About Damro Essay

About Damro Essay.

1.1 Which contains the recruitment and selection criteria you are going to use to attract a new member of staff.

About Damro

DAMRO is the world’s largest furniture manufacturers company in Srilanka. It is offering a diverse range of modern and traditional furniture. Since Damro was established in 1986 it has achieved a rapid success and has expanded to over 150 showrooms globally, which now having 106 showrooms island wide. Damro’s success has grown from it’s ability to produce high quality furniture at affordable prices with outstanding customer service.

What is Recruitment?

Recruitment is a process of searching for prospective employees and stimulating them to apply for jobs.

Methods of recruitment/sources
Recruitment is a process of searching for prospective employees and stimulating them to apply for jobs We can use internal sources and External sources for damro
Those are
1. Internal sources
2. External sources

Internal sources of recruitment :-
Internal sources of recruitment refer to obtaining people for job from inside the company.

There are different methods of internal recruitment Internal recruitment methods are

Promotion :-

We can give promotion to existing our employees. This method can be saves a lot of time, money and efforts because the company does not have to train the existing employee. Since the employee has already worked with damro company. He is familiar with the working culture and working style. It is a method of encouraging efficient workers.

Departmental examination:-

This method is used by departments to select employees for higher level posts. The advertisement is put up on their notice board of the department. People who are interested must send their application to the HR department and appear for the exam. Successful candidates are given the higher level job.

Transfer :-

We can adopt transfer as a method of recruitment. The idea is to select talented personnel from other branches of damro and transfer them to branches where there is shortage of people.

Internal advertisement :-

In this method vacancies in a particular branch are advertised in the notice board. People who are interested are asked to apply for the job. The method helps in obtaining people who are ready to shift to another branch of the same company and it is also beneficial to people who want to shift to another branch.

Employee recommendation :-

In this method employees are asked to recommend people for jobs. Since the employee is aware of the working conditions inside the damro he will suggest people who can adjust to the situation. The damro is benefited because it will obtain.

External methods of recruitment are

External sources of recruitment refer to methods of recruitment to obtain people from outside the company.
These methods are
Management consultant :-
Management consultant helps the company by providing them with managerial personnel, when the company is on the lookout for entry level management trainees and middle level managers. They generally approach management consultants.

Employment agencies :-

Companies may give a contract to employment agencies that search, interview and obtain the required number of people. The method can be used to obtain lower level and middle level staff.

Campus recruitment :-

We can do companies for fresh graduates or new talent they opt for campus recruitment. Companies approach colleges, management, technical institutes, make a presentation about the company and the job and invite applications. Interested candidates who have applied are made to go through a series of selection test and interview before final selection.

Newspaper advertisement

Advertisements for the job are given in leading newspapers; the details of the job and salary are also mentioned. Candidates are given a contact address where their applications must be sent and are asked to send their applications within a specified time limit. The method has maximum reach and most preferred among all other methods of recruitment.

Internet advertisement :-

Companies and candidates have started using the internet as medium of advertisement and search for jobs(eg:- www.topjobs.lk). There are various job sites like naukri.com and monster.com etc. candidates can also post their cv on these sites.

This method is growing in popularity.

What is selection?

Selection can be defined as process of choosing the right person for the right job.

Process of selection :-

A general procedure of selection can be framed. This process of selection can be explained with the help of following diagram These process can be used for Damro

Job analysis :-

The very first step in the selection procedure is the job analysis. The HR department prepares the job description and specification for the jobs which are vacant. This gives details for the jobs which are vacant. This gives details about the name of the job, qualification, qualities required and work conditions etc. Advertisement :-

HR department prepares an advertisement and publishes it in a leading newspapers. The advertisement conveys details about the last date for application, the address to which the application must be sent etc. Interview :-

Candidates who have successfully cleared the test are called for an interview. The entire responsibility for conducting the interview lies with the HR department i.e. they look after the panel of interviewers, refreshments, informing candidates etc. Medical examination :-

The candidates who have successfully cleared the interview are asked to take a medical exam. This medical exam may be conducted by the Damro itself.

