A targeted recruitment strategy refers to a selective recruitment mechanism that involves applying proactive recruitment measures that are aimed at seeking applicants that have certain characteristics or certain skills or targeting personnel within a specific location (Elrehail et al., 2019). It provides an opportunity for the HR professionals to narrow down their hiring efforts and identify certain characteristics that are linked to the vacant job description.

Targeted Recruitment Strategy

In my opinion, I think that targeted recruitment systems are fair and can be helpful for an organization in various ways towards enhancing the effectiveness of the organization’s personnel to meet the needs of the organization. Gartner (2020) noted that targeted recruitment systems commonly focus on the segments that prospective employers want to draw employees from. The deontological ethical perspective attempts to provide a rationale underpinning an employer’s duty to seek individuals who are most suited for the vacant position and recruit the most suited individuals even if it is through selective recruitment supported by targeted principles of hiring new staff. For example, if a position will enable an individual to interact with an older person mainly, then it is deemed productive that the employer fills it with an older person (Oehlhorn et al., 2020). Conversely, if the employee will mainly be engaging or interacting with people of a certain background or language, then the employer can consider recruiting someone who is conversant or shares such a background to enhance the ease of integration and promote effective communication (Oehlhorn et al., 2020). Generally, targeted recruitment procedures can promote the biblical values of fairness and being merciful towards people who are within certain underrepresented groups such as those with a certain disability.  

One might perceive that such practices of targeted recruitment can be blatantly unfair because it might involve bypassing people who might have more skills and knowledge for the specific role. In fact, the unfairness of this practice has been challenged before the Supreme Court in a case called General Dynamics Land Systems versus Cline (Gartner, 2020). The Court pronounced itself and held that the practice is not unfair especially if it is done in a manner that is sufficiently supported by reasons that can be effective to enhance productivity and does not cause any unfairness to the targeted personnel who apply. This means that employers should still diversify their work forces, but this should be done through a procedural manner that still supports the overarching principles of fairness. Therefore, employers must comply with legal provisions that are aimed at ensuring that the process of targeted recruitment is done in a manner that increases diversity and opportunity instead of impeding it.

Therefore, targeted recruitment can focus on securing candidates that have very specific skills, or located within a specific area or might target an under-represented demographic group such as Hispanic women, and others (Oehlhorn et al., 2020). This targeted recruitment process should be conducted in a fair manner to enhance organizational competency in a specific discipline and helps to improve the number and quality of applicants particularly for positions that are difficult to fill. If done correctly, targeted recruitment strategy enables the organization to represent the various segments of society through advertising for job openings in identified places and mechanisms that will only attract candidates that possess certain skills, experiences of characteristics (Elrehail et al., 2019).

The human resource department should ensure that the targeted recruitment strategy is highly specific in terms of goals and the intent to track the return on investment of applying the targeted recruitment strategy. This should be effectively done with the goal of marketing to the type of candidate that an employer is seeking to fill and must be implemented in the areas where the target candidate lives and has access. Interestingly, the targeted star tegu should incorporate regular posting and promoting of the available jobs and seek candidates that are involved in the process and who resonate with the overarching values and goals of the organization.

References

Oehlhorn, C. E., Maier, C., Laumer, S., & Weitzel, T. (2020). Human resource management and its impact on strategic business-IT alignment: A literature review and avenues for future research. The Journal of Strategic Information Systems, 29(4), 101641.

Elrehail, H., Harazneh, I., Abuhjeeleh, M., Alzghoul, A., Alnajdawi, S., & Ibrahim, H. M. H. (2019). Employee satisfaction, human resource management practices and competitive advantage: The case of Northern Cyprus. European Journal of Management and Business Economics, 29(2), 125-149.

Gärtner, C. (2020). Smart human resource management. Wiesbaden: Springer Gabler.

This is a Collaborative Learning Community (CLC) assignment.

This presentation aims to discuss the major responsibilities of human resources management (HRM). Students will select an organization needing change and make recommendations to manage the change by integrating the major responsibilities of HRM.

The major responsibilities of human resources management (HRM) are to attract, develop, and maintain a quality workforce.

Presentation

As a team, research an organization that is in need of a change and present how the team will manage the change process by incorporating the three essential responsibilities of HRM, focusing on one subsystem that requires change within the organization. For more information, reference the assigned topic textbook readings. The team is required to create and present a PowerPoint presentation of 15 to 18 slides (including a title slide and references slide).

Address following in your presentation under the appropriate heading:

Overview of the Organization:

1. Provide an overview of the chosen organization.
2. Justify the choice of the organization.
3. Identify the change needed and how the issue has impacted the organization.

