Job requirements and description

Recruitment and selection is one of the major functions of Human Resource management. It is the report that focuses on such function along with its different aspects. The report initiates with the discussion of the company and the job profile on which the employees need to be recruited. The major discussion is regarding the job recruitment and selection strategy that has been made in accordance with the job description and the requirements (Taylor, 2014). The report gives the idea about the recruitment plan and the job description.

The client company for which the recruitment needs to be done is In Vogue Fashion house (fictitious). It is the company that operates in fashion industry which is located at Ottawa, Canada. The company designs their own clothes and accessories and serve the customers by their own exclusive stores in the name of “IN-VOGUE”. The company is serving the customers with great quality products. It is required by the company to recruit an HR manager in order to handle the overall HR team and the teams of other employees including the new fashion designers that have been recruited recently in the fashion house. HR manager is the very important and the essential part of the organization as all the employees need to be managed in the company by HR manager only. He is the one who is responsible for taking care of employees along with provision of all the required necessities of the employees. As the company has recently recruited many fashion n designers and other team members, the fashion hub requires to recruit skilled HR manager so that he can take care of all the employees properly, majorly their training sessions and payroll handling. It has been analysed that handling the fashion industry is very different from handling other industries thus it makes the choice limited for the recruitment firm to hire  the manager who belongs to this industry or some related industry. It is required to take the recruitment strategy in such a way so that fashion people can apply for the job.

Job Description:

How, where and why to advertise:

How: It is required by the company to advertise about the company. As a third party following things should be done:

• Finding the data of the relevant people who are looking for the job in this sector
• Shortlisting the candidates according to the relevancy
• Calling then and mailing them about the job vacancy in the company

Where: this is the section in which the company needs to take decision that where the advertisements need to be posted (Kurtz & William, 2017).

• As a third party company, it is required to post the ads on the online portals such as LinkedIn, Glassdoor etc. Even Facebook and other social networking sites also provide the platform for putting such ads.

When: It is the section that describes about when the ads need to be posted. The first step for the company is to develop the job description in accordance with the company requirements. This job description needs to be matched with the profile of the candidates and they needs to be contacted. This is the time when the ads should be posted on the portals (Kundu, Rattan, Sheera & Gahlawat, 2015).

Recruitment plan and strategy

The ad that needs to be posted requires the job description as well as the job specifications of the job so that the candidates who are relevant and whose profile matches with the requirements can apply for the job. The sample of the ad that needs to be posted on the online portal should be like below:

Job title: HR manager

Experience: 3-5 years in the related industry

Package: $21000- $30000

Company name: In Vogue fashion house

Company description: It is the company that operates in fashion industry which is located at Ottawa, Canada. The company designs their own clothes and accessories and serve the customers by their own exclusive stores in the name of “IN-VOGUE”. The company is serving the customers with great quality products.

Job description: Roles and responsibilities of the HR manager: Ø Development of human resource policies Ø Managing the payroll of the employees Ø Training and development of the employees Ø Determining the job vacancies and explaining the job description for the same Ø Managing the relation between the third party and the company. Ø Developing employee engagement program Ø Tracking the employee performance documents Ø Conducting meetings with the employees to address their personal issues Ø Resolving the conflicts

Job specifications: Qualifications: Ø 3 year Diploma degree in HR administration course Ø Knowledge of other HR related subjects such as labour relations, payroll, SAP etc. Ø Experience of around 3 to 5 years in the similar or the related industry. Ø Knowledge of two other foreign languages (O’Boyle, Humphrey, Pollack, Hawver & Story, 2011). Skills required: Ø Management skills Ø Better communication skills Ø Pleasant personality Ø Confident and enthusiastic Ø Keen knowledge about fashion industry and people Ø Understanding the human behaviour skills

