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YANBU UNIVERSITY COLLEGE

MANAGEMENT SCIENCE DEPARTMENT

MGT 490

COOP TRAINING

BACHELOR OF HUMAN RESOURCES MANAGEMENT

DALLAH ALBARAKA HOLDING COMPANY

HUMAN RESOURCES DEPARTMENT

BY: NADA MUFLEH ALHARTHI

12220077

ADVISOR: DOAA ALAMOUDI

DECEMBER, 2017

SUBMISSION PAGE

We have approved this manuscript for submission and presentation as fulfillment of Bachelor of Human Resources Management.

--------------------------------------------- Advisor:

Date:

--------------------------------------------- Examiner 1: Date:

--------------------------------------------- Examiner 2: Date:

--------------------------------------------- Dr Najwa Mordah

Head of MS Department Date:

--------------------------------------------- Ms ELHAM ALQAHTANI

MS Department COOP Coordinator Date:

iii

DECLARATION

I hereby declare that this report is my own work and has been done to fulfil the require-

ments of the COOP training and the MS department, and there is no portion of the work

contained in this report has been submitted in support of any work for any other degree or

qualification of this or any other university or institute of learning.

I further declare that in the event of any infringement of the provision of the YUC rules

and regulation, whether knowingly or unknowingly the university shall not be liable for

the same in any manner whatsoever and undertake to indemnify and keep the university

indemnified against all such claims and actions.

--------------------------------------------------------------------------------

NADA MUFLEH ALHARTHI

12220077

ACKNOWLEDGMENT

As a coronation for my sedulity years at college, I thank Allah for giving me the power

and ability to work hard and reach this stage of my college life. And I would like to thank

my life rocks my parents that have had my back and motivated me to be always on the top

and overcome any obstacle on the way. I gift my graduation to them, it is a blessing that I

am reaching the dream that they could not reach and I see it in their eyes.

I would like to thank my college also for opening the doors for us to reach our dreams and

giving us the opportunity to experience the work life and my advisor Ms. Doaa Alamoudi

for guiding me through my training period.

All the thanking and appreciation for my family, friends, professors and who ever helped

me to reach this stage of my life and get my Bachelor degree.

TABLE OF CONTENTS

SUBMISSION PAGE ......................................................................................................................................... ii

DECLARATION ................................................................................................................................................. iii

ACKNOWLEDGMENT ................................................................................................................................... iv

TABLE OF CONTENTS .................................................................................................................................... v

LIST OF FIGURES ............................................................................................................................................ vi

LIST OF TABLES ............................................................................................................................................. vii

1.0 EXECUTIVE SUMMARY ..................................................................................................................... 2

2.0 CONTRIBUTION ...................................................................................................................................... 4

2.1 INTRODUCTION ....................................................................................................... 4

2.2 DESCRIPTION OF THE PROBLEM/ CHALLENGE ........................................... 4

2.3 LITERATURE REVIEW ........................................................................................... 5

2.4.1 Cause and Effect Diagram (Fishbone) .................................................................... 8

2.5 RESEARCH OBJECTIVES ..................................................................................... 11

2.6 DESCRIPTION OF THE PROPOSED SOLUTION ............................................. 11

2.8 IMPLEMENTATION ............................................................................................... 17

3.0 CONCLUSION .......................................................................................................................................... 20

3.1 SKILLS AND EXPERIENCES GAINED ............................................................... 21

3.2 LIMITATION AND RECOMMENDATIONS ....................................................... 21

REFERENCES .................................................................................................................................................. 24

APPENDICES ................................................................................................................................................... 26

APPENDIX A: Initial Report and Progress Reports ....................................................................... 27

APPENDIX B: Organization and Department Structure Hierarchy ....................................... 27

APPENDIX C: MAJOR TASKS AT THE COMPENY ................................................................. 35

APPENDIX D: Interview Script ................................................................................................................ 47

LIST OF FIGURES

Figure 2.1 Cause and Effect Diagram…………………………………………………9

Figure 2.2 Types of Assessment Tests………………………………………………..13

vii

LIST OF TABLES

Table 2.1 Assessment Tests Types .............................................................................. 23

Table 2.2 Action Plan for Improving the Recruitment Process ................................... 26

Table 2.2 Action Plan for Improving the I-Recruitment System ................................... 2

1.0 EXECUTIVE SUMMARY

This coop training report was prepared during the 171 semester of 2017 for a

period of fourteen weeks, starting from September 25th, to December 28th. It has been pre-

pared for fulfilling the graduation requirements of the Human Resources Management ma-

jor of the Management Science department at Yanbu University College. The training pro-

gram was held at Dallah Albaraka Holding Company in Jeddah under the Human Re-

sources Department.

Dallah Albaraka Holding Company is a multinational\multisector corporation that is based

in Jeddah, Kingdom of Saudi Arabia. It was found back in 1969 in Riyadh by Sheikh Saleh

Kamel. The company evolved over 40 years to become a multinational corporation that

operates in over 40 countries around the world. Dallah Albaraka operation fields are

healthcare, Investment, food services, media, operation and services, transportation, finan-

cial services and real estate. For more information, please refer to the Organization’s

Structure Hierarchy (Appendix A).

