Sample Report Paper on Recruitment and Selection

Executive Summary

After conducting a series of research activities on the selection and recruitment process of Han Shi Ge BBQ restaurant in China, findings indicated that the company was majorly focused on ensuring that the recruitment process was based on competency of the applicants. This was informed by the fact that the restaurant business requires individuals to be proficient enough in the execution of their skills and expertise. The company through its realistic recruitment policy desires to give information without the distortion to the interested parties that are outside the organization. This is one way of attracting new skills and levels of expertise in the company. The ability of the company to ensure equal employment opportunity informs diversity in its current workforce. The organization uses successful hurdles approach in the section process since it is job specific, and brings out the most qualified individuals It is however necessary for the company to introduce a detailed application form, and competency approach in the selection process as a way of improving its effectiveness and efficiency of human resource department.

 

 

Introduction

The recruitment and selection process at Han Shi Ge BBQ restaurant forms an essential part in the department of human resource. This is largely due to the activities involved in the process, and these include the acquisition, development, and the reward of workers (Armstrong 24). Recruitment is a process through which an organization generates a pool of highly skilled and capable people to apply for employment positions (Yu and Daniel 21). Selection is a process that allows the management and the recruiting team of an organization to use available and specific instruments to choose from a pool of skilled applicants individuals who are more likely to succeed in executing the job as defined by the legal requirement, and the vacancy available within the organization (Armstrong 24). Inasmuch as the two recruitment and selection processes share some connection, each of the roles requires separate range of skills and certain levels of expertise, and this at times requires the involvement of different members of the organization (Yu & Daniel 22). In some situations, the recruitment activity at Han Shi Ge BBQ restaurant is conducted by an outsourced agency while the selection process is done by the company. This is aimed at ensuring that the process is transparent and just. The recruitment and selection policies of Han Shi Ge BBQ restaurant are defined by the law of equal employment opportunity (EEO), and this gives the company the responsibility of ensuring that it engages in strategic recruitment and section process. Through this policy, the company hires both internally and externally depending on the skills and capacity required. The main objective of this report is to provide an overview and an analysis of Han Shi Ge BBQ restaurant’s recruitment and selection policies. This will be conducted through an in-depth analysis of the existing situation in the company. In addition, the report will also provide recommendation on how to improve the company’s recruitment and selection policy.

Description of the Company’s HR Policies and Practices
Company Overview

Han Shi Ge BBQ restaurant is located in Beijing Century Jin Yuan Hotel underground commercial Pedestrian Street. This area is close to many tourist attraction sites and close to the Zhong Guan Cun business district, such as the Bird’s Nest Olympic stadium, Olympic National Swimming Center (Water-Cube), the Summer Palace, and the zoo. The location attracts a large number of tourists and business people every year. These individuals form the main target customers for the business considering that they are also the main consumers of the company’s products. Moreover, the company has been considered a success because of the high quality service and specialty meals that have attracted many local loyal consumers over the past decade in the restaurant. The company has been on the process of expanding the market in numerous ways, and this is inclusive of cooperating with the surrounding shopping malls and companies to help them in launching and selling some of its special meals. As part of its marketing and distribution strategy, the company has been embracing the use of internet technology, especially in launching some of its meals. The high levels of pollution in China have increased demand for healthy foods. In order to cater for consumer demands for healthy foods, the company has been engaging different companies and health institutions for advice and expertise on how best to produce healthy foods.

The Company’s HR policy on recruitment and selection

The company through its management in the process of preparing to engage potential and current employees in the recruitment and selection process is charged with the responsibility of giving its statement of intent. This statement gives an assurance to potential employees that the recruitment and selection process will be fair, open, and transparent (Armstrong 23). In addition, it gives the confirmation that the entire process will be conducted in compliance with the relevant legislation (De 130). Confidentiality of personal information received from the applicants is also declared in the statement of intent (Armstrong 26). Moreover, through the statement of intent, the company gives more assurance pertaining to equal employment opportunities by affirming that applicants will not be denied employment opportunities based on their needs, cultural background, religion, gender or economic class (Armstrong 24). Employment positions, according to the requirements in the statement of intent are based on levels of competency, qualifications, and enthusiasm for the employment opportunity (Armstrong 26).

