Introduction of Standard Operations Guide for "Technow Recruitment" Assignment
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1.1 Employee lifecycle stages and current role
The principal purpose of the study is to raise awareness among the employees about organizational practice development. “The employee life cycle model” is the core component of an organization that guides the visualization of the engagement process of employees within the organizational process. Implementation of an excellent strategy for employee’s recruitment and management process contributes to higher turnover rates as well as higher retention rates (Singh, 2019). The implementation of employees' life cycle strategy guides the organization to improve perforation rater as well as business reputation.
Different stages of employee’s life cycle
(Source: Singh, 2019)
Attraction is the preliminary stage of the employee life cycle that mainly focuses on innovative work culture as well as the showcase of excellent talent. Before the recruitment process, the employees are attracted by the brand and the projection impact of the organization (Bojanowska, 2018). The employees are mostly attracted by brand awareness, organizational culture and benefits and compensation provided by the organization to the employees.
Recruitment phase highlight strategies implemented by recruiter to select potential candidates within the organization. Mostly in the recruitment process, talent and experience are the main criteria from the employers. The specific recruitment processes for different business unit makes the work power strong and reviews the qualities and potentiality of the employees.
The next stage of an employee's life cycle is onboarding, which refers to the adjustment process of an employee into the organizational environment. In this particular stage the identification of position, employee’s attitude, along with knowledge and skills are evaluated (Bojanowska, 2018). Through this stage, the employee is aware of the individual job descriptions, visions and values of the organization.
The development stage is the most important state of employees' life cycle that encourages the internal as well as an external learning process (Sato et al. 2018). Knowledge and skill development of an employee encourages team performance, as development should be processed through job responsibility.
The retention stage focuses on keeping the best employees in the organization. For that purpose, the organizational culture and communication level play a great role in the employees' retention policy (Bojanowska, 2018). The retention rate can be improved by recognizing the motivating factors of employees and evaluating the team morale timely.
The final stage of the employee life cycle is separation and it is also a very important stage. The employers should address the reason behind employee separation and provide honest feedback to the separated employees.
As a participant in the “People Practice outplacement company” it is my principal duty is to look after the employee development process. Apart from that, my role will be to increase awareness among employees about the key legislations, organizational diversity and the work practices that smoothens the employee's lifecycle. Apart from that, providing the actual learning to the employees for productivity and sustainability development is another role of mine. I have to look after the training session for ensuring that the employees of the organization perform their respective duties to fulfill organization’s visions and values.
1.2 Recruitment stages, methods process and its application
Employees are the vital assets of an organization so the employees should take the major responsibility for improving the state of the organization. Regulating different types of organizational practices like important legislation, workforce diversity, and performance management skills should be improved for increasing sustainability and organizational productivity.
(Source: Dachner and Makarius, 2022)
Recruitment planning deals with disclaimers of the job designations along with the required qualities, experiences and skills of employees. Proper job descriptions, analysis and specifications are other features of this stage. Regional source implementations and employee resource is the appropriate recruitment strategy for recruitment planning.
In context to strategy development, the recruitment strategy guides the development of the employee’s selection process. The accuracy in data collection in terms of job information and determining the knowledge, and skills is the most important strategy for recruitment. Strategy development is possible for new resources orientation, job classification as well as perper career path description.
The candidate searching process is going through the internal and external searching process. Internal searching includes internal advertisements and oral promotions for the job openings (Dachner and Makarius, 2022). The external search includes professional advertisements, and campus recruitment and incorporates different employment agencies.
The screening process eliminates the undeserved candidate from the job description. The screening process is proceeding by evaluating the resume that mainly focuses on the knowledge, skills and experience of the candidate.
Evaluation and control is the final process of the recruitment process that refers to arranging the training session for the employees to make awareness of the visions and values of the organization.
The recruitment process also includes the organizational administration process that guides the improvement of the personnel management process. “Strategic Contingency Theory” is the most appropriate theory for recruitment and implementation of different strategies for improving employee performance. According to Sato et al. (2020), it is seen that with the application of this theory the employee retention rate by more than 8.6% and the business productivity is around 23.5%. The theory also guides the implementation of several theories for motivating employees.
1.3 Ways of information preparation for specified roles
In order to prepare the information about the job role for an organization, it is very important to be specific about the job description. Apart from that, too much exaggeration is not appropriate for preparing the job advertisement. “General Systems Theory” is the most important theory for the job advertisement that refers to promoting every minute detail about the job designation that guides to attract the candidate to the organization (Dachner and Makarius, 2022). According to this theory, offering challenging situations and conveying the organizational values and visions is the major requirement for job advertisement. Providing a short description and the brand and the designation is very significant for the job advertisement. Include the required qualification and the expected knowledge is also very important for job advertisement (Ehiogu and Dim, 2021). The additional job descriptions kile projected salary, job timings and the job locations make the job advertisement more effective.
1.4 Methods used for attracting individuals for different range of roles
Different methods and strategies are used for attracting the candidate to the organization and for that purpose the proper talent search policy implementation are very important.
Internal range of roles for recruitment: The internal source is the primary source of candidates and it is arranged in case of the requirement of the fewer candidates. The internal range of roles includes the oral job advertisement as well as informal job advertisement theory email or notice. According to Cherep et al. (2019), through the internal process, the best employees can be hired as it comes through authentic sources. Apart from that formal recruitment process are not arranged in the process.
External range of roles for recruitment: The external process is the authentic process of recruitment with proper job advertisements posted which promote through different platforms like digital media promotions as well as through email (Ehiogu and Dim, 2021). In order to apply methods to the recruitment process, the HRM needs to be more careful in evaluating the resumes and skills or experience of candidates.
Bojanowska, A., 2018. Managing relationships with employees as company's internal clients. Marketing iZarz?dzanie, 53(3), pp.17-26.
Cherep, A.V., Helman, V.?. and Rybalko, O.M., 2019. Management Employee life cycle of higher education. ???????????????????????????????????????????. ???????????????, (4), pp.160-164.
Dachner, A.M. and Makarius, E., 2022. Follow the trails: A path to systematically designing corporate alumni programs. Organizational Dynamics, p.100897.
Ehiogu, C.P. and Dim, H.C., 2021. Employee-Focused Growth Initiatives and Insurance Service Delivery in Nigeria; A Forecasted Employee Growth Model (FEGM) Approach. Nigerian Academy of Management Journal, 16(1), pp.74-85.
Sato, Y., Kobayashi, N. and Shirasaka, S., 2019. Deriving Challenges through Clarification of Areas to Strengthen the HR System Using A Matrix with the Three Axes of Target Employee, Life Cycle Stage, and HRM Policy Choices. International Journal of Japan Association for Management Systems, 11(1), pp.91-101.
Sato, Y., Kobayashi, N. and Shirasaka, S., 2020. An analysis of human resource management for knowledge workers: using the three axes of target employee, lifecycle stage, and human resource flow. Review of Integrative Business and Economics Research, 9(1), pp.140-156.
Singh, D., 2019. A literature review on employee retention with focus on recent trends. International Journal of Scientific Research in Science and Technology, 6(1), pp.425-431.