The department the trainee was assigned to is the General Directorate of Human Resources

Management. This department consists of five sections, which are Training and develop-

ment, Recruitment, Employee Relations, Government Relations, and Organization Devel-

opment. For more information, please refer to the Human Resources Department’s Struc-

ture Hierarchy (Appendix A).

The trainee was assigned to the position of HR Specialist where the trainee performed

roles and responsibilities under two sections of the Human Resources department, which

are Training & Development and Recruitment. At first, she was working at the Training

and Development section as a training specialist where the HR trainees were responsible

for handling all the interns’ arrangements such as weekly meetings, collecting documents,

arranging for workshops, and being the point of contact between all the interns at the com-

pany and the supervisor. The HR trainees also had the responsibility of taking care of the

training areas’ arrangements if there are any events.

After that, the trainee was assigned to the recruitment department where she worked as the

head of the section’s assistant. This position included working with other sections of the

department, which are training and development, employee relations, and government rela-

tions. In addition to being the point of contact between the recruitment section of the hu-

man resources department and the Information support systems departments to arrange the

workflow between them. For more information, refer to Progress Report (Appendix B).

The trainee has performed many tasks during the training period. Below are the major

tasks the trainee has performed:

Follow Up with Companies, Employment Contracts, Job Post, Organizational Hierarchy

Adjustment, Preparing Formal Letters, Trainees’ Mid Evaluation Criteria, Leading HR

Team, Handling the Interns’ Documents, New Trainees’ Batch Preparations, Interview.

For more information, refer to Major Tasks at the Company (Appendix C).

Executive the be will section first the where sections, three of consists report This

The conclusion. the is third the and chapter, Contribution the is one second the Summary,

background company’s the introduction, the cover will section Summary Executive

trainee, the by performed tasks the trainee, the of responsibilities and roles the information,

second The workplace. the at done has trainee the contribution the of description a and

find to aims It training. op-co the of purpose major the is which contribution, the is section

a as it for solution a propose and major trainee’s the to related workplace the in problem a

of while a after Therefore, training. is trainee the which at company the at contribution

the ,section recruitment the from employees with interviews and meetings observation,

using are they techniques selection and recruitment the that out figure to able was trainee

and costs between match desired the guarantee to enough effective not are company the at

and supervisor panycom advisor, academic the consulting after Moreover, benefits.

will solution proposed the of implementation effective the that agreed all they mentor,

more For saving. cost and effectiveness the to contribute and benefits tremendous provide

the of study the support that riestheo contains section The 2. section to refer information,

the implement to plan action an and solution proposed problem, the of analysis report,

which conclusion, the is section third the Moreover, workplace. the at solution proposed

workplace the improving for commendationsre and suggestions trainee’s the contain will

.Company the at program training the throughout gained experiences and skills the and

2.0 CONTRIBUTION

2.1 INTRODUCTION

As a main part of the co-op training program, the trainee has to identify a problem or a

challenge that is affecting the organization’s work or employees. Then provide a realistic

solution to that problem as a contribution to fulfill the graduation requirements. This chap-

ter will cover the contribution done by the trainee at Dallah Albaraka Holding Company.

The report is based on analyzing the existing problems at the company, proposed solution

to the problem, and finally suggesting an action plan for the proposed solution.

2.2 DESCRIPTION OF THE PROBLEM/ CHALLENGE

The problem the Human Resources Management department is facing at Dallah Albaraka

Holding Company is the poor recruitment and selection practices they are using. The com-

pany is implementing a cost cutting strategy. A cost cutting strategy is used by companies

to reduce expenses and increase profitability. Cost cutting strategies may include laying off

employees, reducing employee pay, switching to a less expensive employee health insur-

ance program, downsizing to a smaller office, lowering monthly bills, changing hours of

service and restructuring debt (Investopedia staff, 2010). This cost cutting strategy is limit-

ing the ability of the Human Resources Department at Dallah Albaraka from investing in

the Recruitment and Selection process to enhance its effectiveness. In addition to limiting

the ability of providing the employees with the training they need.

Therefore, with the insufficient selection techniques employees are being misplaced and

sometimes those employees who are hired are not qualified enough. The trainee noticed

that many employees are not contributing to the strategy implementation at their depart-

ments and the company as a whole by wasting time and not following processes properly.

These issues are costing the company resources and holding it back. In addition to the in-

creasing turnover rate that this problem is causing. The lack of time and work force is

holding the company back and preventing the current employees from acknowledging the

causes and effects of the problems they are facing and designing suitable solutions.

The trainee noticed that there is a problem with the current recruitment process at Dallah

Albaraka from the second week of training. When the training and development section at

the company arranged several orientation sessions for the trainees to get an idea on the

Human Resources sections and get to know how each section works.