1.2 Give careful consideration to all the factors or events that apply and identify which are the most important and relevant of legal, regulatory and ethical considerations to the recruitment and selection process

About Damro Essay

Blinds to Go: Staffing a Retail Expansion Essay

Blinds to Go: Staffing a Retail Expansion Essay.

Executive summary:

The main objective of this report is to evaluate the problem faced by Blinds To Go in recruiting the right set of people and developing them in order to achieve the company’s growth objectives. The report starts with a brief summary of BTG wherein there is a discussion about the company’s hiring objectives and the changes made to the compensation structure along with reasons for the same. In order to find more suitable employees, BTG is using several channels of hiring like employee referrals, internet sourcing, newspaper advertising etc.


There were few problems which have been observed in the case that made them make certain changes to the recruitment strategy, such as the quality of workforce and unprecedented growth due to which they want to open 50 stores per year and cultural differences wherein some people agreed to the commission structure while some were satisfied with the salary based structure. `The solution objectives are about analysing the two huge periods of unrest faced by the company and also help look into why people were not interested to work with BTG once the commission structure was changed to salary based.

We have recommended a few solutions through which they can implement the job requirements in a phased manner that consist of a comprehensive understanding of the job, problem definition phase, understanding the behavioural terms of the executive and then finally a list of competencies that are required in the new employees. The company can hire people in the short time they have, by giving rewards to employees who make use of their employee referral program and customer referral programs etc. Apart from this the company must use certain schemes and development programs for its employees in order to retain the right talent. These include skills development programs, giving surprise gifts to its employees and an employee reward program.


Blinds To Go (BTG) is a retail fabricator cum retailer of window dressings and has been very successful in its field due to a unique business model and a dedicated workforce. The company has always placed tremendous importance on having knowledgeable and dedicated sales staff who are able to answer any query of a customer. In such a business, where the sales staff guides and informs the customer regarding the product, having an excellent service level is key to improving customer satisfaction. The stores usually had four positions for employees and promotions were based on performance. The four positions were – sales associate, selling supervisor, assistant store manager and store manager, with new joiners usually joining as a sales associate. The hiring process focused on ensuring that the quality of employees was good and in-line with certain criteria that BTG wanted in their sales force.

This stringent hiring process involved a store visit for the interested candidates, a telephonic interview and two personal interviews. BTG also ensured that their staffs were very diverse with an equal mix of both genders and a diverse spread age-wise from 18 to 50 years. Initially BTG implemented a total commission based structure for its sales force that not only promoted healthy competition, but kept the employees motivated as they knew their earnings would have no limit as long as they could close many sales. Subsequently this structure was changed to incorporate a salary section as well, but this was soon revoked as this structure was not motivating the employees sufficiently. Currently, BTG has in place a commission based structure that also guarantees a minimum amount even if the employee can’t make sales.

Both times that BTG changes its commission structure there was a certain amount of attrition within its sales force. Currently, BTG has several channels through which it conducts hiring – Employee referrals, Internet sourcing, professional recruiters, newspaper advertising and store generated leads. Those who join BTG through referrals are most likely to stay with the company as they are already aware of the culture and job expectations. The turnovers usually came from the first 4 months of an employee’s stay at BTG. Turnovers also occurred later if employees felt like they could not keep up with the better performers in their group. The professional recruiters hired by BTH were able to recruit only four people in a month whereas BTG needed to hire that many people in a year.

Problem Statement:

The company has been steadily expanding the number of stores across North America. In the year 2000, the company is experiencing tremendous growth, with plans of adding 50 stores per year in Canada and the United States. The vice chairman is concerned with the lack of staff in some of these newly expanded stores. Along with plans of an initial public offering within the next 2 years, senior management at BTG is concerned over recruiting the right people for its stores and determining changes necessary in the recruitment strategy and how to develop staff that will help them achieve the company’s growth objectives.

