need to be filled – the time frame; 2. How broadly the organization wants to recruit for this position(s); and 3. Administrative and organizational issues that should be considered, like budgeting and who will do the actual recruiting.

The goals of attraction for the types of applicants wanted to apply for the Human Resources Representative position person/job fit requirements have been identified through the job analysis and outlined in the KSAOs (Knowledge, Skills, Abilities and Other characteristics). Education, prior experiences, specific and general competencies, and other related specialized training or studying, along with certifications are desirable. As organizations want to determine how well the person matches not only the person/job fit, but equally important is the person/organization match, as well. With regards to person/organization fit need to include the organization’s values. Organizational values are norms of desirable attitudes and behaviors for the company’s employees. A person/organization fit (PO) is defined as the compatibility between people and organizations, which occur when at least one entity provides what the other needs and they share similar fundamental characteristics; or both. Those needs include examples of mutual need fulfillment, personality similarity between individuals and other members of the team/department or organizational, and shared individual and organizational goals. PO is also called the person-culture fit (“Person-Organization Fit.”).

Often in positions within an educational system there are personnel in line for advancement opportunities within the organization and looking to use mobility paths to attain higher positions with greater responsibilities and an increase in monetary and other benefits. There may already be a current employee(s) up for such a promotion. However, this open position will utilize both internal and external recruiting by posting the vacant position for current staff opportunity and announcing the position for external applicants.

It is not uncommon for organizations to use both internal strategies alongside external strategies for identifying and recruiting key talent. Employers need to offer promotional roles and attainable mobility paths to internal candidates to continue to build and retain a positive employer-employee relationship. Additionally, it also creates and maintains a sense of loyalty, long-term engagement and satisfaction of the job and company and allowing growth potential from within the organization (“Recruiting Internally and Externally.”). At the same time, external recruiting methods will be used in order to attract individuals with the necessary skill set in order to have a pool of the best possible candidate talents for the position. Also, opening up the recruitment process to external applicants also offers newer talents and skill sets introduction to the company and allows the organization continued growth potential by bringing in and incorporating external new hires.

Goals for speed are moderate due to there is support staff and other staff members already in place in support of the vacant position while there is time to fill this position with the right candidate. Time frame goals will be more specific and there will be an application deadline as opposed to ongoing application acceptance or the practice of “always taking applications.” There is only one position within this title that we are filling at a time.

Where to look for applicants is probably one of the most challenging aspects of recruiting, especially for specialized positions that requires a bit more than general knowledge or experience. Using open or targeted recruitment methods, there is a choice to use either or both recruiting approaches. Using open recruitment would ensure a very diverse set of applicants, but its approach is too passive, meaning that anyone can apply and considered regardless of the needed and specialized KSAOs required for this position. Also, we are looking to fill only one position at this time, not multiple general openings.

For this position we will be using a targeted recruitment since segments of the labor market will be identified for qualified candidates. This position requires specific KSAOs and characteristics that HR or the recruiting staff will be able to more effectively prepare a specific, targeted message or method of communication appealing to hard and soft skills in this area of expertise and talents. By opting to use targeting recruiting it will narrow the pool of desired talent and potential applicants and allow recruiting efforts to be better focused on the more qualified applicants. The HR Resources Representative should possess a specific skill set that would be in rather limited supply within a vast applicant pool and we are targeting a specific skilled position.

Organization and administration decisions include whether an in-house or external recruitment agency will be used. Unless there is difficulty in attracting the right applicants and the position remains vacant for a duration of time that is impeding on the department(s) that are in need of the positions fulfillment, in-house recruiting will be used and since this is a Human Resources department vacancy, there is no need to coordinate with other departments during recruitment efforts so centralized recruitment efforts will be used.

