Recruitment Process of Talent Seek
Discuss the current situation as well as key issues in the selection and recruitment process.
In the modern day business, human resource is an essential part of any organisation. It is crucial that the managers need to make sure that that they have an effective plan for managing the human resource (Rao & Rao, 2009). There are many consultancy firms that help in managing the team of the organisation. Every company adopts various recruitment and selection process in order to ensure that the best of talents can join their firm. Companies focus on process improvement. Talent seek is a recruitment firm that recruits public service members for several positions in various forms i.e. permanent, contract-based etc Furtmueller, Wilderom & Tate, 2011). Jenny the newly appointed manager at the firm is trying to make the process faster, transparent and highly structured. This report discusses the current situation as well as key issues in the selection and recruitment process. It also signifies the main goals and major phases of the process. At last, the assumptions regarding various areas of information are provided.
Talent seek is an organisation that works in the field of recruitments for the public sector i.e. to local and national government in New Zealand. It offers services of all the types i.e. support operational support and coordination of recruitment services. Its services also include coordinating recruitment advertising, checking pre-employment procedures like employment history, criminal records etc. It also does vacancy processing, generating appointment letters, supporting and coordinating different traineeship, coordinating job evaluation as well as graduate and recruitment programs for the New Zealand government. They recruit for a range of employment like casual, contract-based, permanent as well as secondment position (Davison, Maraist, Hamilton & Bing, 2012). The major part of the services includes recruitment for a permanent position.
Jenny has been assigned the role as manager of Business analysis and improvement team. She is having 6 business analysts under her. Talent Seek has been performing very poor in terms of service delivery (O’Meara & Petzall, 2013). CEO Joe Barns is very upset from the annual service review. He finds the major reason for this is the discrepancies in the recruitment process. The behaviour of the staffs is also not very enthusiastic about changing the scenario. He has assigned Jenny with the task to bring process improvement. Jenny says that the process needs to be more structured, faster and transparent. Currently, the customers are extremely unhappy with the services that are provided by Talent Seek and have lodged complaints about the firm. The clients are complaining that they are losing the best candidates due to an inefficient process. But Jenny wants to make it the first choice for the people in New Zealand that are planning to join government agencies. Jenny took many improvement initiatives for making the recruitment process.
Current Situation and Key Issues
In any process, there are many phases that need to be dealt with proper attention. The major goals of the process are:
- To hire the best of talents in New Zealand for the government agencies. This includes people from different backgrounds having the required skills that are needed by the firms.
- To make the process improvement so that no talent get missed due to operational failures.
- Providing regular feedback to the clients by improving the communicational mechanism.
- To lower the cost of the whole process.
- Measuring the process efficiency with the help of many Key Performance Indicators.
- To reduce the time of the overall process. This is done by reducing the time that is wasted in between the two activities.
Process Identification
It is the initial phase in which the problems are posed and the results of process identification are rationalized procedure architecture that gives an entire sight of the ways in an organization and their bonding (Liu, WanG & Huang, 2013).
Process Discovery
It is the next phase of the process that shows the discovery of the process in a significant manner.
Process Analysis
It is considered as an important phase of the process in which the issues are analyzed for the purpose of making an improvement in the entire process (Ahsan, Ho & Khan, 2013).
Process Redesign
The main aim of this stage is to recognize the modification to the process that will be helpful in addressing the issues recognized in the earlier phase and permit the company to fulfil its objectives. Various change options are evaluated and compared in the relation of the identified performance measures (Liu & Gao, 2011). This encompasses the process such as new change options are proposed so that improvement can be done in an efficient manner.
Process Implementation
It is the phase in which the amendments are required to move from the as-is process to the to-be process are ready and performed. This phase covers organizational change management and process automation (Brandl & Pohler, 2010).
Process Monitoring and controlling
It is the phase that evaluates the process and control the redesigned process. This phase analyze to decide how effective is the way of performing with the respect to its evaluation measures and performance objectives (Kim & Gao, 2010).