During the orientation session with the recruitment specialist about the recruitment section,

it was clear that the current recruitment process at the company has several issues. One of

the main issues that the trainee proposed a solution for, is the lack of assessment of candi-

dates. When a candidate applies for a job at Dallah Albaraka, the recruitment department

do not conduct any assessment tests for the new hire. The process goes directly from re-

viewing resumes to interviews and then issuing job offers and contract if the candidate

passes the interview. This lack of assessment is costing the company time and money in

several areas, such as when a candidate has limited job related knowledge, the candidate

has low cognitive ability, the candidate has no enthusiasm for work, or the candidate lack

some behavioral and technical skills. All these attributes will have negative effects on the

workflow of any organization, such as delay of work, additional training costs, incomplete

tasks, and costs of replacing the employee. Furthermore, it does not only affect the compa-

ny, but it also affects the employee negatively. When an employee is at a position where

they have limited knowledge, and do not know how to conduct their work, they will be

concerned about losing their jobs and will not have enough confidence to conduct work.

These effects on the employees will prevent them from having the peace of mind and

eventually this will lead to increasing the employee turnover rate which means more cost

to the company. Some of the negative effects of this problem that the trainee noticed at the

company are high turnover rate, difference between expected outcomes and actual out-

comes, low productivity rate and delay in completing work. Therefore, assessing candi-

dates’ knowledge, skills and abilities is an important part of the selection process at any

company and many organizations do not acknowledge the negative effects of skipping it.

The following cause and effect diagram (fishbone) clarifies the problem.

2.3 LITERATURE REVIEW

In today’s competitive business world, effective recruitment acts as a potential source of

competitive advantage for any organization to prove its position in the market. An effec-

tive recruitment and selection approach helps the company to compete for talented human

resources. In order to have effective recruitment and selection approaches, an organization

must analyze the current market processes and design a recruitment process that produce

the highest qualified pool of candidates to guarantee effective strategy implementation and

cost saving. By implementing effective recruitment and selection process, the company

will be able to attract competent and qualified candidates, ensure high retention rates when

the right people are in the right positions that fit their capabilities, and ensure the match

between costs and benefits. Furthermore, since work performance and effective results

mostly depends on individuals, then organizations must make sure they are hiring the right

people for the right positions to get the expected benefits. That what makes assessing can-

didates’ knowledge, skills and abilities a curtail part of the selection process that contrib-

utes to organizations’ effectiveness. Below are the research papers and theories that were

reviewed to conduct this project.

Flippo (2007) defines recruitment and selection process as “A process of searching for

prospective employees and stimulating and encouraging them to apply for jobs in an or-

ganization.” (Flippo, 2007). In simpler terms, recruitment and selection are concurrent

processes and are invalid without each other. They significantly differ from each other and

are essential elements of the organization. It helps in determining the potential and capabil-

ities of applicants for organizational vacancies. It is a link between the jobs and those seek-

ing jobs.

Employee recruitment forms a major part of an organization’s overall resourcing strate-

gies, which identify and secure people needed for the organization to survive and succeed

in the short and medium term. Recruitment practices are defined by Zottoli and Wanous

(2000) as the process of generating applications or applicants for specific positions to be

filled up in the organizations. Employee recruitment practices refer to the process of at-

tracting, screening and selecting qualified people for a position within an organization. Or-

ganizations use these processes to increase the likelihood of hiring individuals who possess

the right skills and abilities to be successful at their jobs through the years; it has been ob-

served that, employee recruitment practices are intrinsically linked to retention. Nankervis

(2002) argues that, employers who employ recruitment practices create positive organiza-

tional reputations and improve their ability to attract workers through incentives and bene-

fits that increase retention success.

Krosten and Jones in this study ensure on the importance of recruitment and selection

techniques and assessment tests. According to Korsten (2003) and Jones et al. (2006),

“Theories of Human Resources Management emphasize the importance of recruitment and

selection process techniques and highlight the benefits of interviews, assessment and psy-

chometric examinations as a part of employees’ selection process. Furthermore, they stated

that recruitment process could be conducted internally, externally or online. Typically, this

process is based on the levels of recruitment policies, job postings and details, advertising,

job application and interviewing process, assessment, decision-making, formal selection

and training” (Korsten 2003).

Balovich (2002) found that in most cases, many candidates apply for jobs while the system

used for short listing is manual and time consuming. Therefore, it becomes a very difficult

and lengthy process to assess each applicant fairly particularly when there is time pressure

and at times when some members of the panel have special interest in some job applicants.

Job vacancies have to be advertised internally and externally through newspapers, which

are widely circulated in order to ensure that all possible job applicants get the opportunity

to apply for the job. The policy provides for the establishment of selection criteria that will

ensure the balance between academic or professional qualifications and other competen-

cies including, talent, experience, track record and future potential (Shangali, 2009).