Regarding budget and return on investment (ROI), the recruiting process is an expensive process as it entails not only the staff and salary hours invested in preparation to fill a vacancy, it also includes the use of supplies, equipment and any related costs possibly offered to candidates during the final phases of the process (candidate expenses like travel, lodging, fees, relocation, etc.). Recruitment costs will be charged to the Human Resources department, not only because the department and personnel will be involved through the entire process of the recruitment phases and processes, but because it is a position we are filling within that department - it is one of the department’s own vacancies. No expenses to applicants, final candidates or hired will be offered for travel, lodging, fees or relocation expenses.

Process flow and record keeping of applicants and how they progress through the hiring process and any additional valuable record keeping, including staff or recruitment team’s review of applicant’s file(s) will be handled via the organizations HRIS system which includes ATS or applicant tracking systems. The benefits of using an HRIS system cannot be understated. Its benefits include: Ease of remote recruiting, improved collaborative hiring, analytics providing insights, optimizes employee satisfaction by making the hiring process more convenient and enjoyable for the employee candidates, and simplifies internal promotion when using internal recruitment to better track current employees who may be available or in line for promotions ("How HRIS Recruitment Features Can Improve Hiring Processes.").

After the strategic plan has been formulated, consideration of potential applicant reactions to recruiting methods should be addressed. In order to better and more successfully determine the type of communication message tools, content, and media to use for maximum benefit, ROI and applicant attraction, an understanding of how applicants reactions to job and organization characteristics, its appointed recruiters, its strategic recruitment process, and any diversity issues is considered.

Organizations are marketing their products and organization and selling to potential applicants. Recruiters have some influence over applicant’s reaction, but it does not weigh as high as the job’s characteristics. Overall, it will be the attitude and depth of knowledge the recruiter demonstrates about the position that will influence an applicant. Organizations can proactively control how recruiters communicate with applicants by: Training their recruiters well, being knowledgeable about the company and recruiting process, training in marketing and interpersonal aspects of recruiting, how to conduct market research for candidates, collaborate with marketing department to deliver a cohesive brand image about the organization, finding creative ways to employ positive recruiting efforts along with being ethical and taking care not to cross any lines that would violate legal issues (Heneman, Judge, and Kammeyer-Mueller).

After the strategic planning phase is complete, how the position will be marketed, its message and select media (recruiting sources) are addressed. Communication messages can focus on being realistic, employment brand or targeted information. These methods use different tones and content that can make the difference on a successful recruiting strategy and the types of applicants attracted to the open position. The message type used will depend on the labor market, vacancy characteristics and applicant characteristics. Studies show that realistic messages are less effective for applicants with considerable job experiences as would be the applicants for the HR Representative (Heneman, Judge, and Kammeyer-Mueller).

For this open position we will be using a targeted for the following reasons: Targeted messages are designed to attract a specific employee and focuses on the applicant’s preferences and how the organization can match those needed preferences; It is a better fit for specific applicant groups; the message type is best for applicants with specific KSAOs or a specific type of applicant, which would be the case for our open vacancy.

Communication media is important and can include common media such as advertisements, recruitment brochures, organizational websites, videoconferencing, direct contact, word of mouth, referrals, and direct contact. Recruiters need to consistently promote the brand or organization to potential candidates to increase the message effectiveness. The more employer involvement with the applicants/potential candidates is likely to portray a more positive image of the company and its culture.

According to a LinkedIn study this year with regards to recruiting trends, there are areas that continue to dominate like social professional networks and sourcing passive candidates. Predictions have stronger employer branding and the use of employee referral programs usage and to leverage professional networks and relationships (see Figure 1) (“Global Recruiting Trends 2016.”).

While there are a myriad of media sources that can be used to communicate the opening of this position, the recruiting strategy is a targeted one. Only those recruiting media that are deemed to have the greatest turnout of applicants to fill these specific KSAOs and other required characteristics based on the job analysis, this position will utilize media in the form of the organizational website (https://jobs.swccd.edu/), social and professional networks, direct contact, word of mouth/employee referral programs (if one exists), referrals, direct contact, posting on some of the larger general employment websites like LinkedIn, CareerBuilder, Indeed and use niche employment websites like the national and local chapters of SHRM (Society for Human Resource Management). For internal applicants, the aforementioned media will be used in addition to the internal intranet employee job boards. Any internal applicant database that the organization may already have as a recruiting tool, can be also utilized.