Underlying reasons due to which BTG faced difficulty attracting and retaining retail staff: •Unprecedented growth rate; planned to add on an average 50 new stores per year for the coming 5 years •Quality of staff much more important than bulk staffing when in emergency •All the 6 qualities difficult to be found in a single individual •Different culture across US and Canada especially with regards to pay •Paradoxical paying problem. If pay was salary based hiring in bulk became easier but the quality was not great •If commission based pay system was used the quality of the sales personnel were excellent but turnover was higher as people left when they though they weren’t doing as well as their peers •The hierarchical system of promoting the sales associates to supervisors and who in their turn became the assistant store manager and then the store manager was too strict and did not keep room for outside talent acquisition

Solution Objectives:

•Analysing the cause of two huge periods of unrest. Once the sales dropped 10 to 30% across stores when the compensation based system was changed to salary based system. Again there was huge employee turnover when the salary based system was changed to the semi-flexible compensation based system and providing solution to prevent such abrupt employees’ turnover. •There were two major turnover points per year which have to be targeted 1.After 4 months the initial turnover

2.The larger turnover of people who were terminated due to under-performance 3.Also during the same time employees who could not perform as well as their peers left.


•Attrition rate at starting few months are very high which need to be handled properly. At the 4 month period the employees leave because they are disillusioned about their jobs. Thus before looking for candidates, the company should understand what the job opening demands for and then they can focus in finding a suitable fit for the post offered. But the following should be kept in mind before-hand: oA team should be formed who will command the job requirements in coherence with the company’s strategy oThus a general overview of the company’s situation is also required. For example, a company going for a joint venture needs different skills than a company looking to diversify into new markets. Implementation of the job requirements can be done in a planed and phased manner as described below: oFirstly, gain a comprehensive understanding of requirements of the job opening by using certain questions.

Then prioritized them, the search team needs to identify the ‘critical incidents’ or situations that the incoming executive needs to face in the future. By polling similar managers within the company, the critical incidents can be understood. Previous jobholders can also help in this regard. Listing critical incidents is however time consuming, thus, this is normally left out of the hiring procedure. oSecondly, comes the problem-definition phase. A list of competencies starts emerging however to create a final list of key competencies, a search team should start with the minimum level of educational qualification and experience required for the job. For long-term success, the search team should focus on the key competencies.

Thirdly, Care should be taken to describe them in behavioural terms in order to impose clarity. Only mentioning the adjective as a key competency tends to create an ambiguous picture. For example, the word ‘marketer’ may be construed by different people in different forms. Giving a proper definition of the word helps impose clarity to the job definition. Every job description should have the emotional intelligence competencies critical to getting the work done. oFinally, a consensus has to be reached that the list of competencies prepared ably defines the job of the new executive. Thus BTG could ask what their aspirations were and try to fulfil them accordingly.

•The employee referral program was the best source of hiring for BTG. Thus there should be better incentives for the employees. They had already set targets for the DSMs to achieve in a particular month; they could do the same with the employees. •They were ignoring a big hiring pool and not giving it enough attention. That was the walk-ins. It is said it was only successful in densely populated areas, which could be improved by making the sales job an inspirational job in the small towns and sub-urban areas. Or it can organise Walk-ins in big cities/towns and then can offer candidates with the option of joining remote location along with high reallocation amount and other fringe benefits

•Further customers referral programme can also be focused on by giving customers good incentives like discounts and other lucrative offers if they could refer to some employees. •The hiring quota for the coming year is given below. The normal course of action would be to promote 50 assistant stores manager to store manager, and then 50 supervisors to assistant store managers and then 50 sales associates to supervisors and finally hire 550 sales associates from external sources. There could be a change brought in this, that if at any level the employees are found lacking, at that particular level of job hiring would be done from external sources and not only of sales associates. PositionCurrent complementExtra personnel needed for expansion Sales Associate1000500

Selling Supervisor15050
Asst. Store mangers15050
Store Manager15050

•As evident from Exhibit 1, that in current situation the top performing managers (Top 20%) are given $67500/yr. This remuneration is $7500 less with respect to original situation. So BTG can increase the variable component of salary from 1.5%-2.5% to initial level of 1.5%-3%. This will help the company retain top performing managers with little extra cost involved. •At the 8 month end employees are either terminated for underperformance or they leave because they are not doing as well as their peers. If BTG sees an employee with potential they could retain them by putting them through special training programs under successful sales associates.