The main reason behind mapping the existing procedure of the organization is to location the organization in order to elaborate, analyze, document and suggest solutions and summarize the plans to shift the company toward its customer-focused aims. It has been found that any kind of procedure mapping movement initiates with an easy evaluation that can be developed by interviewing the key stakeholders of the processes. SIPOC is considered as a contraction for supplier-input-process-output-customer (Marques & Requeijo, 2009). The diagram of SIPOC facilitates to recognize the process outputs and the customers of those outputs in order that the influence of the consumer can be confined. At the time of mapping the SIPOC, the option can be available in the term of swim lane and unrelated method. It is essential for the unrelated method that the unit of the business confine entire knowledge with straight regarding it to a specific process, output and so on to a brainstorming session. This process needs more gaps and various mapping sessions because of the amount of time needed to map each process and is straight in nature (Du Plessis & Frederick, 2012). Fundamentally the certification used is an amalgamation of the matrix, flow chart, and summarization. The SIPOC diagram involves:
Goals and Phases of Recruitment Process
Suppliers:Important internal or exterior suppliers to the procedure.
Inputs:Considerable inputs to the process such as information, etc.
Process:One block instead of the complete process.
Outputs:Important outputs to internal or external customers.
Customers:Considerable internal or external customers to the practice
|
Suppliers |
Inputs |
Process |
Outputs |
Customers |
|
Stakeholders |
Talent Needs |
Interviews |
Innovations |
Government Agencies |
|
Recruiters |
Job Requirements |
On-Boarding |
New Skills |
Stakeholders |
|
Word of mouth |
Referrals |
Training |
New ideas |
Human Capital Assets |
|
Social Media |
Potential Candidates |
Candidate Selection and Sourcing |
New Talent |
Large companies |
|
Management |
Skills Candidate |
Offer to hire |
Reduction in employee turnover |
Hiring managers |
The description of each phase of the process of Talent Seek is described below in which the company is creating a job analysis and making a job description for the purpose of increasing talent in New Zealand. The below table will show the events, activities, decisions points, actors, objects and outcomes of this initial phase of the company.
|
Activities |
Decisions Points |
Actors |
Objects |
Outcomes |
|
|
Identified issues |
A business problem is posed in which the issues have been found in this phase. There are various issues such as lack of communication, high cost, and delay in processing. The recruitment preparation is being done with around 18000 to 26000 applications per month. It has been analyzed that the organization is low does not provide any facilitation for this, and on average it takes 5-10 working days before the position account is completed. |
The decision regarding this phase is that the company need to inspect each process of recruitment. |
Human actors Recruitment agency Decision point of actors : To identify the issues by involving in the meeting. : Recruitment agency finds the issue in recruitment and resolves them by making effective recruitment process. |
· Electronic documents · Electronic records |
It would help in making an improvement in the process of hiring. |
|
Events |
Activities |
Decisions Points |
Actors |
Objects |
Outcomes |
|
Discovered plan |
If a command for a role exists, but no current position exists, then the Recruitment Managers ask with the subsequently level manager or client HR managers to decide whether a innovative position should be shaped and if a business case should be residential. |
Check all process of Talent Seek |
Talent Seek Recruitment Managers Decision point of actors Talent seek recruitment manager will make the plan to recruit talented people |
Electronic documents Paper documents |
However, this process would take time but the new position can be shaped by this process. |
|
Events |
Activities |
Decisions Points |
Actors |
Object |
Outcomes |
|
Approved staff requisition |
As per the case study, it has been found that the number of complaints has been made regarding Gov Source over the years, in specific, the complexity to access the system from outside the business intranet. Builds and publishes the advertisement |
Collection of all applications from the recruitment agencies |
Talent Seek Recruitment Coordinator Recruitment agencies Decision point of actors Both actors will help in approving the staff requisition |
Photocopier machine Electronic records |
It would be helpful for the company to make changes within the operation for the purpose of bringing change. |
|
Events |
Activities |
Decisions Points |
Actors |
Objects |
Outcomes |
|
Redesigned process |
· Creating a job analysis and making a job description. Publishing it through the advertisement. · Receiving of application. Processing of the application. Making of a recruitment panel who reviews the application (Busch, Kanter, Callaghan, Baruch, Weeks & Berlin, 2009). An evaluation sheet is provided to the panelist who is filled to shortlist the candidates. · Interviews are set, schedules are made and applicants are called. Second round interview is also planned in some cases. · Referee checking all the application · The referee reports are sent back. The delay reasons are found out and then short listing is done. Face to face meetings are set up. Top 5-8 are only sent to the round two panel meeting. · After the selection of candidates all others are verbally informed about them being unsuccessful. Terms and conditions for the selected candidates are decided. The offer regarding details is shared. Recruitment manager sends the appointment approval form to the next level managers. · Medical assessment of the selected candidates is done. Clients are verbally informed. If he accepts the offer, letter of appointment along with various other necessary documents is issued. Negotiation is done if the candidate is not willing to join then other candidate is called and medical test and negotiation are performed. · At last Talent seek receives the money from the organization which is 12% and 25% of the annual remuneration of the placed candidate. |