Another source to consider for a trove of applicant talent are those passive candidates who are generally happy where they are currently working, but would consider a move for the right opportunity. Some recruiting tips to find these passive, experienced candidates include: Making good use of employee referrals, find candidates’ pain points, and maximizing the social media approach (“How to Recruit Executive Passive Candidates.”).

Once the recruiting phase is complete, communication for both internal and external application has been implemented, the next phase is the recruiting strategy and evaluating the ongoing outcomes using metrics and analytics. This process includes: Gathering applications from a variety of sources, evaluating the quantity and the quality of the applications, the cost of using each media source and the impact thus far on the human resources outcomes (Heneman, Judge, and Kammeyer-Mueller).

Metrics will track results and can include the following types of information to analyze and use for other recruiting efforts: Hiring source, quality of hire, vacancy rates, turnover rates, cost of turnover, time to fill, selection ratios, and cost per hire to name a few (“Recruiting Internally and Externally.”). Other recruiting methods may also include sufficient quantity, sufficient quality, the cost, and impact on human resources outcomes.

Lastly, legal issues need to be considered and much care should be taken to avoid violations that would affect either external or internal legal scrutiny. First, a formal definition of a job applicant, as provided by the Equal Employment Opportunity Commission (EEOC), should be understood. The 1979 definition of an applicant is contained within the UGESP or Uniform Guidelines on Employee Selection Procedures. Applicant is defined as: “The precise definition of the term ‘applicant’ depends on the user’s recruitment and selection procedures. The concept of an applicant is that of a person who has indicated an interest in being considered for hiring, promotion, or other employment opportunities. This interest may be expressed by completing an application form, or might be expressed orally, depending on the employer’s practice.” (Heneman, Judge, and Kammeyer-Mueller).

Although it is not expressly mentioned due to the timing of the definition which was before online recruiting and application processes, the Office of the Federal Contract Compliance Programs (OFCCP) regulations provide its own definition of an Internet applicant for federal contractors and record-keeping requirements.

Affirmative Action Programs Regulations affect the recruitment strategies for both internal and external applicants. Recruiting efforts need to take care that women and minorities, as well as age and gender applicants are not discriminated upon or can appear that there was a discriminate factor in applicant recruiting and hiring practices. Title VII permits preferences if it’s a bona fide occupational qualification (BFOQ). Also, under the Americans with Disabilities Act (ADA) there is a potential conflict between needing to provide reasonable accommodation to an employee they would be relevant in this recruited position. With regard to some of the legal issues for internal applicants, in addition to the aforementioned and other legal concerns and issues not explicitly addressed in this recruitment strategy, there is the issue of a glass ceiling, or invisible barriers to promotions and advancements within an organization for minorities and women.

Fraud and misrepresentation during the recruiting process is also a potential for law suits when applicants file suit claiming workplace tort law like false statements and promises about the position and its benefits, etc. To protect a company from accusations that could be both costly and embarrassing these steps should be included as protections: Provide applicants with the job description and specific, truthful information about the job rewards; Be truthful about the nature of the business and its profitability; Avoid specific promises about future events regarding terms and conditions of employment or business plans and profitability; Make sure all recruiters follow these suggestions when they recruit (Heneman, Judge, and Kammeyer-Mueller).

The recruitment plan for a Human Resources Representative included the essential processes and are reiterated here: 1. Define recruitment goals; 2. Make organization and administration decisions while simultaneously select open vs. a targeted approach; 3. Consider potential applicant reactions for recruiting methods; 4. Create communication message and select media; 5. Implement strategy and evaluate ongoing outcomes (Heneman, Judge, and Kammeyer-Mueller).