Media: Image

Width: 50

Height: 50

Format: .jpeg, .jpg, .png, .gif

Ratio: 1:1

Activities	Cost
Ad spacing	$200
Calling	$150
Other expenses	$ 50

This is the strategy that deals with recruitment of the HR manager of the company. The ads need to be posted on the online portals and mails need to be sent to the relevant candidates so as to approach them (Furnham, 2017). It is required to approach the candidate because HR mangers are the very high post and the candidates for such a post are already experienced. Thus, it is required by the company to approach them directly. The platforms like LinkedIn and other media are used so that the approach is high. The reach of the company is high and they can reach directly to the candidates (Brewster & Hegewisch, 2017). Even the candidates have the opportunity to explore the jobs by searching it on the portal. The full ad is posted in order to provide full details of the job and the company in order to make the people, area about the job description and the roles they have to play in the company (Chelladurai & Kerwin, 2017). In addition to it, it also helps in providing the qualification and skill requirements of the company.

It has been analysed that after the process of recruitment, selection strategy needs to be selected in order to short list the candidates those who have applied for the job (Joseph, Imbeau & Nastasia, 2011). The following is the selection strategy that has been used:

Resume screening matrix is the matrix that provides the different types of information about the candidates and allows the company to compare the skills and the qualification in the candidates (Kavanagh & Johnson, 2017). The relativity and the comparison details of the different candidates help the company to select the most relevant candidates from the job. This matrix also has the section that allows the members of the selection team to put their comments about the candidates in brief (Farr & Tippins, 2017). This is therefore of a document that is used to finalize the candidates by jotting down their abilities mad relevancy to the job requirements. Following is the matrix that can be used to for the above job description:

Selection strategy

Name of the candidate	Academic qualifications	Knowledge	Work experience and history of the jobs	Personal skills	Technical skills	Comments
Name 1
Name 2
Name 3
Name 4
Name 5
Name 6
Name 7
Name 8

Pre interview: It is the phase where the activities that need to be conducted in order to make preparations for the interviews are done (Fine & Getkate, 2014). It has been analysed that the first step that needs to be conducted is filling of the application form (Konradt, Garbers, Böge, Erdogan & Bauer, 2017). At this stage all the short listed candidates or the one who has applied for the job has been given the application form at the interview site which needs to be filled by them. There are some other activities that need to be conducted:

• Filling of the form
• Introduction round of the employees
• Collection of the application form and resume
• Brief about the interview process to the candidates
• Psychometric test: This test is conducted to check the knowledge of the candidates and the least marks that needs to be achieved to get short listed is 15 out of 30

During Interview:

At the time of interview, there are different activities that need to be conducted. Some of the activities are:

• Make the candidate comfortable: It is the activity that requires the recruiters to make the candidates comfortable so that they do not feel nervous during the interview.
• Ask the candidate to provide his or her introduction: This is the first and the foremost question that needs to be asked to the conducted (Earl, Taylor & McLoughlin, 2017).
• Provide information about the job and the responsibilities: the information about the job responsibilities.
• Listen: It is required by the recruiters to listen carefully to the candidate. Listening provides proper skill information about the candidate.
• Provide points to the candidate on each skill: Each and every recruiter should provide the points at the time of conducting the interview nada los provide their comments at the same time so that they do not forget about the qualities of the candidates.

Post interview: It is the time when the candidates has completed their interview process and waiting for the results. Several activities that need to be conducted at this time are:

• Compare the details of the candidates: It is the step that requires the recruiter to compare the details of the candidates and short listing them accordingly (Landau & Rohmert, 2017).
• Background verification: it is the stage where the documents that has been submitted by the candidates need to be analysed that verified by different sources. This is the very important activity to be conducted before the joining of the candidate to check the reliability of the candidate and to verify whether the documents submitted by the candidates are true or not (Caldwell, Hamilton, Tan & Craig, 2010).
• Let the candidates know the results: It is the time when the recruiter should provide the results to the candidates.