Adapting effective selection techniques would lower the costs of poor recruitment and se-

lection decisions as in the next study about the effects of poor recruitment and selection

decisions by Mehashwari. Mehashwari et al (2005), states “Poor recruitment and selection

decisions both on the part of the employers and employees usually cause new employees

to leave after a short period in the job. If expectations are raised too high during the re-

cruitment process, it can result in people accepting jobs for which they may be unsuited.

Also, poor recruitment and selection process increases the probability of a poor hire and

this can have a significant impact on the organization financially and non-financially. The

cost associated with employee turnover is huge and this has contributed in making em-

ployee retention a major problem facing employers today. There is therefore the need for

organizations to follow the right recruitment and selection processes to retain their em-

ployees.” This is what happening at Dallah Albaraka, as a result of the low effectiveness of

their election techniques the company is facing problems with their employees. In terms of

the quality of output, lack of basic job requirements, and punctuality which is affecting the

achievement of the department’s objectives, strategy implementation and contributing to

the increase of the turnover rate.

As what Compton and Nankervis (1998) state in their study “the recruitment and selection

of a new employee is a very important function as organizations are finally beginning to

realize that employees are their most important asset. The development of appropriate re-

cruitment and selection process can prevent the costly error of employing the wrong per-

son for a position. Selecting the wrong candidate can cost thousands of dollars in advertis-

ing, interviewing, training, and administrative expenses. Then there is the time lost in the

selection process, disruption to the department due to a position needing to be filled, and

the negative effects on productivity and morale when a new hire performs a job unsuccess-

fully (Shangali, 2009).”

Moreover, according to the Scientific Management Theory by Frederick W. Taylor, he

states that all the elements of management are extension of four main management princi-

pals, which are:

o The development of a true science.

o The scientific selection of the workman.

o The scientific education and development of the workman.

o Intimate and friendly cooperation between the management and the men.

The main idea of this theory is the concept of task allocation. Task allocation is done by

breaking main tasks into smaller and smaller tasks that allows the determination of the so-

lution. When applying this concept of tasks allocation to the recruitment and selection pro-

cess, the screening part will be divided into more steps to have accurate results. These

steps include interviews, matching and several assessment tests to ensure the candidates

and position fit. Therefore, scientific selection will be implemented which will result in

more retention and work effectiveness.

2.3.1 Cause and Effect Diagram (Fishbone)

A cause and effect diagram examines why something happened or might happen by organ-

izing potential causes into smaller categories. It can also be useful for showing relation-

ships between contributing factors. One of the Seven Basic Tools of Quality, it is often re-

ferred to as a fishbone diagram or Ishikawa diagram.

One of the reasons cause & effect diagrams are also called fishbone diagrams is because

the completed diagram ends up looking like a fish's skeleton with the fish head to the right

of the diagram and the bones branching off behind it to the left (Smartdrawcom, 2017).

Refer to figure 2.1.

Figure 2.1 Cause and Effect Diagram

2.4 ANALYSIS OF THE PROBLEM

The trainee used two different research methods to collect data on the problem that is dis-

cussed in the previous section (refer to 2.2). Which are observation and interviews. In ad-

dition to the orientation sessions the training and development department arranged for the

HR trainees to learn about the current processes at the different sections of the Human Re-

sources department at the company.

The research was built based on secondary source of information which is discussed in the

literature review (refer to section 2.3).

The research has also addressed the problem by conducting primary search methods.

Which are as following.

2.4.1. OBSERVATION

During the duration period of the co-op training program, the trainee had several orienta-

tion sessions about the current processes and systems used by the different sections of the

human resources department at the company. In addition to the trainees’ daily work which

was divided between the Recruitment section and the Training and Development section.

That enabled the trainee to observe and analyze the work processes at the HR department

in depth to find an improvement area related to the trainee’s major and propose a solution

for it.

Moreover, the recruitment system at Dallah Albaraka is not working in the meanwhile due

to some technical problems. After interviewing an MIS specialist that works at the Human

resources department and accessing the recruitment system, the trainee found that the sys-

tem is not working due to the invalid link between the financial system and the recruitment

system. Therefore, when an employee leaves the company, his\her vacant position does not

appear on the recruitment system and after three months the position will be removed from

the system and it will be a completely new process to add a new position on the system,

which may not be approved under the current cost cutting strategy at the company. Anoth-

er problem regarding the system is that the candidates’ recruitment site is not active and

the job posts do not appear for the candidates. In addition, the system is not designed to

send notifications to the involved parties whenever the status of the application\task is

changed. Which may affect the workflow smoothness.

2.4.2 INTERVIEWS

The trainee has conducted three interviews with the recruitment specialists and one MIS

specialist who was responsible for the I-Recruitment system to get more insight into the

recruitment process and system, identify the problems they face, and how the turnover rate

is linked to the recruitment techniques. Along with the follow up meetings with the train-

ee’s supervisor and mentor to ensure the project is going in the right direction and provide

the trainee with more information to enhance the research.

