GA3MAN03
RECRUITMENT AND SELECTION
INDIVIDUAL ASSIGNMENT
CASE STUDY
“DR. OETKER”
PREPARED BY:
KHAMIS S. SALUM (1173066)
PREPARED FOR:
RINZI P. PHOYA
1. EXECUTIVE SUMMARY
Human Resource Management (HRM) is a strategic, integrated and coherent approach to the employment development and wellbeing of the people working in an organisation (Armstrong, 2010). It is a process that put together a number of activities and responsibilities that contributes towards the better working conditions and practices that allow both employers and employees benefit from the resulted efficiency.
HRM gives rise to numerous activities such as labour forecasting whereby an organisation identifies the need for new staff to cover the organisational needs. In the context of the case study (Dr. Oetker), the company sought to move some of its production from Germany to Lancashire, United Kingdom (UK). This means that the company would’ve not only increase its production capacity, it will also need to recruit the right number of people with the right skills to run the new plant in UK.
Human Resource Planning (HRP) is a process of identifying current and future human resource requirements, developing and implementing plans to meet these requirements and monitoring their overall effectiveness. HRP involves the process of labour forecasting whereby the right number of people with the right skills needed by an organisation is established (Phoya, R. 2016).
Any business organisation that have efficient internal performance frameworks has to conduct HRP frequently and the supply and demand of workforce varies depending on factors such as time period, business financial situation, expansion etc. there are times where the demand for more staff is high and the relative supply of them is in shortage. For instance, in Christmas periods most business organisations experience an increase in business production as consumers tend to spend more during this period. Therefore, due to this reason, they look for more staff with the right skills and knowledge to meet the required demand.
TABLE OF CONTENTS
PAGES
1. EXECUTIVE SUMMARY
1
2. INTRODUCTION
2
3. DOCUMENTATION
3
4. SHORTLISTING
4
5. INTERVIEW
5
6. LEGISLATION
6
7. CONCLUSION
7
8. APPENDICES
8
9. REFERENCE LIST
9
2. INTRODUCTION
Human Resource Management (HRM) is a system put in place to manage people within organisations. All organisations regardless of size and capacity, they all seek optimise their resources to increase productivity and ultimately growing financially. And in order to make this happen, effective and sustainable relationship between organisation and its employees has to be in place. Therefore, an efficient HRM system is very important player in the successes of organisations.
As a department within an organisation, HRM could encompass a number of responsibilities depending on the size of the organisation itself, in relation to the number of people employed. The responsibilities of HRM within an organisation comprise of; resourcing (human resource planning, recruitment and selection, talent and management), human capital management, organisation development, learning and development, employee relation, reward management etc. (Armstrong 2010, p.8).
For the purpose of the case study (Dr. Oetker), this report analyses what the company does/provides in terms of products/services. It also analyses its decision to move its operations to the UK, and the issues it will have to face based on human resources. The report also goes further and explain steps which will be taken in a process to gratify the company’s demand for human resource as a result of expanding to new locations. These steps include the job analysis and how significant this process is to help recruit the right people with the right skills set. The report also highlights a number of documents that are involved during the whole recruitment and selection process. Moreover, this report analyses the current UK laws and regulations that have huge impacts on recruitment and selection of people. These legislations include; Employment Rights Act 1996; Data Protection Act 1998; Equality Act 2010; Health and Safety Act 1974; Equal Pay Act 1970 etc.
Dr. Oetker is a limited partnership company founded in 1891 by August Oetker in Bielefeld Germany. The company offers a variety of food products ranging from frozen pizza, cornflakes, baking powder, pudding and many more (Dr. Oetker, n.d.). The company operates its business activities in more than 40 countries around the world. The company started spreading it operations overseas shortly after they moved to their “newly built factory in Bielefeld” “in 1900”. In 1991, the company expanded and formed new subsidiaries in Europe and in 2007 and 2008 expanded to China, India, Argentina and USA (oetker.co.za, n.d.).
