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Hiring Recommendation Memo

To: The Human Resource Manager

From: HR Consultant

Date: September 27, 2017

Subject: How to Ensure Efficiency in Hiring and Retention

Given that this organization has grown tremendously and our sales have skyrocketed over the years, it is now time to hire more workforce to enable the organization effectively handle our increasing number of clients. As such, our human resource sector will be obligated to have clear policies and strategies to ensure a successful and most competitive hiring process. In this memo, therefore, I have recommended an up to date hiring process with strategies that will ensure increased efficiency in hiring and retention as well as ensure compliance and consistency in the entire hiring and selection process. I have laid out my strategy in several steps.

· Identifying Position and Evaluating Need

The recruitment process offers an opportunity to human resource to align sets of objectives and initiatives, as well as individual and departmental growth. When a new position is availed, it is important to understand and consider the organization’s strategic goals. Most importantly, you should evaluate the core skills needed at the moment as well as those needed in future (Desai, Lockett & Paton, 2017). As well, conducting a job analysis if the job is new to the department will assist in identifying the gaps.

· Develop Position Description

This step is the backbone of a successful hiring process. The step is where appropriate interview questions should be developed, as well as generating reference check questions and interview evaluations. The position description should be well written. Before developing the job description, the recruitment team must identify:

· The comprehensive information

· The position goal

· The essential roles

· The minimum qualifications

· The approved qualifications

· Develop Recruitment Plan

All vacancies require a documented recruitment strategy, which should be ratified by the organization unit. A well-designed recruitment plan maps out the technique for attracting and recruiting candidates with best qualifications. As well, the recruitment plan should ensure a diverse applicant position including women as well as underrepresented groups, like veterans and people with disabilities (Leung, 2016). An ideal recruitment plan should include elements such as;

· posting time

· employment objectives

· supplementary advertising resources

· diversity agencies

· Resume banks

· Select Search Committee

The purpose of a selection committee is to ensure that applicants picked out for the interview as well as final decisions are evaluated by several individuals to diminish any chances of personal bias. The recruitment team will identify members with direct and indirect interaction with the applicant in the workplace. Each team member should take part in appointing a selection committee comprising of a diverse cross-section of the staff. The appointed member of the committee should be considered as the Affirmative and Compliance Liaison, whose job will be monitoring the affirmative action features of the search team.

Women, as well as the underrepresented, should be allowed equal opportunities and the committee should make special efforts to encourage them. Sectors that lack diversity in their staff should consider including staff from other sectors in the selecting committees or generate other options that diversify the committee’s perspective. For vacancies that require frequent hiring by a search committee, the search committee representatives should be altered frequently to diminish chances of collective bias.

· Post Position and Implement Recruitment Plan

Upon completion of the position description, the position can be made public on the organization’s career website. The post should be accurate on the job description as well as posting text. Changing the position’s elements after posting may be inconvenient as it may impact the applicant pool.

· Review Applicants and Develop Shortlist

After posting the position, suitable candidates will apply through the organization’s job board. They may be required to fill an electronic application form for the available positions. As well, some position may require uploading of resumes and cover letters. The select committee members should each review each application and evaluate them to avoid potential biases. Each of the members may then comment on the applications about how they meet the minimum requirements. Once all the applicants have been reviewed, the Chair or the Chair's Associate will review all the comments and come up with a shortlist. The shortlist should then be forwarded to the Human Resource Board for approval. As such, the board must ensure sufficient representation of a diverse application pool and once approved, the candidates may be contacted to attend interviews.

· Conduct Interview

The interview presents an opportunity for the employer and potential employee to interact. A thorough interview process must then be conducted, engaging all the necessary data for proper evaluation of abilities and skills (Fink, 2011).

· Select Hire

Upon conducting the interviews, the committee will arrange a meeting to discuss the interviewed candidates. The members will be required to assess the extent to which each interviewee meets the selection criteria. The evaluation tool of the search committee will assist in justifying selections and make them as objective as possible. A proper documentation that demonstrates the selection decision should comply with the organization’s requirements. The best candidate:

· Should be chosen by merits

· Should help carry out the organization's mission and objectives

Conclusion

By following the above-recommended steps of the hiring process, I believe our organization will have met the required criteria of an ideal hiring process. These recommendations will help the organization hire a diverse as well as the best applicants into its workforce. As such, we will have met the global criteria of the hiring mechanism, giving us an uncontested competitive advantage. As well, the organization will have followed the organizational code of ethics, whereby we will hire the best-qualified candidates without bias.

Running head: HIRING RECOMMENDATION MEMO PAGE 1

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References

Desai, M., Lockett, A., & Paton, D. (2017). Information Asymmetries in the Hiring Process and the Risk of New Leader Dismissal: Insights from English Premier League Soccer Organizations. British Journal Of Management. http://dx.doi.org/10.1111/1467-8551.12210

Fink, S. (2011). From guess to process: A systematic approach to hiring and retention. Employment Relations Today, 38(3), 11-18. http://dx.doi.org/10.1002/ert.20350

Leung, M. (2016). Learning to Hire? Hiring as a Dynamic Experiential Process in an Online Market for Contract Labor. SSRN Electronic Journal. http://dx.doi.org/10.2139/ssrn.2833666