The first interview was Ms. Rola Almurahim, a Human Resources Management Specialist

from the Recruitment section. The interview was conducted on Wednesday, the 11th of Oc-

tober at 10 a.m. for 30 minuets. Where the trainee got the chance to discover the basic re-

cruitment process at Dallah Albaraka. The second interview was with Mr. Abdulrahman

Murad, the trainee’s mentor and the head of the Recruitment section at the company. It

was conducted on Thursday the 19th of October at 11 a.m. for one hour. In the second in-

terview, the trainee gained more insight about the recruitment process and system. Special-

ly in the part of selection techniques that are currently used at the company and what other

selection techniques would be beneficial for the company. In addition to discussing the

Recruitment system which is not ready to be used yet. The third interview was with Mr.

Abdullah Aljohani, a Management Information System Specialist who works with the

Human Resources Management Department. It was conducted on Monday the 6th of No-

vember at 1 p.m. for one hour. The interview included some questions about the Recruit-

ment system, what is ready to use and what is not and about ways to improve the system.

After that the trainee had a session with Mr. Abdullah to access and discover the Recruit-

ment system and outline all the areas that need improvements. For more information, refer to the interviews’ script (Appendix D).

2.5 RESEARCH OBJECTIVES

This research was conducted after a while of observation, meetings and interviews. It aims

to assess the improvement areas of the recruitment and selection processes and systems at

Dallah Albaraka Holding Company and propose solutions for them. The research objec-

tives are:

o Identifying the importance of recruitment and selection techniques at organizations.

o Outlining the effects of wrong recruitment practices and the long-term benefits of

investing in these practices on the company.

o Proposing valid solutions for the existing problems at the company.

o Providing recommendations and suggestions for different improvement areas.

2.6 DESCRIPTION OF THE PROPOSED SOLUTION

After presenting the problems to the company’s supervisor and mentor, the trainee is as-

signed to be the point of contact between the Information Support Systems Department

and the Human Resources Management Department. Where she will list all the problems

existing in the I-Recruitment system and give recommendations to improve them. In addi-

tion, as a main contribution the trainee has proposed the solution of designing personality

assessment tests and job-related knowledge test for the administration and financial jobs to

improve the Recruitment and Selection process.

Furthermore, after conducting the three interviews (refer to section2.4), the trainee found

that the first issue that has to be solved lies in the Recruitment process. Where it should be

improved by improving its consistency and adding assessment tests that will contribute to

the long run benefits of the company. In addition, the I-recruitment system has to be im-

proved and the workflow of the work the system needs has to be coordinated well between

the involved workers and departments. Along with developing the system, employees need

adequate training on how to use it.

The second area that needs improvement is the communication between departments. It

has to be enhanced to ensure that the objectives of any new project will be met on the

specified time. To make this happen, a project manager should be hired to go further with

the on-hold projects.

Moreover, the manager’s awareness about the performance appraisal importance has to be

developed to facilitate the workflow of the process. Furthermore, to ensure the employees

will give enough effort to meet the standards of work, the performance appraisal need to

be linked with the expected outcome rate for each employee.

The proposed solution will be divided into two parts.

o The first part of the proposed solution is designing assessment tests to ensure hiring

the right fit for the company. Which will have many benefits for the company.

Such as improving the productivity level by ensuring the hired applicants are the

best from the candidate’s pool and will fit the company’s culture and philosophy,

reducing the turnover rate by measuring the candidate’s commitment, enthusiasm

for work and team work skills, reducing the costs of training and rework by hiring

those who possess the required behavioral and technical skills for the job and re-

ducing the costs of replacing the employees and increasing employee retention rate.

The candidates’ assessment is the practice of administering written, oral, or other

tests to determine the suitability or desirability of a job applicant. The premise is

that if scores on a test correlate with job performance, then it is economically use-

ful for the employer to select employees based on scores from that test. (Ipfsio,

2018)

There are many types of jobs assessment tests that assess different aspects of the

applicants’ abilities and personalities. For Dallah Albaraka, a comprehensive per-

sonality assessment tests would be beneficial and facilitate the selection process for

the recruiters. Where these comprehensive tests will make it clear which applicants

fit the job requirements, help in achieving the department’s objectives, fit the or-

ganization’s culture and contribute to its overall strategy implementation. In addi-

tion to job related knowledge test for particular jobs that deal with critical infor-

mation.

Figure 2.2 Types of Assessment Tests

This comprehensive personality assessment tests will contain four types of tests.

