The Selection Process

MBA 533 – Human Resource in Management – HR Project

 

Motors and More Human Resources Plan

Recruitment and Retention Plan

John Guckian, Eric Thornburg, Tia Bailey, Amber Moore

5/19/2018

 

 

 

 

“The following Human Resources Plan (HR) examines the framework and guidelines for the application of HR to Motors and More. Comprehensive descriptions of strategy, design, compensation, training, and the future of HR in our organization are included to define our HR thought process and planning.”

 

 

 

The Selection Process

 

The company is considering hiring additional 100 employees following the increased demand for motors. Marketing and sales will receive the largest share of the total new employees to be hired. The department of marketing and sales will therefore receive 50 employees. This is 50% of the total employees to be hired. Marketing has priority and a higher number of new employees because it is considered the most essential department for the growth of the company particularly in terms of sales. The sustainability and competitiveness of the company depends on the ability of the company to make better sales, which will in turn enhance its profitability. Sales and marketing department is considered important in reaching out to customers, creating and expanding market for the company. The notable steps of the selection process include “screening applications and résumés; reviewing and testing work samples; interviewing candidates; checking references and background; and making a selection” (McCain, 2009).

 

The company believes that its future significantly depends on how best it can market itself in a competitive market. Despite being an essential department in the company, the department is highly affected by employee turnovers. Approximately six employees terminate their employment in this department every year. It is believed that the nature of the work associated with this department is very tiresome that some employees burnout.

 

Manufacturing department will receive 30 employees. This number of employees is considered effective because of the low turnover rate of employees witnessed in this department. It is approximated that only three employees are likely to quit every year. Most of the employees who quit from this department majorly term poor work environment as their drive.

 

Customer service will receive the last 20 new employees. This department records turnover of approximately four employees. Unlike other departments where turnover is voluntarily and due to personal decision, in the department of customer care, employees who leave are fired due to poor relationships and client management.

 

During the recruitment process, panel interviewing will be used. This involves bringing a team of experts who will assess the candidates on various skills and grade them in terms of performance.

Skills testing will be used as a basis for selection. Structured interviews will be used as selection tools. Each member of the interview panel will have specific questions to ask and will touch on important skills and knowledge required for specific job. Each question will be awarded marks and the person who scores the highest will be considered the best candidate. Overall, it is important to “develop strategies to recruit the appropriate applicants and include sources and tools used for recruiting and selection”

(McCain, 2009).

 

 

Turnover equation

TR= (T/ ((0=E)/2)) ×100

TR= (15/ ((216=201)/2)) ×100

 

Turnover voluntary reasons

Some employees voluntarily leave the company. These employees have desire to pursue personal interest as well as search for greener pasture as their reasons.

 

 

 

 

Turnover chart

Diagram 1. (Employment, 2010)

Equal Pay

The company acknowledges that pay is one of the important factors of motivation and relationship at work. The company will adhere to the payments structure provided by the ministry of labor. Each employee will be paid based on their job group. This means that all employees in each particular job group will get equal pay. No employee will be discriminated upon when it comes to payments. Some of the important aspects to consider include, “Is there enough difference between the positions to warrant a “supervisor” job classification and not “manager” job classification?” Additional aspects include, “If job responsibilities (such as outbound sales) expand, will the job classification difference still be warranted?” (McCain, 2009).

 

Sex Discrimination

Discrimination based on sex is illegal and therefore will be treated by the company as such. The company is an equal opportunity employer and therefore will not hire based on gender. It is however in the interests of the company to promote gender equity and achieve gender representativeness in its workforce. Both genders will be encouraged to apply for the available positions but selection of the preferred candidate will be based on qualifications.

 

Racial/Ethnic Discrimination

The company will not engage in any kind of discrimination based on the racial background while hiring. The company will employ a policy that will promote equal competitiveness. It is in the interest of the family to have a culturally diverse workforce; consideration will therefore be given equally across different racial backgrounds. According to McCain, some of the notable to consider include, was gender a factor in the hiring decision? Is stereotyping occurring? Notably this is important as McCain states, “lack of inclusion may lead to discrimination allegations” (McCain, 2009).