•Internet as a source is not being much used. They could use banner ads in popular websites. •Launching Skills Development Program: Everyone is always eager to learn new things and move ahead in their career path. Thus if BTG can offer certain technical certification courses then this can act meet the soft requirements of employees in-terms of enhancing knowledge.

•Surprise benefits and Gifts: Giving some gifts at the time of one or two festivals to the employees can really make them feel good and similar activities like taking employees to free trips with families, celebrating anniversaries, sports activities, etc will help in improving the relationship between employee and the organisation. So they would be more emotionally liked with the organisation. Thus can help increase productivity and reduced turnover •Employee Reward Program: A positive recognition inspires the motivational levels of employees. Recognition can be made explicit by providing awards like star performer award or punctuality award. These employees can be award in terms of gifts or token money.

Blinds to Go: Staffing a Retail Expansion Essay

Reflective Account Essay

Reflective Account Essay.

Recruitment and selection forms a core part of the central activities underlying human resource management: namely, the acquisition, development and reward of workers. Bratton and Gold (2007, p 239) differentiate the two terms: recruitment and selection while establishing a clear link between them in the following way: ‘Recruitment is the process of generating a pool of capable people to apply for employment to an organisation. Selection is the process by which managers and others use specific instruments to choose from a pool of applicants a person or persons more likely to succeed in the job(s), given management goals and legal requirements.

’ In setting out a similar distinction in which recruitment activities provide a pool of people eligible for selection, Foot and Hook (2005, p 63) suggest that: ‘although the two functions are closely connected, each requires a separate range of skills and expertise, and may in practice be fulfilled by different staff members.

The recruitment activity, I believe should solely be confined to HR.

This is when they put out adverts and generate a list of people to respond to that advert. In my opinion, the selection decision may be outsourced to the senior team and the interviews by the service managers. It makes sense, therefore, to treat each activity separately. The acquisition of new staff is traditionally usually done by the human resources team in the organisation that I work for. However, through discussions with the senior team, managers of services are slowly being recognised as having the skills to select staff at interviews. I believe this is a good development because service managers are in constant touch with the services and might pick up the right people who match the services and the clients in the services.

It as with this in mind that I was selected to go and conduct interviews with another service manager. The services I was interviewing for were the services that the other manager runs, not the services that I run. On our way to the interview centre myself and my co service manager discussed what she was looking for in terms of people specifications. I believe this was a very important discussion because we had to ensure we select only the staffs that were suitable for the clients that we needed them for. We had not been involved in the selection of the candidates so we also read and discussed the profiles of the people we were going to interview.

As the interviewing panel, we needed to agree how we would operate as a team during the interviews so that time is used effectively throughout the interview. I found this discussion very beneficial in getting to know a bit more about the people we were going to interview. This could be used a breaking the ice during the interview and asking the right questions to each individual. I always thought that interviews were difficult for just interviewees but I realised I was also a bit nervous as an interviewer. I noted that as I was interviewing the candidates they were also probably interviewing me and the company that I am interviewing for. This was the first time I have ever looked at the interviewer/ interviewee relationship this way.

During the interview we had a series of questions that have been set up by the company that we should ask each individual. I had looked at the questions in advance so as to familiarise myself with the questions. I believe the set questions gave our interview some structure. Working to a structure is a major step towards improving the quality of interviewing, as it helps to ensure that nothing significant has been missed, keep track of how the interview time is being used, give candidates a sense of progress through the interview and help ensure consistency between candidates.