3. DOCUMENTATION
In 2009, Dr. Oetker anticipated a move for some of its production from Germany to Lancashire, UK. Having decided to expand to another country, it is obvious that Dr. Oetker will have a number of jobs and positions to be filled. Therefore, this part will be highlighting the initial three stages that would have been carried out by Dr. Oetker in an attempt to find the required human resource to be working for the newly, UK located branch. However, for the purpose of this report and in the context of Dr. Oetker, this report will henceforth analyse one job role that would be required by the company as a result of its expansion to the UK. The stages are as follows;
1. Job Analysis; this is the initial stage that the HR department would go through. This stage analyses the reasons for the job opening and gathers the detailed information that would help determine the duties and responsibilities of that job so that the right candidate is employed. Therefore, in this context (Dr. Oetker), one of many job roles that would be open for Dr. Oetker would be that of the Management Accountant. Usually, job analysis is performed on three occasions. First, it is done when the organisation is founded; the job analysis is thus initiated for the first time. Second, it is performed when new jobs are created. Third, it is performed when jobs are changed significantly as a result of new technologies, methods, procedures, or systems. Job analysis information is used to prepare both a job descriptions (JD) and a person specifications (PS) (Class Handout, 2016).
2. Job Description; as seen in Appendix 1, the JD summarises the main facts about the Management Accountant role within the company. This document is created after Human Resources specialists at Dr. Oetker had determined and gathered all the information (prerequisites) of the nature of the work environment. This information, as covered by Carysforth et al (2013, p210), includes the type of contract; location the job will be based on; a brief description of the business; purpose of the job and the main tasks; hours of work; salary and the lines of reporting. Therefore, applicants who will be shortlisted (see Section 4) are normally those who have all necessary and essential requirements. For instance, in the JD (Appendix 1), there is a part which says ‘duties’; this is brief information about the responsibilities which a successful candidate will face. This information will help a candidate get a snapshot of what he/she is expected to do and in terms of daily activities being carried out. This gives an opportunity to all potential candidates to self-evaluate and make an informed decision before applying for the job. This document also helps to narrow down the number of unnecessary applications and therefore saves time because only the most qualified candidates will be able to apply.
3. Person Specification (PS); unlike the JD, the PS on the other hand lists essential and desirable qualifications, skills and attributes of the person required for the job. Brunot, T (n.d.) on her article on Chron website entitled “What Do Role Desirables Mean…” wrote that essential requirements on a job description (Appendix 2) highlights the specific knowledge, experience, skills or professional licensing are required to do the job. This means the most qualified candidate for this job would have the highest number of essential requirements on their CVs. Additionally, the successful candidates would also be set apart with several of the desirable requirements. Normally the desirable requirements are not necessarily important in terms of the day to day performance of the tasks. However, they provide an added advantage to whoever possess them. For instance, according to the Appendix 2, it is desirable that a candidate is a qualified Certified Public Accountant (CPA) or a member of the Chartered Institute of Management Accountants (CIMA).
4. Job Advertisement: after the two documents have been created, the next step in recruitment and selection is the advertisement. This could be done either internally; by sending adverts on the company’s intranet or by posting them on the on-site noticeboards and gazette. However, because Dr. Oetker is planning on moving its operations to the UK, it has to comply with the laws of the land i.e. employ a large number of its workforce from within the country to boost employment rate. For that reason, if Dr. Oetker decides to put job adverts internally i.e. on-site notice boards or company’s gazette, the number of applicants with the right requirements and skills will be limited. And moreover, the advert won’t reach the desired population as per foreign investment regulations in terms of human resourcing. The most suitable method of advertising on this instance is external advertising. Applegate, M (n.d.) described this method as a “systematically search” of human resources outside of its “own employee pool”. Therefore, Dr. Oetker will have sent the adverts on newspapers, job search websites and job fairs based on the UK. The most effective and efficient format for this method is online application as candidates will go through a number of automated tests such as situational and psychometric tests to help filtering down the most suitable candidates for the job.
SHORTLISTING
Shortlisting involves objectively assessing each application against the essential and desirable criteria set out in the person specification as seen in Appendix 3 (Recruitment – Shortlisting, 2012). This process normally starts after the recruiting process has ended. All candidates are cross-referenced and assessed according to the essential criterions followed by desirable criteria.