 

Benefits of Retention

In order to retain employees, the company will first aim at improving working conditions of the employees. This will include ensuring employee safety while in the company and providing medical cover. Additionally, the company will also employ motivation as a technique of retaining employees. Employees will be rewarded on different issues including good performance. The company will also encourage professional growth of employees by providing on job education programs for employees to further their knowledge. McCain states that “retention strategies include good management, developing clear career paths, ensuring competitive total compensation, providing recognition/rewards and providing comprehensive employee orientation” (McCain, 2009).

 

Retention of employees will have significant impact to the company. Retention of employees will save the organization from the cost of continuous recruitment. Recruitment is just the initial process, once the organization has identified the right person, the organization is required to offer sufficient training for the individual so as to enhance their productivity and ensure their maximal contribution to the company.

 

Another cost that cannot be overlooked is the cost of integrating the new employee (Briggs and Kenga, 1999). Other than simply providing computers and ergonomically designed seat, the company is also likely to incur the cost of software, physical space and other special equipment that the employee will require to deliver. Retaining employees therefore will save the company from incurring such cost.

 

Retention of employees will help in improving the productivity and the general output of the company in various ways. To begin with, employee retention will help improve productivity of the company through experienced employees. The longer the employees work in the organization, the more experienced they become. This group of experienced employees will be in a better position to effectively promote the brand of the company. They will also be in best position to mentor and train others. This will enhance good results in terms of business.

 

Retention of employees will also help in improving productivity of the company through promoting loyalty of the employees. Long serving employees are likely to be loyal to the organization. These employees will deeply believe in the business and desire the best for the company and will deliver maximally thus promoting the growth of the company (Briggs and Kenga, 1999). Besides, “one may also try to determine which recruiting sources provide higher-quality applicants” (McCain, 2009). Significantly, employee retention can be determined by the yield ratio. “The yield ratio is the comparison of the number of candidates at one stage in the recruiting process to the number of candidates at another stage” (McCain, 2009).

 

It is also true that employee retention will help in improving productivity of the company through attracting highly qualified employees. Employees tend to look for opportunities in organization, which assure them of their job security. By retaining employees, the company will be creating an image that assures employees job security. This will therefore attract highly qualified professionals who would want to work with reliable company. These employees will in turn help in promoting productivity of the company through their skills and knowledge.

 

Retention of employees will also help in promoting good workplace culture of the company. A working place culture with high employee turnover is likely to demoralize employees. It can drive the perception that employees are replaceable resources. Retention of people therefore will lead to self-motivated and happy employees.

 

Assessing the effectiveness of recruiting efforts

Two approaches will be employed in assessing the effectiveness of the recruitment efforts. To begin with, goals will be set for workforce management. These goals will include improved employee retention, increase in productivity reduction of errors, improvement in customer satisfaction and absenteeism. The current levels of performance in each of the above areas will be developed to get a benchmark, which will be employed to compare with the results obtained after hiring. According to McCain, “there are a number of ways to assess effectiveness of recruiting efforts. One way is to calculate costs per hire. To calculate costs per hire, add total recruiting costs and divide by the number of candidates hired” (McCain, 2009).

 

The second approach will also be employed to assess the effectiveness of recruitment process through creating, administering and reviewing employees survey which will gather the feedback of employees and their expectation when they got hired and if they think that the company has as kept it promises. Employees who do not believe that the company has kept its promise will be asked about what they were promised and what is not achieved. This will require one-on- one interview with the employees.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

References

Briggs, S. &Kenga, W. (1999) Integrating human resource strategy and strategic planning to achieve

business excellence. Total Quality Management. Jul99, Vol. 10 (Issue 4), p447.

http://web.b.ebscohost.com.saintleo.idm.oclc.org/ehost/detail/detail?vid=5&sid=5a364a18-9ed7-4f5f-9e54-3d22a95b89b0%40sessionmgr120&bdata=JnNpdGU9ZWhvc3QtbGl2ZSZzY29wZT1zaXRl#AN=2202446&db=a9h

Employment in Europe 2010 – EU.” Social Protection Statistics – Unemployment Benefits – Statistics Explained, ec.europa.eu/employment_social/eie/chap3-2_en.html.

 

McCain, D. (2009). Motors and More, Inc.: A progressive HR case study. Society for Human Resource

Management, pp. 1-27.

 

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