We structured the interview should be structured as follows:

The Opening – This included introduction, advising candidates of the structure which will be followed and that note-taking will occur. A few moments of small talk helped to relax the candidate and establish rapport.

The Body – this is the main part of the interview where the required evidence about the candidate’s suitability for the post against the key criteria is obtained.

The Close – Candidates were given the opportunity and sufficient time to ask any questions they may have. They were informed of the timescales and methods of notifying them of the outcome, thanked for attending the interview.

As the interviewee will be talking for the majority of the time it was vital that I as interviewer actively listened. The candidate were providing a lot of information and I as the interviewer had to be able to recall it, use it, relate it to the key skill areas and check it for inconsistencies. Reflective questions were used to pick up on a point the candidate had made and enable me to probe further and find out how much the candidate knew on the key skills that we were looking for. I made it a point to probe further when candidates mentioned about key words like choice, dignity and person centred planning.

I maintained eye contact and made sure I concentrated on what the candidate is saying, looked at the candidate and ensured that my physical position reflected my interest. It is vital that all the panel members listen carefully to every answer, even though they may not have asked the question. Examples of effective non-verbal responses that we adopted as interviewers included nodding of the head, smiling and occasional noises of encouragement. Actions to be avoided are looking at your watch, critical frowning, staring out of the window. Care should was taken by panel members that non-verbal signals are not communicated between them, indicating what they feel about the candidate. Interrupting a candidate can be interpreted as discourteous and showing a lack of interest in what the candidate is saying. However it was necessary to do so if the candidate has misunderstood the question.

In order to get the best out of the candidates, as interviewers we had to have good active listening which involves: identifying feelings and intentions behind words, probing answers with further questions, clarifying and summarising and evaluating the quality of the answers. We had however to balance this with being empathetic, so as to lead the candidate to speak freely and could well reveal information that he/she would not do if an interviewer was being overbearing or critical. Silence is one of the most effective probing devices. When used at the appropriate time, it encourages candidates to elaborate their answer. In short – we had to listen to: what is being said; how it is being said; what is not being said.

During the interviews, I also found I was also looking at each candidate’s body language Candidates send messages non-verbally which can reveal their emotional state and are well worthwhile being noted by the panel. Non-verbal communication has an enormous impact on the understanding of the messages sent by the interviewee in any interview. Non-verbal messages are much less likely to be under conscious control and are therefore harder to disguise. They are often difficult to interpret and care needs to be taken in analysing such messages e.g. a candidate may fold arms as he/she is cold, not necessarily because he/she is being defensive.

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Reflective Account Essay

Job Description Paper Essay

Job Description Paper Essay.

Within every job or organization, there are jobs and tasks that are assigned to all employees, whether it is from the top, such as the president of a company, on down to the employees that actually run the operation. In those tasks, there are also documents that are called job descriptions that are set in place for the employees to follow. In the following paragraphs we will discuss about how important job descriptions are in the HR world.

A job description is a document that identifies characteristics of the job to be performed in terms of the tasks, duties, and responsibilities an employee must fulfill (Youssef, 2012).

In this paper, we are going to look at the job description my own job, which is an assistant manager for a retail company. The tasks that an assistant manager has is to lead their employees, delegate tasks that are given on a day to day basis, make sure that they are scheduling their employees at the right times for the right areas.

The tools and technology that an assistant manager needs to have is to have knowledge of knowing how to navigate the computer, be able to pull up reports when needed to, and have knowledge of how to navigate the handheld system when needed to. Also assistant managers have to have to a cell phone in their possession at all times because they never know when they are going to be called. The knowledge that assistant managers need to have is that they need to be very knowledgeable of their sales and what is going on in their areas of responsibility. They need to be able to lead and set an example for their employees as well their co-workers.