Logistics are arranged. Interview questions and required test templates are prepared. |
HR Managers Recruitment Agency Recruitment Manager Talent Seek Recruitment Coordinator Decision point of actors It is the main process in which all actors will take decision in developing the new process or making changes in the existing process. |
Physical objects Immaterial objects |
It would be helpful in redesigning the process and reducing the impact of the identified issues within the organization |
|
Events |
Activities |
Decisions Points |
Actors |
Objects |
Outcomes |
|
By applying Six Sigma and making HR plan |
The main activity under this event is to keep the focus on the minimizing the defects in the company (Mandahawi, Araidah, Boran, & Khasawneh, 2011). |
Improve the quality of the work for the aim of giving talents to the New Zealand Government as well as private sectors (Murphy, 2009). |
Human actors Software system Decision point of actors Restructured process will be implemented under this process by taking help of Six Sigma. |
A proper system with the latest technology so that the evaluation of the performance can be done with an effective manner. |
It would give positive outcome if it works effectively otherwise due to resistance to change, the employee can face various challenges |
|
Events |
Activities |
Decisions Points |
Actors |
Objects |
Outcomes |
|
Providing the regular feedback |
· Fixing the standards · Measuring the actual performance · Comparison · Corrective action · Follow up |
Evaluation of the performance of the employees. Hiring rate of employment per month |
Recruitment Manager Decision point of actors Recruitment manager will monitor the entire process so that the performance can be evaluated |
Proper e-records of an employee |
The revenues of the company would be increased due to effective placement by the company |
The above mentioned table shows that the starting event is identification of the issue after that this issue is analyzed with the help of the staff requisition. Process is redesigned with the help of decision points of actors in which hiring system is changed so that the effective and required skills can be hired. After that the redesigned process is implemented by adopting six sigma strategies in the process. The last event is providing regular feedback to the clients by improving the communicational mechanism.
Conclusion
It can be concluded from the above report that the recruitment process should be formulated in an efficient manner so that the screening if the candidates can be done with purposeful manner. To make this report, the case study has been taken to elaborate the issues regarding talent management. The main goals and phases have been identified and elaborated in an effectual manner and each phase has described events, activities, decisions points, actors, objects, and outcomes. The SIPOC map of a process has been made for the purpose of capturing the context and scope of the process. It has been from the analysis of case study that the Talent Seek need to make improvement in the process for bringing talents in New Zealand’s Private and public organizations.
References
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Busch, A. M., Kanter, J. W., Callaghan, G. M., Baruch, D. E., Weeks, C. E., & Berlin, K. S. (2009). A micro-process analysis of functional analytic psychotherapy’s mechanism of change. Behavior Therapy, 40(3), pp. 280-290.
Davison, H. K., Maraist, C. C., Hamilton, R. H., & Bing, M. N. (2012).To screen or not to screen?Using the Internet for selection decisions. Employee Responsibilities and Rights Journal, 24(1), pp. 1-21.
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Kim, Y., & Gao, F. Y. (2010). An empirical study of human resource management practices in family firms in China. The International Journal of Human Resource Management, 21(12), pp. 2095-2119.
Liu, T., & Gao, F. (2011). Industrial process identification and control design: step-test and relay-experiment-based methods. Springer Science & Business Media.
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Mandahawi, N., Al-Araidah, O., Boran, A. and Khasawneh, M., (2011). Application of Lean Six Sigma tools to minimise length of stay for ophthalmology day case surgery. International Journal of Six Sigma and Competitive Advantage, 6(3), pp.156-172.
Marques, P.A. and Requeijo, J.G., (2009). SIPOC: A Six Sigma tool helping on ISO 9000 quality management systems. In XIII Congreso de Ingeniería de Organización (pp. 1229-1238).
Murphy, S.A., (2009). Leveraging lean six sigma to culture, nurture, and sustain assessment and change in the academic library environment. College & Research Libraries, 70(3), pp.215-226.
O’Meara, B., &Petzall, S. (2013). Handbook of Strategic Recruitment and Selection: A Systems Approach. Emerald Group Publishing.
Rao, P. S., & Rao, V. S. P. (2009). Personnel and human resource management (pp. 236-345). Himalaya Publishing House.
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