Recruiting ideal candidates is of vital importance, whether we are looking to fill a top executive position or an entry-level one. Staff planning is an organized process to ensure that our company has the right number of people with the right skills to fulfill business needs. We must take into account internal and external changes and must integrate HR planning with the company’s business plan. To find the best candidates, we must build and follow an effective recruitment plan. The key is to come up with an air-tight recruiting strategy and measure its success using the right metrics.

Overview

 

The Human Resource Department of Human Solutions Software, Inc. is pleased to submit this proposal for recruiting and staffing in achieving its goals for improving recruiting strategy by recruitment, cost and metric support for our staffing and growth needs.

Recruitment Approaches

 

Internal Recruitment – An internal recruitment strategy is characterized by promoting employees from within an organization to fill upcoming positions. Many businesses use such devices as job posting boards, email flashes, intranet posts and fliers to advise existing employees of positions they may compete for. This recruitment may be in the form of creating and shuffling temporary teams to fill certain tasks or may be permanent changes. Internal recruitment may be primarily horizontal or it may be for promotions in which the promoted employee's former position may not be filled.

 

Methods of Internal Recruitment:

 

·    1) Selecting top talents within an organization to higher level

·    2) Promotions

·    3) Internal Advertisement

·    4) Temporary employees to contractual period

·    5) Contract employees to temporary

·    6) Temporary employees to permanent

·    7) Retired employees for freelancer position

 

Advantage of Internal Recruitment

 

·    1) Easiest

·    2) Less time consuming

·    3) No deep interview required

·    4) Promoting to high position increases identity of employees thereby long stay in the company.

·    5) Competition among employees to occupy high level when co-employee gets promoted.

·     

Disadvantage of Internal Recruitment

 

·    1) Discrimination may exist in respective to caste, language, religion for promotion.

·    2) Dissatisfied co-employee may quit the position because of jealous or partiality

·    3) No opportunities for external employees.

·    4) Lack of innovative

 

Externally Recruitment - An external recruitment strategy is one which a human resources department will thoroughly search the employee pool outside its own employees to fill positions. Many businesses will use advertisements in newspapers, job search websites, job fairs and referrals from current employees to fill positions. Some companies will utilize a temporary employee agency to fill positions that can be completed quickly and with less company-specific skill required to complete the desired task. Other businesses will use headhunters or hiring consultants to seek, screen and deliver employees for a fee.

 

Sources of External Recruitment:

 

·    Job portals.

·    Social media recruitment.

·    Newspaper Ads and Magazines

·    Website.

·    Campus recruitment.

·    Direct Walk In.

·    Recruitment agencies.

·    Internal employee referrals.

 

Advantage of External Recruitment

 

·    Create new opportunities for job seekers and experience employees.

·    Branding increases externally.

·    More applicants from external employees resulting pool of rich source of candidates of unique employees.

·    Increases business strategy because external candidates of unique skills can take business to extra mile.

·    Ability to recruit the candidates with special skills employer need.

·    New innovative ideas and improvement.

·    High productivity

 

Disadvantage of External Recruitment

 

·     More time consuming

·     High cost

·    Sourcing quality profiles becomes difficult

·    External candidates ask for more salary and benefits

·    Candidates may quit the job within short period if uncomfortable.

 

Selection Approaches

Proper selection of a new employee plays a vital role in the success of our company. It is the most crucial step in the hiring process. The key elements in selecting the correct employee is to determine the skills needed to perform the job and select based on the job analysis, description and specification.

 

 

·     Personalized Recruitment Methods –

The recruitment process is a personalized one. Where you get to know candidates. We like to find out about their life and work histories. We want to know what sort of employees they will make.  We want to be as sure as we can that this will be a relationship that will benefit both of us. Personal selection has long been a basis for choosing workers. It is indeed still pursued in many organizations, one favorite method being to let the chief executive make a final decision using the "school team captain" approach where he or she is allowed to pick who they want from those available.

 

·    Systematic Recruitment Methods:

The systems approach aims to reduce the amount of personal bias in the selection process to a minimum. To do this, a series of laid-down procedures is needed, all interlocking with one another and all leading to the rational selection of the best candidates. There are twelve sub-systems in a normal recruitment drive. They are: the manpower plan (vacancy; numbers; timescale); the job analysis; the job description; the person specification; the marketing; handling the response; shortlisting; assessing candidates; selecting; obtaining references; making an offer; starting new employees.

 

·    Approaches to Selection: The Peacock & the Magpie:

Aesop tells the following fable which illustrates the dangers of the two different recruitment methods. The birds of the forest convened to choose a new king. A number of candidates stepped forward to promote their cause but the favored contender was undoubtedly the peacock. He strode in front of the judges displaying his long tail of brightly-colored feathers. The judges were dazzled and so were the throng of onlookers. Just as the birds were about to crown him king, the magpie spoke up. "Just one moment," he said. "If you were to become our king, how would you defend us against the birds of the mountains such as the eagle and the kite?" There was a long silence. The peacock didn't know how to answer. The judges put their heads together once more and decided not to choose him for their king.

 

·    Approaches to Selection: Both...and -

It is not necessary to make a choice between the highly-personalized approach to recruitment of some organizations and the systems approach of others. You can have both. A personalized approach that is based purely on personal liking will run into problems at some stage because of its disregard for legal, social and ethical requirements. A purely systematic approach that believes in mechanical answers to recruitment ignores gut feeling at its peril. Organizations are more than just logic; they are dynamic systems based on how people feel about each other. The challenge for recruiters is to find a course that incorporates both systematic, fair approaches and gut feeling.