They should be able to drive sales and help provide the best customer service to the highest level. The skill that an assistant manager should have is at least 2 years of management experience and 1 year of retail experience. They can also have 2 years of prior grocery retail experience and 2 years of management experience. The educational requirements for an assistant manager is to have an associate’s degree if the applicant does not have any retail experience. This retail chain also honors the military branches as well.

The ways that I would to advertise a job opening would be to have to advertise it on the radio, newspaper, television, and also social media such as Facebook. I think that these ways of advertisements have been helpful because it helps to get the message out there and people respond to it very well. Social media has really been a great help in promoting jobs for my company and getting the word out to potential applicants because in this day and age, everybody is on some type of social media program. One of the assessments that I like to use when trying to recruit new employees is using the 3 panel interview.

This interviewing process consists of first being the hourly supervisor asking the potential applicant a series of questions. After the hourly supervisor asked the series of questions and they were satisfied in how the applicant answered the questions, then they would turn the applicant over to the next manager, which would be the salaried assistant manager. The salaried manager would ask another series of questions to the applicant. Then if the salaried manager felt as though the applicant answered the questions satisfactorily, then they would then proceed to the next and final step and that would be to have an interview with the store manager or shift manager if the store manager was not available.

Job descriptions are critical in every organization. It helps the organization to have a plan for all employees if they are struggling with what tasks or jobs they are responsible for doing. This provides the employee a guide to revert back to when they need help. This does not replace the hands on training that they need. Advertising is the jump start on how an organization can get the ball rolling on hiring and selection process. The interview process is a very important process as well. It gives the applicant and the interviewer a chance to have that interaction before they actually are hired. With all of these qualities together, the organization should have a smooth hiring process.


Youssef, C. (2012). Human resouce mangement. San Diego, CA: Bridgepoint Education.

Job Description Paper Essay

Resourcing Talent Essay

Resourcing Talent Essay.

This report identifies and evaluates

1.1 Organisation benefits of attracting and retaining a diverse workforce
1.2 Factors that affect an organisations approach to both attracting talent
1.3 Factors that affect an organisation’s approach to recruitment and selection.
2.1 Benefits of recruitment methods

2.2 Benefits of selection methods
4.1The purposes of induction and its benefit individuals and organisations
4.2Induction Plan

1.1organisation benefits of attracting and retaining a diverse workforce A diverse workforce means people possess different attitudes and values whether these values are derived from race, religion or even nationality.

When all brought together can benefit the company when dealing with a wide range of people and even internationally.

a. Creativity and productivity: People with different backgrounds have different ways of thinking. Enabling different views and ideas to emerge. As result increased creativity and productivity

b. Increase in profit: Companies can use their employees to help with their understanding of the needs of our multicultural society. As an example: within a retail employees could advise the company on specialised products to sell, in turn this could encourage more sales within the store and potentially increase profit

c. Customer service: A diverse workforce will increase the levels of customer service; it can provide help with language barriers and the understanding of different needs within cultures

1.2 Factors that affect an organisation’s approach to attracting talent a. Branding: Good reputation is more likely to be successful in attracting the right talent to its organisation. In order to do this, an organisation relies heavily on being perceived as being known as a good employer and needs to take a proactive approach by offering career development, in addition to remuneration and rewards.

b. Benefits: A benefits package is added value for an organisation. If the package provides flexibility within the package, to reflect the age, sex, family needs and life style of an employee; this will attract a varied range of applicants and helps to retain existing employees.

c. Training and Development: It can attract more candidates who are looking to expand their skills and better their careers; this can also help to retain staff within the company as they will be encouraged to apply for promotions or move within the organisation.

d. Culture: The culture of the organisation can be a part of keeping employees engaged and making the organisation differ positively from contenders. For example, an organisation may be friendly or collaborative and seek employee inputs, bonus, and flexible working hours to drive employee engagement. Resulting in attracting new talent.