There are numerous ways of assessing the competency and whether candidates meet the criteria specified in the PS in order to smoothen the shortlisting process. One of the methods is by having candidates go through screening tests to determine the level of skills, ability, aptitude and personality of each candidate.
Furthermore, a selection grid could also be used to shortlist suitable candidates on the basis of the essential and desirable criteria. Two or more people panel should preside the shortlisting process to ensure impartiality by selecting candidates according to their merits and not otherwise.
After Dr. Oetker had sent out the job adverts, a number of applications were received and a selection grid was created. In the Appendix 4, all applications were assessed to determine whether they met all the essential criteria. Four candidates (4,6,8 and 10) stood out from the rest in terms of their score on essential criteria. Candidate 4 led with 14 points followed by candidate 10 who scored 13. Candidates 6 and 8 scored 11 points each on this criterion. Because Dr. Oetker needed three candidates to be passed for the interview phase, the 4 candidates had to be further assessed according to the desirable criterion. This time, candidate 4 led the group by getting 8 points from desirables while candidates 8 and 10 matched their scores by getting 6 points each. A selection grid has solved a conflict between to candidates whose scores matched on essential criteria (candidates 6 and 8).
5. INTERVIEW
1. IMPARTIALITY AT THE INTERVIEW.
The next phase after the candidates had been shortlisted by Dr. Oetker, is to invite the successful candidates for an interview. Here, HR specialists for Dr. Oetker get a chance to examine the candidates in person to “elicit facts or statements” (PHOYA, R. 2016). It is also a chance for all successful candidates to display/prove what they have put in their respective CVs. The interview process is important for both parties i.e. employer and candidates. The employer gets a chance to examine “conversational ability often known as people skills, natural enthusiasm or manner of the applicant. Observe how applicant reacts under pressure, queries on comments/details missing from a CV or application form (PHOYA, R. 2016). On the other hand, the candidate gets a chance to learn about the actual working environment for his/her potential employer. However, the HR specialist(s) for Dr. Oetker has to be careful prior, during and after the interview to make sure they stay impartial throughout the process and let the best candidate win by merit.
In order to maintain an impartial interview process, and to provide a fair play ground for all candidates, the following has to be established prior, during and after the interview.
Firstly, prior interview process Dr. Oetker as an employer and with adherence of the Equality Act 2010 (explained further in section 6) have to ask all candidates a question about health and disability “before job offer” (The Government Equalities Office, 2011). The rationale for this is that, Dr. Oetker as an employer has to make sure that all candidates are given a level playing field and everyone is given the same opportunity to present themselves without any inconveniences. This information will allow Dr. Oetker to make reasonable adjustments before candidates are invited for interview. Some of the arrangements could be; allowing start and end times for the interview session; providing recruitment literature in large print for candidates who have optical problems; provide equipment at a reasonable cost and remove all movable barriers like furniture to allow an ease of access to candidates with physical disability.
Secondly, during an interview HR specialist i.e. interviewer(s) for Dr. Oetker have be aware and avoid prejudice and stereotype. Maureen McBride (2015) on her research, “What works to reduce prejudice and discrimination” stated that prejudice “…ranges from instances of overt discrimination…ignoring or excluding certain people or groups, even unwittingly”. In order to make objective judgements on the candidates they need to avoid prejudging candidates on whatever basis.
Furthermore, the interviewer should also avoid halo or horn effect during an interview. The “halo” effect happens when an interviewer lets one strong point about the candidate to dominate or have an influence on everything else. For example, recognising that a candidate is a member of a particular well known family in the country and therefore might be looked upon favorably. Everything this candidate says or does during the interview process is referred back to that point. On the other hand, the “horn” effect is just the opposite of what “hallo” effect has been described of i.e. allowing one weak point to impact everything else (Indiana University, 2016).
2. OPEN AND CLOSED ENDED QUESTIONS.
As explained above an interview is a time where two parties i.e. a candidate and employer meet to get to know each other. In this situation, the interviewer normally compiles a list of closed and open ended questions to as the candidate/interviewee. The closed ended questions normally require a simple informational answer i.e. yes or no. A good example of such questions could be “how many years did you work for XYZ company?”. These type of questions are normally used when an interviewer is trying to probe a specific information or is trying to expand to a more open ended question.