Appendix

Figure 1 - Global Recruiting Trends 2016. page 24

Job Announcement: Human Resources Representative

Posting Number:	0600631
Open Date:	05/06/2016
Position Title:	Human Resources Representative
Working Title:
Department:	Human Resources Operations
Position Type:	Classified Confidential
Months of Service:	12 months
FTE:	1.0
Responsibilities:	Under the direction of assigned supervisory or management staff, perform a variety of technical duties in support of the District’s Human Resources Office; interpret and apply applicable federal, state, and local laws, codes, and regulations as well as District administrative and departmental policies, procedures, and programs; and provide information and assistance to District staff and the general public. The Human Resources Representative series is a confidential classification series. As such, incumbents perform duties that involve gathering or reviewing information or data concerning employee grievances or discipline matters, or data relating to or containing information about employer bargaining positions, negotiation strategies, or proposals. REPRESENTATIVE DUTIES: Independently perform a variety of responsible specialized technical duties involved in assisting in the administration of various Human Resources Office programs, functions, and services; implement, monitor, and control services, functions, and activities in compliance with District policy and procedures, federal and state rules and regulations, and labor relations contracts; recommend changes to existing procedures within the program area; serve as liaison with other departments, outside agencies, and service providers; develop and provide in-house training programs to ensure District employees understand and comply with various rules, regulations, and policies; respond to questions and requests for information and assistance from District employees, interested applicants, outside agencies, or the general public over the phone, in writing, or in person; provide specialized, technical, and procedural information regarding the interpretation and application of rules, District policy, procedures, and practices including but not limited to various processes, eligibility, applicable sections of the Education Code, and contract and employee handbook interpretation; assist in the development and implementation of systems and procedures pertaining to human resource functions and operations; participate in ensuring human resources programs and activities are administered and implemented in compliance with federal and state laws, rules, and regulations; assist in the revision of personnel procedures and forms; prepare and maintain a variety of files, logs, spreadsheets, and records including confidential personnel records; record and update employee changes; ensure proper authorization of various employment actions; audit personnel records to ensure compliance with various procedures and processes; provide orientations for employees on various programs including new employee and health and welfare benefit orientations; provide information and assistance regarding the completion of employment forms; assess transcripts and experience to establish minimum qualifications and salary placement; submit required forms to payroll; participate in recruitment and selection activities; review applications for positions; verify mandated minimum qualifications and Education Code requirements; ensure proper college accreditation, degrees, and employment background; organize, schedule, and coordinate recruitment interviews and programs; serve on interview panels as requested; organize, monitor, evaluate, and reconcile the position control system; audit and review position control reports; perform daily human resources operations in various areas of position control maintenance; ensure the integrity and accuracy of the position control system and data; coordinate evaluation process for employees; prepare and monitor related documents; administer student evaluations of academic staff; participate in a variety of special projects as requested; research, compile, analyze, prepare, proofread, and format detailed data and information for periodic and special projects and reports; generate and prepare a variety of detailed and confidential reports including those for presentation to management staff; evaluate reports for integrity and accuracy of data; conduct research on current and archived human resource and payroll data as needed; provide training and work direction to assigned employees; perform related duties and responsibilities as required.
Knowledge & Abilities:	MUST HAVE KNOWLEDGE OF: Principles and practices utilized in the technical human resources program coordination and administration; information and research resources available related to areas of assignment; principles and practices used preparing, reviewing, and evaluating a variety of human resources data; principles and procedures of confidential record keeping and filing; principles and practices used in the preparation of comprehensive, clear, and concise reports; principles of business letter writing; methods and techniques of customer and public relations; interpersonal skills using tact, patience, and courtesy; mathematical principles; pertinent federal, state, and local codes, laws, and regulations concerning various human resources programs including applicable sections of the State Education Codes; English usage, grammar, spelling, punctuation, and vocabulary; modern office procedures, methods and equipment including computers and applicable software applications such as word processing, spreadsheets and databases; public speaking and written communication skills; basic principles and practices utilized in providing training and work direction to staff. MUST HAVE ABILITY TO: Assist in organizing and administering technical aspects of various District’s human resources programs, functions, and services; independently perform a variety of technical paraprofessional duties in support of the Human Resources Office including in the areas of recruitment and selection, position control, HRIS management systems, classification and compensation, benefits administration, employee training, and other program areas for classified and academic personnel; perform a variety of complex technical work in the preparation, maintenance, and review of records, files, reports, and correspondence; research, compile, analyze, and interpret data and information; maintain current knowledge of, understand, interpret, apply, communicate, and explain pertinent federal, state, and local policies, procedures, laws, rules, regulations, requirements, and restrictions; interpret and apply administrative and departmental policies and procedures; exercise initiative and work independently on assigned projects; express difficult concepts clearly in oral and written communications; provide specialized information to others concerning various human resources policies and practices; exercise judgment, diplomacy, discretion, and a high level of independence in handling matters of a sensitive nature; work confidentially with discretion; maintain confidentiality of work performed; work independently with very little or no direction; plan and organize work to meet schedules and time lines; meet critical deadlines while working with frequent interruptions; make arithmetic calculations quickly and accurately; type or enter data at a speed necessary for successful job performance; operate office equipment including computers and supporting word processing, spreadsheet and database applications; adapt to changing technology and quickly learn functionality of new applications and systems; work with and exhibit sensitivity to and understanding of the diverse racial, ethnic, disabled, sexual orientation, and cultural populations of community college students; communicate clearly and concisely, both orally and in writing; establish and maintain effective working relationships with those contacted in the course of work.