Organizational Subsystems in Need of Change Within the Organization: 

1. Identify three of the subsystems in the organization that relate to the needed change that was identified.
2. Of the three subsystems chosen, identify the main subsystem that failed and led to the problem.
3. Provide a justification or explanation for choosing the subsystem for change.

Impact of the Proposed Change on Two Other Organizational Subsystems: 

1. Discuss how the proposed change will affect the other two subsystems identified.
2. Discuss any system realignment that may result from the changes proposed.

Subsystem Comparison to Another Organization: 

1. Compare the chosen subsystem for change to the same subsystem in a different organization. The subsystem chosen should be from an organization that is successful in the area of change being proposed. Provide justification.

Satisfaction of Three Stakeholders: 

1. Identify any three stakeholders in the organization affected by the proposed change.
2. Explain how the proposed change will satisfy each of the three stakeholders identified.

Ethics

1. What does the organization’s website state about its view on ethics? Does the organization’s published view on ethical standards conform to or differ from its practice(s)? Use the “Four Views of Ethics,” located in your assigned textbook reading, to compare the company’s published versus practiced ethical behavior. Provide justification. 

Corporate Social Responsibility (CSR)

1. Building upon the ethical behavioral analysis, what CSR perspectives or strategies does it appear the organization is currently adopting. Refer to the CSR strategies and perspectives provided in your textbook reading. Provide a recommendation on how the organization can behave in a socially responsible manner to create a competitive advantage for the three stakeholders identified earlier. 

Attracting Human Resources:

1. Propose how the organization should attract the change agent required to support the change in the primary subsystem.
2. Focus the proposal to attract the change agent (a specific individual or organization) on one of the following: human resource planning, recruitment, or selection.
3. Explain how the proposed efforts to attract the change agent to bring about the change will affect the primary subsystem identified.

Developing Human Resources:

1. Propose how the organization should develop the change agent (attracted in the previous section) in order to support the change.
2. Focus the proposal to develop the change agent on one of the following: employee orientation, training and development, or performance appraisal.
3. Explain how the proposed efforts to develop the change agent to bring about the change will affect the primary organizational subsystem identified.

Maintaining Human Resources:

1. Propose how the organization should maintain the change agent (attracted and developed in the previous sections) in order to support the change.
2. Focus the proposal to develop the change agent on one of the following: career development, work-life balance, compensation and benefits, retention, or labor-management relations.
3. Explain how the proposed efforts to maintain the change agent to bring about the change will affect the primary organizational subsystem identified.

Internal Consistency:

1. Explain how the HR processes chosen to attract, develop, and maintain the change agent are the optimal choices to bring about the proposed change given the identified organizational issue and the main (primary) subsystem.

Course Connectivity: 

1. Choose a minimum of three appropriate topics from the broader course materials (from Topics 1-6) and connect the discussion of each to the proposed changes and recommendations made in the presentation.
2. This discussion should thoroughly explain or define each of the chosen topics and clearly integrate the discussion of each to develop a persuasive argument that demonstrates a holistic understanding of the subject.

Integration of Faith, Learning, and Work – CWV: 

1. Review the “Statement on the Integration of Faith and Work,” located in the topic resources, and the “Christian Worldview Belief Statements” document outlining the integration of faith, learning, and work. Based on these resources, integrate a Christian worldview (CWV) component in the presentation.
2. Using a minimum of two relevant Bible verses in total, explain how at least two of these CWV perspectives relate to the proposed change. You are required to address a minimum of two CWV perspectives as long as it applies to your presentation.
3. Make a clear connection on how each CWV perspective should inform the management practice.
4. All individuals have a worldview. An individual’s faith-based perspective/worldview influences that person’s decisions, values, and perceptions. It also affects how an individual manages people (or thinks they should be managed). For this assignment, this requirement relates to the worldview of the presenters, not the organizations. For example, how does the CWV perspective inform your interpretation of the problem or the proposed solution?

General Requirements

You are required to use at least four external scholarly sources, in addition to the textbook, to provide evidence. The rationale should be justified; this should not be completed based on an opinion. One of the sources should directly relate to the company discussed in the presentation and one to the comparison organization. These sources must be cited within the presentation, not just provided as references at the end of the presentation.

Additionally, speaker notes are required. Include detailed speaker notes within the PowerPoint presentation in the designated slide field.

Refer to the resource, “Creating Effective PowerPoint Presentations,” located in the Student Success Center, for additional guidance on completing this assignment in the appropriate style.

While APA style is not required for the body of this assignment, solid academic writing is expected, and documentation of sources should be presented using APA formatting guidelines, which can be found in the APA Style Guide, located in the Student Success Center.

This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.

You are not required to submit this assignment to LopesWrite.