1.3 Factors that affect an organisation’s approach to recruitment and selection
Proactive human resource professionals understand the various factors influencing recruitment. Few factors that affect organisation’s approach are:

a. Demographic factors: Demography is the study of human population in terms of age, sex, occupation, religion, composition, ethnicity etc. The demographic factors have profound influence on recruitment process.

b. Labour market: Labour market constitutes the force of demand and supply of labour of particular importance. For instance, if demand for a particular skill is high relative to its supply, the recruitment process evolves more efforts. Contrary to it, if supply is more than demand, the recruitment process will be easier.

c. Unemployment situations: Unemployment rate of particular area is yet another influencing factor of recruitment process. If the unemployment rate is high, the recruitment process will be simpler and vice versa.

Few factors that affect organisation’s approach to selection process are:

a. High Unemployment:High unemployment generally means there are scores of qualified workers looking for jobs. The people you hired during high unemployment will likely leave for jobs that pay more if your strategy was to take advantage of the economic conditions and get workers for the lowest wages possible.

b. Hiring Processes: Seasonal employment, such as year-end holidays for retailers, often requires faster processing to get employees hired, trained and on the sales floor to accommodate business demand. For example, instead of making hiring decisions during third-round interviews, give second-round interviewers the authority to make hiring decisions and streamline the interviews to one preliminary interview and one final interview.

c. Industry Competition:Industry competitors that offer better pay, generous benefits or guaranteed opportunities for professional development can affect the way you select potential employees. A collegial work environment, job satisfaction and security, and flexible scheduling often are appealing to job seekers looking for a quality of life instead of the biggest pay-check. Changing the way you hire candidates in the face of industry competition might also include streamlining your selection process so candidates aren’t put off by the length of time from application to hire date.

2.1 Benefits of different recruitment methods

The method and methodology for sourcing candidates can include many different channels and practices. Following are the few benefits of recruitment methods

Recruitment methods
Internal Recruitment
Cheaper and quicker to recruit
Limits the number of potential applicants

People already familiar with the business and how it operates
No new ideas can be introduced from outside the business
Recruitment Agency
Outside people bring in new ideas
Longer process

Larger pool of workers from which to find the best candidate More expensive process due to advertisements and interviews required
Job portal
Easy to access
A specialized person needed to do shortlisting from large no. of resume

Good for mass recruiting
Requires internet connection

2.2 Benefits of different selection methods
A variety of methods are available and consideration needs to be given as to which are suitable for a particular post.
Following are the few benefits of selection methods

Selection Methods
Telephonic interviews
confirms whether the applicant has the requisite qualifications significant time delay between question and answer

Wide geographical access

The interviewer does not see the interviewee, so body language etc. cannot be used as a source of extra information.
Face to face interviews the interviewer and interviewee can directly react on what the other says or does
Time taking process easy, compared to other interview methods
Some personal issues are so sensitive that participants might be reluctant to discuss them with an interviewer.

Test of abilities & Aptitudes
Easy screening of applicants on the basis of skills
Test can be cost-effectively reused

helps an interviewer determine the right applicant for the job candidates can react to the stress of the test, which could affect its reliability

4.1 The purposes of induction and its benefit individuals and organisations

Is to ensure the new employee is set up to succeed in their new role. You need to ensure they understand:
The company, policies and organisation structure
Job, department and company goals and objectives
All aspects of the employment relationship

Benefits of an induction program for an individual
Accurate information is received by the new employee
Employees are kept focused and busy from day one
The new employee feels welcome
Clear expectations are established to help employee performance

Benefits of an induction program for an Organisation
Organisation will most likely have a higher retention rate from properly inducting employees since the process is your new employees’ first impression of what their jobs and corporate atmosphere will be like. An important tool for a Organisation to be effective

Induction can result in “establishing clear foundations and expectations” between a business and its new hire

4.2 Induction plan
Induction plan is an important process for bringing staff into an organisation. It provides an introduction to the working environment and the set-up of the employee within the organisation. An induction identifies areas to be covered, timelines and those involved in the process.


Resourcing Talent Essay