The first one is the numerical reasoning test. The numerical reasoning test

measures the candidate’s ability to interpret, analyze and draw logical conclusions

based on numerical data presented in graphs and tables. It is not designed to meas-

ure the candidate’s mathematical ability but their ability to use numerical data as a

tool to make reasoned decisions and solve problems (Psychometricinstitute.com.au,

2017). The second test is the verbal reasoning. It measures the candidate’s under-

standing of concepts framed in words within the use of reasoning. Such tests evalu-

ate the candidate’s ability to think constructively and do not rely on the language

fluency or vocabulary recognition. In addition, understanding the vocabulary and

phrasing used is not enough when it comes to verbal reasoning, although it is still

necessary (Jobtestprepco.uk, 2017). The third test is the career test. Career assess-

ments allow candidates to determine career goals, interests and long-term objec-

tives. By evaluating a variety of personality and occupational traits, the tests can

accurately suggest compatible career options. This will show weather the position

is suitable for the candidate or not. Along with the interview and the other tests

(Learnorg, 2017). And the forth assessment test is the cognitive ability test. These

tests are designed to measure the candidate’s intelligence and mental ability. Some

of the specific areas measured by cognitive ability tests include problem-solving,

verbal ability, numerical ability, reasoning, memory, and general intelligence (Op-

Types of Assessment Tests

Comprehensive Per- sonality Assessment

Tests

Job Related Knowledge Tests

Numerical Reasoning

Verbal Reasoning

Career Test

Cognitive Ability

Administra- tion Jobs

Financial Jobs

mgov, 2017). These four types of tests together with the interviews will ensure the

company finds the right fit and eliminate the negative effects of the lack of effec-

tive selection techniques.

Finally, the job-related knowledge test would be for the administration and finan-

cial positions since these positions require specific technical skills and deals with

critical information. These job-related knowledge tests will test the candidates’

formal writing skills, the use of Microsoft office programs skills such as Excel, Vi-

sio, and Project, the understanding and use of financial processes and techniques

and other technical aspects related to each job. This will save the company the cost

and time of training the employees for the basic job requirements.

The following table lists all the proposed assessment tests:

Table 2.1 Proposed Assessment Tests

# Test Assessment Type

Description Benefit

1 Reasoning Numerical Measures the candidate’s ability to interpret, analyze

and draw logical conclusions

based on numerical data pre-

sented in graphs and tables.

Identify the candidates’

ability to use numerical da-

ta as a tool to make rea-

soned decisions and solve

problems.

2 Verbal Reasoning Measures the candidate’s

understanding of concepts

framed in words within the

use of reasoning.

Evaluates the candidate’s

ability to think construc-

tively

3 Career test Allows candidates to deter-

mine career goals, interests

and long-term objectives by

evaluating a variety of per-

sonality and occupational

traits, the tests can accurate-

ly suggest compatible career

options.

Shows weather the position

is suitable for the candidate

or not along with the other

tests and interviews results.

4 Cognitive Ability Measures the candidate’s

intelligence and mental abil-

ity

Identify the candidate’s

problem-solving, verbal

ability, numerical ability,

reasoning, memory, and

general intelligence.

5 Job Related Knowledge Tests

Measure the candidate’s

knowledge, skills, and abili-

ties related to specific posi-

tions such as Financial posi-

tions.

Identify whether the candi-

date had the basic job re-

quirements and save the

company the time and cost

of training new hires.

o The second part of the solution is improving the recruitment process and system to

ensure it produces the desired output. In addition to adding the main part of the so-

lution which is the assessment tests to the system, outlining the improvement areas

in the system and implementing the improvements will save time and effort of con-

ducting the work manually for the recruitment specialists. In addition, the quality

of the recruitment section work will be improved since that automating the Re-

cruitment process will improve its consistency by following the same steps each

time the recruitment process is conducted.

Currently, the I-Recruitment system is not useable and needs many improvements

to be valid and produce the desired outcome. The following steps describes how it

is supposed to work after it is improved by the Information Support Systems de-

partment. Usually the first step on the I-recruitment system is either when the re-

cruitment specialists add the vacant positions to post them after analyzing the de-

partments’ needs, or when the other departments’ heads request for a job or update

a job vacancy on the I-recruitment system. For the second case, once the position is

requested, the recruitment specialists will check the requirements to approve the

request. Then, if the recruitment specialist approves the job request, it will go to the

head of the human resources department to give his approval. After that, since the

I-recruitment system will be linked to Hyperion which is the financial system at

Dallah Albaraka Holding Company the request will be automatically forwarded to

the finance specialists to check if there is enough budget for a new hire and ap-

prove it. Whenever it is approved by the finance department it will be ready to be

posted on the candidates site. Therefore, the main job requester will be notified that

it is approved from all the stakeholders and once they click on "post the job" but-

ton, it will be directly posted on the candidates site and other recruitment sites that

the company has contracts with such as bayt.com.

The next step is for the candidates. Where they will go on the system, fill the appli-

cation form, upload their resumes and wait until the recruitment specialist check

them. If they are a good fit, the recruitment specialist will move them to the next

step of the process. Where they will be notified by an email that they passed the

first step of the process. This same email will include a link that will take them to

the assessment tests on the same system or they can do it manually where they will

enter the website and the assessment tests will be open for them. After filling the

tests, the results will appear for the recruitment specialists to decide either schedule

an interview for the candidate on the same site’s calendar, or reject them. In both of

the situations, the candidate will be automatically notified by an email about their

application status.