It is the schedule that may or may not be sent to the candidates regarding the timings and the activities that needs to be conducted n the interview day. Following is the interview schedule for the above interview:

In Vogue interview schedule:

Job title: HR manager

Date: 2nd October

Time: Activities: 10 a.m. Applicants gathered at hall 1 10:30 – 11 a.m. Presentation and form filling 11 a.m.- 2 p.m. Interviews 2 p.m. – 3 p.m. Lunch All the applicants needs to gather in hall 4 for lunch 3 – 6 p.m. interviews Interview finishes The results would be announced between 3-4 working days via mail

Some of the questions that need to be asked at the interview are:

1. Provide brief introduction about yourself.
2. What were you roles at the previous company?
3. Why you want to switch you job?
4. Why we should hire you?
5. How will you handle the conflicts between the employees if both are right on their part?
6. What are your weaknesses?
7. Situation analysis……………
8. How you develop employee engagement?
9. What are the best ways to recruit?

(Sadler, Lee, Lim & Fullerton, 2010).

The KSA that are being analysed by the questions above are:

KSA	Questions that are used to analyse the skill
Communication skills	All the question
Conflict resolution skills:	5
Problem solving skills	5 and 7
Attentiveness skills	All the questions
Professionalism	2 and 3
Academic knowledge	8 and 9
Confidence and seriousness of the candidates towards the job	3 and 4

Summary matrix of the candidates: 

Name of the candidates	Points out of 10
Communication skills	Academic skills	Experience	Confidence	Overall rating
Name 1
Name 2
Name 3
Name 4
Name 5

References:

Brewster, C., & Hegewisch, A. (Eds.). (2017). Policy and Practice in European Human Resource Management: The Price Waterhouse Cranfield Survey. Taylor & Francis.

Caldwell, P. H., Hamilton, S., Tan, A., & Craig, J. C. (2010). Strategies for increasing recruitment to randomised controlled trials: systematic review. PLoS medicine, 7(11), e1000368.

Chelladurai, P., & Kerwin, S. (2017). Human resource management in sport and recreation. Human Kinetics.

Earl, C., Taylor, P., & McLoughlin, C. (2017). Recruitment and selection of older workers. Encyclopedia of Geropsychology, 2009-2015.

Farr, J. L., & Tippins, N. T. (Eds.). (2017). Handbook of employee selection. Taylor & Francis.

Fine, S. A., & Getkate, M. (2014). Benchmark tasks for job analysis: A guide for functional job analysis (FJA) scales. Psychology Press.

Furnham, A. (2017). Methods in Recruitment and Selection. The Wiley Blackwell Handbook of the Psychology of Recruitment, Selection and Employee Retention, 202.

Joseph, C., Imbeau, D., & Nastasia, I. (2011). Measurement consistency among observational job analysis methods during an intervention study. International Journal of Occupational Safety and Ergonomics, 17(2), 139-146.

Kavanagh, M. J., & Johnson, R. D. (Eds.). (2017). Human resource information systems: Basics, applications, and future directions. Sage Publications.

Konradt, U., Garbers, Y., Böge, M., Erdogan, B., & Bauer, T. N. (2017). Antecedents and consequences of fairness perceptions in personnel selection: a 3-year longitudinal study. Group & Organization Management, 42(1), 113-146.

Kundu, S. C., Rattan, D., Sheera, V. P., & Gahlawat, N. (2015). RecRuitment and Selection techniqueS uSed in coRpoRate SectoR: a compaRative Study of indian and multinational companieS. Journal of Organisation and Human Behaviour, 4(4).

Kurtz, J., & William, A. (2017). Influential role of employee perception of recruitment and selection on performance. Australian journal of economics and management sciences, 7(5).

Landau, K., & Rohmert, W. (Eds.). (2017). Recent developments in job analysis. Taylor & Francis.

O’Boyle, E. H., Humphrey, R. H., Pollack, J. M., Hawver, T. H., & Story, P. A. (2011). The relation between emotional intelligence and job performance: A meta?analysis. Journal of Organizational Behavior, 32(5), 788-818.

Sadler, G. R., Lee, H. C., Lim, R. S. H., & Fullerton, J. (2010). Recruitment of hard?to?reach population subgroups via adaptations of the snowball sampling strategy. Nursing & health sciences, 12(3), 369-374.

Taylor, S. (2014). Recruitment and selection. Strategic Human Resource Management: An International Perspective, 10(6), 139-14.