 

Cost/Benefit Analysis

Utilizing internal job posting and employee referrals is less costly in fact may not even cost anything at all. Internal job posting allows us to use readily available sources in our company. Internal job posting only requires that we post the job opening and communicate it through various communication channel such as emails, during meetings or a posting an ad on board in the break area. Employee referral may not cost anything at all but may increase our referrals if we offer an incentive such as a bonus to anyone who refers a successful and qualified candidate.  While online recruitment may cost anywhere between $99 up to $395 a month, we will increase our chances in finding employees. The results are quick and can be readily accessed at any time for our hiring manager to review. Finding the correct candidate will benefit the company more in the long run as it will prevent us from terminating and once again re-hiring new employees, which then can be costly. The cost and benefits of investing into the proper recruitment approach now outweighs the cost of not investing enough as this can result in job vacancies again, re-advertisement of job openings, training and lost-productivity.

Metrics Evaluation

After we implement the new processes, we will evaluate them to ensure that they were cost-effective, timely and, most significantly, that we hired the right employees. Information gathered may be invaluable for further recruiting and to ensure HSS is meeting its goals. There are many metrics to track recruitment results, including the following: Measure the turn-over rate to determine if we have a balance of new employees and experienced staff. Employees leaving in large numbers may indicate that we did not use the right method of recruitment and selection to find the right employee. Measure the cost of turnover – all of the costs associated with replacing a new employee (recruitment costs, selection costs, training costs, etc.). Evaluate the job performance reviews. A good way to measure is to look at the performance evaluations of new employees after the initial 6-month probation period and 1 year anniversary.

 

Solicit employee feedback on what they thought of the recruitment and selection methods. Getting their measurement data will help us make an informed decision. Ask them if the recruitment and selection methods had any effect on their decision whether to accept the position. Positive feedback indicates a measurement of doing it right. Measure the number of days from the vacancy being posted to the time it was filled. Measure the cost per hire and check to see if we stayed within budget. Measure the number and qualifications of the applicants for the position. Measure the time it took for the new employee to get acclimated to the new position. Selection ratios—the number of a group selected as a percentage of the total number recruited.

 

Our Proposal

Our recruitment and selection process needs to change to adapt to the evolution of technology. We will need to start with an organizational needs assessment to define and assess the work environment (Sessa & Campbell); we can analyze the organization’s strengths, weaknesses, goals and trends. The assessment will help us to develop a profile of our ideal candidate and to construct a valid set of questions to use in our interviews. The next step should consist of reviewing the job description. This will help us to define the job postings. This will also help develop our recruitment strategy. Then we can review the recruitment and selection processes that are listed in the cost and benefit analysis.

I recommend that we use all of the methods that I listed. The costs for contracting an assessment center and an executive search firm may be high; however, I feel that the costs are fair trade-offs, considering the level of the positions. Furthermore, we can hire a contingent executive search firm so we do not have to pay any fees unless we hire the candidate. Each tool is an excellent approach. However, if we diversify our methods, we can have a stronger opportunity in hiring an ideal senior level employee.

 

Human Solutions Software has a well-deserved reputation for quality service. However, faced with changes in distribution systems, economic impacts, and limitations that prevent taking full advantage of improvements in Human Solutions Software faces the possibility of decreasing sales revenues due customer perceptions.

We have developed solutions to help businesses stay ahead of customer satisfaction trends and propose that Human Solutions Software implement a new recruitment and staffing solution focused. Our solution easily integrates with a wide range of off-the-shelf solutions and can enable Human Solutions Software to fully realize the benefits of improved productivity throughout the entire company. Most importantly, we provide the training and support for this new solution that ensures your staff can ramp up quickly and realize concrete improvements in sales closure, customer satisfaction, and sales metrics.

 

Conclusion

Recruitment and Selection presented will play a vital-role in selecting our next senior level candidates and entry-level candidates. The proposed approaches will enhance our overall image and increase our employee loyalty, which then can lead to higher productivity. I also, recommend that since our company is growing we must increase our competitive advantage by offering comparable benefits and wages, this will allow us to attract better and more qualified candidates in the end.

Today, our competitors are using a variety of methods to attract the ideal candidate. Since we are a young company and we are projecting that we are going to have more than 200 employees in the next five years, we need to strengthen our recruiting and selection methods for our senior level positions to ensure that we have the right people in place and be at the cutting edge. We can achieve this by implementing all of the methods that I described in my cost/benefit analysis. Hiring the wrong person for the job can be a costly mistake.

 

We look forward to working with the board and supporting your efforts to improve the recruitment and staffing process (investing in the management, training, support services and all recruiting effects). We are confident that we can meet the challenges ahead, and stand ready to partner with you in delivering an effective recruiting solutions.

If you have questions on this proposal, feel free to contact me at your convenience.  We will be in touch with you next week to arrange a follow-up conversation on the proposal.

Thank you for your consideration,

René Seier
Chief of Human Resources

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Bibliography

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Cost-Benefit Analysis: Deciding, Quantitatively, Whether to go Ahead. (n.d.). Retrieved from https://www.mindtools.com/pages/article/newTED_08.htm

Internal Source of Recruitment and External Source of Recruitment. (n.d.). Retrieved from https://headhuntinginrecruitment.blogspot.co.uk/2013/10/recruitment.html

Simmons, L. (n.d.). How to Build a Recruitment Plan. Retrieved from http://smallbusiness.chron.com/build-recruitment-plan-25811.html

Staffing: Planning: How do we develop a staffing plan? (2012, August 31). Retrieved from https://www.shrm.org/templatestools/hrqa/pages/howdowedevelopastaffingplan.aspx