After completing the previous steps and conducting the interview, if the candidate

is accepted, the recruitment section will check with the candidates’ direct manager

if he\she need to conduct a technical interview with them. Then, the recruitment

specialists will create their job offers and issue the contract. And by this stage, the

application will go to the employee relations section of the HR department to add

the new hire to the company’s systems.

Suggested improvements for the I-recruitment system:

o Update the managers’ job requests online form on the system.

o Validate the link between the I-recruitment system and Hyperion which is the fi-

nancial system.

o Update the candidates’ job site by:

Increasing the resumes uploading capacity since it is too small, checking the data en-

try boxes accuracy, only the company that has the job opening should appear for the

candidate in the company’s name drop list instead of showing all Dallah’s subsidiar-

ies names, the system should send notifications to candidates automatically whenever

their application’s status is updated with direct links included if the status requires the

candidate to go on the site.

o Add the proposed assessment tests on the system and candidates’ site.

2.6.1 Recommendations Related to the Proposed Solution

As what the fishbone diagram showed in the problem analysis section, there is some prob-

lems that are acting as obstacles in the way of implementing the proposed solution to solve

the existing recruitment problems. Which are the lack of communication between depart-

ments which is not allowing the workflow to move smoothly and causing delay in com-

pleting projects, the low recruitment budget which is leaving vacant positions for a long

time and that is why there is no project manager in the company which is the reason why

there are many projects on hold for long time, the insufficient training for employees on

the systems which is making some systems useless in the company such as the support sys-

tem that is existing from a long time and until now the employees do not know how to use

it, and the inconsistency of the procedures followed at the company.

These issues need to be solved to facilitate the workflow in the company, getting work

done faster, improve the quality of outputs, going forward with the on hold projects, and

save the costs of time.

2.8 IMPLEMENTATION

The effective implementation of the proposed solution will lead to increase the level of

employee productivity by ensuring the hired candidates fit the organizations environment

and contribute to the long run effectiveness of it.

Action Plan for Designing and Adding the Assessment Tests to the Recruitment Process:

Table 2.2 Action Plan for Designing and Adding the Assessment Tests to the Recruitment Process

Steps Description Responsibility Duration Total Duration

1 Deciding what are the most beneficial assessment tests for the company by analyzing several things such as the reason behinds the increasing turnover rate, employees’ weaknesses shown in the performance appraisal results, and managers sug- gestions.

The recruitment section specialists

Two weeks Two months

2 Designing the as- sessment tests questions

Recruitment and training specialists

Two weeks

3 Finalizing the as- sessment tests

Recruitment and training specialists

Two weeks

4 Updating the I- recruitment system to add the assess- ment tests after the candidates applica- tion form step

IT specialist and recruitment spe- cialist

One Week

5 Adding the assess- ment tests on the I- recruitment system

IT specialist Three days

6 Testing the validity of the tests

IT and recruitment specialists

One Day

Action Plan for Improving the I-Recruitment System:

Table 2.3 Action Plan for Improving the I-Recruitment System

Step Description Responsibility Duration Total Duration

1 Outlining the im- provement areas in the system

Recruitment and IT specialists

2 weeks 4 months

2 Analyze the current problems

Recruitment and IT specialists

2 weeks

3 Propose solutions to improve the validity of the system

Recruitment and IT specialists

3 weeks

4 Start Implenting the proposed solutions

IT specialists Two months

5 Test the I- recruitment system

Recruitment and IT specialists

One Week

3.0 CONCLUSION

In conclusion, the study of this report was prepared based on the trainee’s findings while

completing the coop-training program at the Human Resources Management Department

of Dallah Albaraka Holding Company. This report analyzes the current recruitment and

selection processes at Dallah Albaraka including the I-Recruitment system at the company.

Dallah Albaraka Holding Company was a great place for the trainee to have the co-op

training program at, whereby the trainee has significantly improved in many behavioral

and technical skills and gained good work experience.

Dallah Albaraka Holding Company is one of the places that cares about their coop training

program plans and design them carefully to help trainees acknowledge their abilities, gain

new skills and experience the real work life. The trainee has gained several skills and expe-

riences during the training period with the help of supervisor, mentor and the HR trainees

team members.

In addition, the trainee had to fill an individual development plan that has four sections.

The first two sections should be filled at the beginning of the training program and then the

other two are updated continuously each two weeks and discussed with the supervisor to

monitor the progress. The first section is to write the skills you need to improve and by

how much percent you expect to improve these skills. The second part is about how you

are planning to improve these skills. The third is who helped you in improving these skills.

and the last part is about what skills you already improved\gained and by how much per-

cent.

This Individual Development Plan has helped the trainee to identify what skills to im-

prove\gain, how and keep track of the progress of the development.

3.1 SKILLS AND EXPERIENCES GAINED

Skills Gained

Time Management Skills, organizational skills, communication and interaction skills, pro-

fessionalism, problem solving skills, leadership skills, business writing skills, use of IT,

working under pressure, business etiquette, creativity and initiative.