Benchmark Information

This benchmark assignment assesses the following programmatic competencies:

BS Accounting; BS Business Administration; BS Business Analytics; BS Business Information Systems; BS Business Management; BS Entrepreneurial Studies; BS Finance; BS Finance and Economics; BS Hospitality Management; BS Marketing and Advertising; BS Sports Management; BS Supply Chain and Logistics Management 

1.1: Demonstrate skills for effective collaboration, negotiation, and teamwork.

BS Applied Management

1.4: Demonstrate skills for effective collaboration, negotiation, and teamwork.

BS Homeland Security and Emergency Management

2.2: Demonstrate skills for effective collaboration, negotiation, and teamwork.

Description of the assessment

This module prepares you to analyse the causes of poor performance within organisations and the principles and practices of effective performance management. By the end of the module you will be able to explain how these practices can be integrated into high-performance work systems (HPWS) and analyse barriers to high performance working and the development of high performance cultures.

You are required to write a management report to demonstrate learning outcomes 2 & 3:

• Analyse the signs, causes, principles and practices of performance management in a modern organisation, the impact of practices on key stakeholders, and how work and people performance can be measured
• Outline the concept and components of a High Performance Work System (HPWS) and evaluate evidence of their impact and effectiveness and barriers to their successful implementation.

You should apply your answer to the Middleton NHS Trust case study.  Related information sources are provided at the end of the case study in Appendix A and we will work with the case study during lectures and seminars as a teaching and learning aid.

For students on the HRM pathway, successful completion of this assignment is also mapped against the CIPD core knowledge indicators KO2.02A, KO4.04A and KO4.07A.

Assessment Content

Task

Analyse the indicators and possible causes of performance problems at Middleton NHS Trust.  Advise the senior management team how they could build an effective High Performance Work System to address the problems you have identified.

Your response should consider:

• The multiple possible causes of poor performance and how this shapes the approach to managing performance within an organisation
• The concept and key components of a HPWS
• Possible barriers to the successful implementation of the system you recommend

Your answer must be:

• Presented as a management report of 2,000 – 2,500 words (NOTE: 2,500 words is the MAXIMUM word limit.  There is no +10% allowance on these questions.)
• Supported with relevant literature using the Harvard Referencing system.  This requires citations (references to relevant literature) within the answer itself which then must also be listed in full in a reference list at the end of your work. Work will not be awarded a pass grade at this level of study without a clear demonstration of this skill

Work will be assessed using the undergraduate marking scale shown in section F3 of the assessment regulations for undergraduate programmes and the assessment rubric shown below

Appendix A:  Middleton NHS Trust

Susan Bell has recently been appointed as an HR partner at Middleton NHS Trust.  Middleton is one of the largest NHS Trusts in the UK.  With an annual budget of over £970 million and around 13,000 clinical and support staff, it provides medical services to a population of over one million patients per year and recently received a rating of ‘Good’ from the Quality Care Commission.  The Trust Board of Executive Directors and Officers are responsible for setting the strategic direction of the Trust lead by the Chief Executive Officer (CEO).  Its vision of providing “Exceptional Care Together” is supported by clinical, quality, people and finance strategies that aim to: put patients first; get things right first time; invest resources wisely and develop and nurture staff.

Departments are organised into four clinical divisions: medicine; surgery; cancer diagnostics and clinical support; and women’s and children’s services, each lead by a Director of Services and General Manager.  There are also six nonclinical departments in the structure: operations; finance, performance and IT; workforce management; strategy improvement; corporate affairs and governance; and patient experience and facilities management, each run by a non-medical Director. 

Since April 2021 The Trust have implemented the pay progression framework for all of its staff. Prior to the changes, employees received automatic annual increments moving upwards through the pay points each year until they reached the top pay point for their job role.  The change made movement through the pay increments dependent on individual performance as shown in the Band 5 Example below. 

https://www.nhsemployers.org/system/files/media/Pay-progression-diagram-Jan-19_0.pdf

Performance is assessed through a traditional annual appraisal between a member of staff and their line manager. To move to a higher pay band, individuals must now demonstrate they have the appropriate knowledge and skills they need to carry out their roles enabling them to make the greatest possible contribution to patient care.  This includes assessment against the six core dimensions of the simplified NHS Knowledge and Skills Framework (KSF):

At the pay step date the line manager must use information from the appraisal to make a decision as to whether the individual can progress to the next pay level. The NHS Terms and Conditions of Service state that:

To progress to your next pay step point, you must have met the following standards:

If managers conclude the employee is not meeting the requirements, the pay step will be deferred and the manager should discuss and agree a plan with the employee to bring the performance levels back up to the required standard within a clearly stated timescale, including the provision of any training and support to achieve this.