Open ended questions on the other hand, indulge a candidate to expand in more details in their answers. These kind of questions reveal feelings and opinions of a candidate. A great example of this type of questions are the behavioral questions which ask candidates to relate to a particular scenario/experience and explain how they’ve dealt with it. For instance, “could you describe a situation where you helped your team to achieve something?”.
Other closed – ended questions include;
i. How many years did you work for your last employer?
ii. What do you think you will be doing in this role?
iii. Why do you want to work for us?
iv. How would you feel about re-locating?
v. What other careers have you considered/applied for?
Other open ended questions include;
i. Describe a situation in which you have lead a team
ii. What are your strengths?
iii. How would your worst enemy describe you?
iv. Describe a situation in which you influenced or motivated people?
v. Describe a situation in which you dealt with confrontation, for example a difficult customer?
6. LEGISLATION
Human Resource Management practices are being regulated by a number of legislations that safeguards both parties i.e. employees and employers. These legislations provide framework for better and ethical human resource practice. The legislations are immediately in motion as soon as companies make their human resource planning. When Dr. Oetker decided to locate its operations in Lancashire, United Kingdom they had to make a plan then analyse the number and kind of jobs they will need to add more people. After establishing their actual demand for human resources, they will post the relevant job adverts externally/internally. At this point, Dr. Oetker will have to be aware of the Data Protection Act 1998 which controls how personal information is used by organisations or businesses. The chapter 1 of this act embodies the eight principles of data protection which Dr. Oetker have to abide with. The eight principles states that data should be used fairly and lawfully; used for limited, specifically stated purposes; used in a way that is adequate, relevant and not excessive; the data used should be accurate kept for no longer than is absolutely necessary; it should be handled according to people’s data protection rights; and lastly it should be kept safe and secure and not transferred outside the European Economic Area without adequate protection.
Dr. Oetker as an employer will be holding documents containing individuals’ personal details. Therefore, the company should take necessary measures in the handling of these documents and in the release of any information from them. Particularly, a great measure should be enforced when these documents are used outside the office. For instance, the data gathered from the shortlisting process should be kept securely and stored in a safe place when it’s not used. Once you have completed the recruitment process all relevant documents, such as the application forms, should be returned to HR Services in a sealed envelope, with other documents (CVs etc.) either destroyed or returned to HR Services.
Another piece of legislation that Dr. Oetker should be complying with is the Equality Act 2010. This Act puts together numerous other equality laws, many of which have been in practice for decades. There are nine protected characteristics namely; age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex sexual orientation (HM Government, 2010). Discriminating any person who fall under the above characteristics would be considered as unlawful and could result in law suit.
Discrimination is a broad subject and could appear in various forms. For instance, an employer refuses to interview a candidate because of his/her religious belief. This is regarded as direct discrimination. This type of discrimination contravenes with the current legislation. However, it is permitted according to discrimination law to provide assistance for underprivileged and underrepresented people in the society to give a fair chance as others to compete for a position.
Furthermore, failure to make reasonable adjustments while informed about candidate’s conditions also contravenes with the law. Employers are required by the law to provide reasonable arrangements such as barriers to provide ease of access for candidates with limited movement abilities. However, if an employer can justify not making these adjustments such as being located on listed buildings this will be allowed by the law. Moreover, if the arrangements are costly for an employer, the they may have an exception.
7. CONCLUSION
It is important for human resource professionals to be up to date on the latest trends in staffing, performance appraisals, compensation and benefits, training and development, employee and labor relations, and safety and health issues in the global market. Business is fast and fiercely competitive, and labor force growth has slowed down in developed nations. The war for talent has heated up, helping women and ethnic minorities move up in organizations. The old-boy’s network just won’t cut it in a world where proven performance is the only criterion firms care about. In this high-speed, diverse world, the best companies put a great deal of effort into the selection process, making sure people have top-notch talents suitable for the needs of the organization. In a global economy, an organization must recruit and retain the most knowledgeable, talented, skilled, and creative people. talented people want room to grow and an opportunity to shine in an organization with a meaningful mission. The companies that provide this may well be the most successful organizations of the next 10 to 20 years.