Experiences Gained

Interview conducting, contracts making, formal letters, using systems such as Oracle and

E-task.

3.2 LIMITATION AND RECOMMENDATIONS

Limitations

The trainee has faced some challenges during the training period at Dallah Albaraka Hold-

ing Company. These challenges are:

o Microsoft Programs: The trainee did not use to deal with all Microsoft programs a

lot during College study, but at the company, she had to work on Excel, Visio and

project to get the work done. At first, this was a challenge for the trainee to com-

plete tasks without knowing how to use these programs. However, with some in-

structions, online educational videos and practice, the trainee has improved her

skills and gained knowledge on how to use the programs.

o Designing the job post: During the trainees’ training under the Recruitment de-

partment, she has been assigned the task of designing a job post and figuring out an

effective way to advertise about it online. This task was not easy since it is the first

time the trainee is designing a job post and it was 10 positions in one post.

o Accessing the Recruitment System: The HR specialist who worked on the I-

recruitment system of Dallah Albaraka was busy most of the times, the trainee

could not explore the whole system of recruitment due to the lack of time. This was

a limitation since the trainee had to complete the implementation part and submit it

to the academic advisor to correct it and caused a delay in the submission.

o Balance between College’s requirements and the daily work at Dallah: Since the

trainee worked from 8 a.m. to 5 p.m. during the training period and was training

under two sections of the Human Resources Management Department, she had a

lot of tasks to perform for both sections. In addition to having to work on the final

report to submit it on time. The balance between the company’s and College re-

quirements was pressuring.

o Dealing with different personalities: While performing the tasks, the trainee had to

deal with different people with different backgrounds and personalities. Some peo-

ple do not accept working with females and they were involved in tasks so it was

not comfortable to be around them. In addition, the trainee had to call other com-

panies of Dallah’s subsidiaries to request their training programs nomination lists

and the second time was for requesting them to pay their employees’ medical in-

surance expenses. She had to deal with different people while completing these

tasks. Some of them were not polite; others did not answer their phones where the

trainee had to go to their offices in the tower. The tasks took a lot of time that the

supervisor decided to take care of it instead of assigning the trainees to do it.

o Figuring out the right way to conduct work: Since the work environment is differ-

ent from college, the trainee had to figure out the right way to conduct work herself

with general instructions only. At the beginning, it was difficult especially the repe-

tition of work until it is done in the right way but this contributed to the trainees’

skills and quality of work improvement.

Recommandations

o Women Facilities

The floor that the trainee worked at in Dallah Tower did not have women facilities. Where

all the female employees had to go up and down to other floors to use the washroom. Since

there is 9 work hours for them, it would be much better if there are useable facilities at the

same floor for female workers.

o Fixed Break Hour

At Dallah Albaraka Holding Company, there is no fixed break hour. Even though it is 9

hours of work for all the employees, and the Saudi labor law consists that the work should

not exceed 8 hours unless there is a break hour. This has been uncomfortable for the train-

ees and also for the employees. Where they cannot have a fixed lunch or coffee break and

sometimes with the work load they do not have any break during the day. When the trainee

asked several employees at the Human Resources Management Department about what

could be done to improve their working conditions, most of them demanded a fixed break

hour.

o Shared Equipment Room

For the female employees at the Human Resources Management Department, there is one

shared printer in one of the offices that has 4 employees. Therefore, it was clear that the

employees at that office were disturbed whenever someone enters their office to get their

printer documents. They even lock the door sometimes. In addition, there is no copy ma-

chine in the females’ section. The trainee had to go to the men open area to copy docu-

ments which was not comfortable. This has disturbed the workflow several times and it

would be much better if there is a shared equipment room for the female workers.

o Motivating Blue Collar Workers

Though the training period, it was obvious that the blue-collar employees have low moti-

vation. Where the cleaning and tea worker for the department does not do their work and

the employees had to clean their offices them selves. Even the head of the training and de-

velopment section had to clean the training area several times. This has to be given some

attention of the Human Resources specialist to maintain good and comfortable work envi-

ronment for all the employees.

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APPENDICES

APPENDIX A: Organization and Department Structure Hierarchy

APPENDIX B: Initial Report and Progress Reports

o Work Plan

o Initial Report

o Progress Report 1

o Progress Report 2

APPENDIX C: MAJOR TASKS AT THE COMPENY

o Job Description for the HR Interns’ Team Leader

o Co-op Training (Spring 2018) Preperations on Visio & Project.

o Letter of Security

o Interpretation of the Workshop’s Evaluation Forms

o Trainees’ Mid Evaluation Form

o Individual Development Plan Progress Report

o Job Posting

o Contracts

o New Trainees Intake Preparations

o Crestcom’s Leadership Courses for Managers Report

o Workshops’ Preparations

o Trainees’ Certificates

APPENDIX D: Interview Script

o The first interview the trainee conducted with Ms. Rola:

o The second interview with Mr. Abdulrahman:

o The third interview with Mr. Abdullah Aljohani.