Education & Experience:	Any combination equivalent to: two years of college level course work in human resources management, business administration, or a related field AND two years of increasingly responsible paraprofessional human resources experience at a level comparable to an Associate Human Resources Representative with Southwestern College. Experience in an educational or other public agency setting is highly desirable. A Bachelor’s degree may substitute for up to one year of experience.
Minimum Qualifications:
Desired Qualifications:
Licenses and Other Requirements:
Working Conditions:	The conditions herein are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential job functions. Environment: Work is performed primarily in a standard office setting with frequent interruptions and distractions; extended periods of time viewing computer monitor; possible exposure to dissatisfied individuals. Physical: Primary functions require sufficient physical ability and mobility to work in an office setting; to stand or sit for prolonged periods of time; to occasionally stoop, bend, kneel, crouch, reach, and twist; to lift, carry, push, and/or pull light to moderate amounts of weight; to operate office equipment requiring repetitive hand movement and fine coordination including use of a computer keyboard; and to verbally communicate to exchange information. Vision: See in the normal visual range with or without correction. Hearing: Hear in the normal audio range with or without correction.
Salary:	Range 12, Steps 1-6, $4,481.00-$6,374.00 (salary placement is based on background, education & experience). An excellent benefits package which includes medical, vision, dental, retirement, vacation, generous sick leave package, and life insurance is available for the employee and eligible dependents.
Salary Schedule:	Classified Confidential
Work Schedule:	Monday-Friday: 8:00 a.m.-5:00 p.m. (Approximately). Work schedule may be adjusted to meet the needs of the office. Successful candidate may be assigned to any of the campus sites (Chula Vista, National City, Otay Mesa, and/or San Ysidro).
Start Date:	As soon as the successful candidate is identified and following the subsequent governing board approval.
Screening Deadline:	All application materials must be received on-line at https://jobs.swccd.edu. Position is open until filled. Applications received by the first screening deadline of 11:59 p.m. on Friday, May 20, 2016 are guaranteed to be reviewed by the selection committee. Any application received after the deadline is not guaranteed a review.
Open Until Filled	Yes
Required Applicant Docs Cont'd	Southwestern College Online Application
Supplemental Questionnaire:	HR Representative Supplemental Questionnaire
Special Instructions to Applicants:
Equivalency	If you do not possess the exact degrees listed above under MINIMUM QUALIFICATIONS or if you anticipate receiving the required degree prior to the start of the assignment, please complete a “Supplemental Equivalency Application” available from the SWCHuman Resources Web page You will need to complete and upload this form with your online application.
Foreign Degrees:	Foreign degrees require an evaluation for United States equivalency from an agency having membership with the National Association of Credential Evaluation Services, Inc. Transcripts issued outside the United States of America require a course-by-course analysis with an equivalency statement from a certified transcript evaluation service verifying the degree equivalency to that of an accredited institution within the USA. This report must be attached to your online application at the time of applying. For your convenience, we have provided the NACES (National Association of Credential Evaluation Services) membership list to assist you in complying with this requirement; click on the Helpful Job Tips link on the navigation bar. You may use any other certified transcript evaluation service at your disposal.
Additional Information:	We regret we are unable to accept faxed, e-mailed, mailed, or hand delivered application materials. Only complete application materials submitted through SWConline system will be accepted. To complete and submit your application for this position, please visit our online employment website at www.swccd.edu. All required information must be submitted online before the review date and time indicated on the job posting. A confirmation number will be assigned if your application packet has been successfully submitted. Assistance with the online application process is available through the Human Resources Office at 900 Otay Lakes Road, Chula Vista, CA 91910; telephone: (619) 482-6395 or e-mail to [email protected]. It is the sole responsibility of the applicant to ensure that all application materials are received by the review deadline date. A separate, complete application packet is required for each position for which you are applying for. All materials included in your application packet become District property, will not be returned, will not be copied, and will be considered for this opening only. Upon offer of employment, the successful applicant must be able to provide proof of eligibility to work in the United States. Reasonable accommodations will be provided to candidates with verified disabilities. Accommodation requests should be made at the time the interview appointment is scheduled. As an Equal Opportunity Employer and in compliance with the Americans with Disabilities Act, Southwestern Community College District will make reasonable accommodations for individuals with disabilities. The Southwestern Community College District shall not discriminate against any person in employment or in any program affiliated with the District on the basis of age, ancestry, color, ethnic group identification, national origin, religion, race, sex, sexual orientation, physical or mental disability, veteran status, or on the basis of these perceived characteristics, or based on association with a person or group with one or more of these actual or perceived characteristics.
Selection Procedure:	A screening committee will evaluate applicants, taking into account the breadth and depth of relevant education, training, experience, skills, knowledge, and abilities. Selected applicants will be invited for an interview. INTERVIEW TRAVEL COSTS MUST BE BORNE BY THE APPLICANT. We reserve the right to re-open, re-advertise, delay or cancel filling this position. If additional positions become available in this classification, applications received in response to this posting may be considered for those additional positions for up to 90 days after final board approval.
HR Contact Information:	Southwestern Community College Human Resources (Room 1670) 900 Otay Lakes Road Chula Vista, CA 91910 www.swccd.edu (619) 482-6395