Despite this performance based payment scheme the Trust’s CEO and HR director have identified ongoing performance problems. The most recent Care Quality Commission (CQC) review reported:

“Whilst we found that the service was responsive to the local community we identified issues with the appointments system. Overbooking of appointments had become common practice which led to clinics over running and frustration for patients who experienced long waits. Five percent of patients failed to attend appointments. The hospital cancelled 10% of appointments and patients cancelled 11% of appointments.

Formal complaints processes were embedded however we did not see evidence that informal complaints were being recorded in line with the trust complaints policy

Despite the extension of the treatment centre into a state-of-the-art building, the largest investment in the Trust for over a decade increasing the number of patients who can have surgery, the department has failed to meet the government’s target to reduce the wait for elective cases to less than two years by July 2022 (www.england.nhs.uk).  By April 2023 this should be down to less than 18 months! The Accident and Emergency Department is also under huge pressure.  As a result of limited GP capacity, the number of patients attending the Trust’s A&E department has increased to nearly 1,000 patients a day.  The average waiting time in the department is currently 8 hours and 20 minutes, breaching the target of 4 hours from arrival to admission, transfer or discharge.  

Susan reviewed the hospital’s National Staff Survey results published in March 2022. At Trust level results are largely in line or slightly above the national average, however there is still a decline in the number of people who would recommend the Trust as a place to work (60.1%) and an increase in the number of staff thinking about leaving the organisation (30%). Only 33% said they were satisfied with their level of pay, 44% said they felt able to meet all the conflicting demands on their time at work and 26% said there were enough staff at the organization for them to do their job properly. She was unsurprised therefore to see that 47% said they had felt unwell as a result of work related stress in the last 12 months. A recent report from the Health and Social Care Committee estimated a shortage of 50,000 nurses and midwives and 12,000 hospital doctors in England alone (Ford, 2022).  With accompanying concerns about staff wellbeing, an environment of chronic stress, and burnout, The Nursing Times reported 1/3^rd of healthcare workers ‘feel overwhelmed at least once a week,’ almost half are considering a job change and nearly a fifth plan to leave the care sector all together.

Digging deeper into the data she notices that the Clinical Support Division have a number of results below the Trust and National average (shown below).

In a meeting with the Clinical Support general manager, Susan tried to explore the Staff Survey results further. He told her that a new waiting list manager was appointed in June 2021, about 4 months before the hospital staff completed the recently published survey. The manager has strong hospital experience, working for 3 years as a receptionist in the radiology department, followed by 2 years as a team leader/supervisor in the hospital call centre. They are young and enthusiastic and have already made an impact on the department’s KPI’s (key performance indicators) by implementing changes to some of the systems and processes.  Patient waiting times and ‘no shows’ have gone down and he speculates that this may have had an impact on the small increase in patient satisfaction scores that have been reported this month.

However, the new manager is also young and relatively inexperienced in the people management aspects of his role. While the appraisals have been completed within his department Susan notices that the staff have all been set the same objectives.  The personal development plans have little detail and the departments training budget is underspent. She also notices there are a number of missing return to work interviews and that the absence rates in the department are higher than the hospital as a whole. The Clinical Support manager also confesses that he has some concerns about how he has heard the new young manager speaking to some of his staff members when he has been walking through the department. He has observed the manager holding morning meetings with his team where he passes on hospital information and allocates tasks for the day but thinks that overall his style is very autocratic and has been picking up on some friction within the team.

Further resources

Department of Health (2004) The NHS Knowledge and skills framework (NHS KSF) and the Development Review Process [Internet] Available at https://www.nhsemployers.org/system/files/2021-07/The-NHS-Knowledge-and-Skills-Framework.pdf   Accessed January 2023

Ford, M. (2022) Concerns NHS and social care face ‘greatest workforce crisis in history’, Nursing Times, 27^th July

NHS (2022) Survey Documents [Internet] Available at https://www.nhsstaffsurveys.com/survey-documents/ Accessed January 2023

NHS Employers (2019) Pay progression [Internet] Available at https://www.nhsemployers.org/articles/pay-progression Accessed January 2023

NHS England (2022) Delivery plan for tackling the COVID19 backlog of elective care [Internet] Available at https://www.england.nhs.uk/coronavirus/wp-content/uploads/sites/52/2022/02/C1466-delivery-plan-for-tackling-the-covid-19-backlog-of-elective-care.pdf Accessed August 2022

Nursing Times (2022) Third of healthcare workers ‘feel overwhelmed at least once a week’, [Internet] Available at https://www.nursingtimes.net/news/workforce/third-of-healthcare-workers-feel-overwhelmed-at-least-once-a-week-12-08-2022/  Accessed August 202