Works Cited

"Global Recruiting Trends 2016." LinkedIn. LinkedIn, 18 Oct. 2015. Web. 15 July 2016. <https://business.linkedin.com/>.

Heneman, H.G., Judge, T. and Kammeyer-Mueller, J. Staffing Organizations. 8th ed. New York: McGraw-Hill, 2014. Print.

"How HRIS Recruitment Features Can Improve Hiring Processes." HR Payroll Systems. N.p., 19 Dec. 2015. Web. 15 July 2016. <http://www.hrpayrollsystems.net/how-hris-recruitment-features-can-improve-hiring-processes/>.

"How to Recruit Executive Passive Candidates | Exec.Search Services." BrainWorks. N.p., 17 June 2016. Web. 15 July 2016. <http://www.brainworksinc.com/2016/06/17/passive-executive-recruitment/>.

"Person-Organization Fit." Psychology. N.p., 1 Feb. 2016. Web. 15 July 2016. <http://psychology.iresearchnet.com/industrial-organizational-psychology/recruitment/person-organization-fit/>.

"Recruiting Internally and Externally." Society for Human Resource Management. N.p., 26 Oct. 2016. Web. 15 July 2016. <https://www.shrm.org/ResourcesAndTools/tools-and-samples/toolkits/Pages/recruitinginternallyandexternally.aspx>.