The company also operates on a recruitment procedure, which requires the development of a detailed job description prior to the advertisement of the employment procedure to the potential applicants. Details included are the job title, location of the position, the body to be reported to, purpose of the job and areas of work, specific duties and responsibilities, and hours of work (Compton et al 23). Person specification is also a procedural activity in the recruitment process at the company, and this includes all those desirable attributes of the potential applicants, such as knowledge, skills, qualifications, experience, and any other attributes that the HR department deems essential for satisfactory execution of the job ((Armstrong 28).

Advertising is also a recruitment procedure that is defined in the company’s HR policies. Except for internal recruitments, it is a requirement that all employment positions are to be advertised in the local newspapers, job websites, and they should clearly state the mandate of the company in the provision of equal employment opportunities (De 133). All advertisements must include the name of the company, job title, and brief description of the job, location of the position, essential qualifications and experience, whether the potion is fulltime, part time, temporary or permanent, and the application process (Compton et al 25). In addition, the advert must also include contacts for further information, closing date and time for the application, and the logos where appropriate.

The company also defines the process of applying for employment positions. The interested applicants are presented with a detailed job description, and person specifications. The application form requires the applicants to send their curriculum vitae (Armstrong 35). Completed application forms are sent to the company through the defined channel. One way through which the company ensures confidentiality is through ensuring that only the individuals nominated in the selection process can see the application forms (Yu and Daniel 27).

Successful applicants are shortlisted by a selection panel drawn from the company. The shortlisting panel and the interview panel of the organization must agree on the selection criteria in relation to the company’s requirements. Assessment of applications must be based on information provided by the applicants, all applicants must meet the selection criteria for shortlisting, and all unsuccessful applicants must be provided with letters of regret (De 133). The selection panel must also prepare a report on the shortlisting process.

The selection process involves choosing the best candidate out of the shortlisted and interviewed applicants. The position must be offered to the candidate with the highest mark on the score sheet, the person who comes second must be held in reserve in case of any failures by the best candidate. The successful candidate must be officially notified in writing or through the telephone. Letters of regrets must be sent to all the unsuccessful candidates. The interview and selection panel then prepare a report on the entire process.

It is a company policy that all the new employees must be taken through an induction period whether they are provided with information on their roles in the company, information on the company’s codes of ethics, term as of reference, salary details, policies and procedures of the company among other essential details. This is followed by signing of a contract with the company.

Analysis of HR Policies and Practices on the Recruitment and Selection Process
Competency-based recruitment and selection

Han Shi Ge BBQ restaurant policy on recruitment and selection is founded on the competence of the applicants. Being a restaurant that serves both local and international customers, considering the close proximity with local tourist sites in China, the staff recruited in this company are expected to be highly skilled and experienced to be able to satisfy diverse needs of the customers (Arthur 120). With the help of this technique of recruitment and selection, the restaurant is able to meet its objectives in terms of the type of employees that it attracts. It is important to note the difference between traditional competency-based recruitment processes with the type of recruitment process that the company employs (Yu and Daniel 27). Other than laying consideration on other factors, such as marital status and the gender of the applicants, the skills and passion that the applicants promise to the organization are key in deciding the applicants that will be considered capable of executing their responsibilities (Yeung 9). The integration of competency as part of the recruitment process in the restaurant can therefore be associated with its ability to concentrate more on the formal and professional processes that are largely measurable in relation to the realization of the company’s objectives (Shermon 363).

Competency based recruitment and selection process is associated with numerous advantages, such as the fact that it is result oriented; there are limited chances of discrimination since it outlays the procedures that should be followed for a successful process (Arthur 122). In addition, the process also allows easy identification of backups or reserve applicants considering that it facilitates the ranking of applicants in the order of their achievements in the selection and recruitment process (Yeung 10).

Despite the advantages that are associated with competency-based recruitment and selection process, the company is still faced with challenges on how to improve the efficiency and effectiveness of the policy when recruiting unskilled and semi-skilled workers since they do not possess an understanding on how to demonstrate their competency in the area of choice (Yeung 11).

In the process of applying this policy in the recruitment process, the management has a responsibility of ensuring that the applicants are taken through a competency model that will evaluate the level of expertise of the applicants. This enables the restaurant to identify the core competencies of the applicants in relation to the employment position of interest (Shermon 364). In addition, through the competency model, the organization has also been able to relate the objectives of the organization. Competency model in the recruitment process is one way through which the restaurant ensures strategic recruitment and selection process (Compton et al 27). This is based on the understanding that recruitment is a two way process aimed at satisfying the goals of the organization and ensuring that the applicant is able to assess the reliance of the job in relation to his or her skills (Shermon 365).

 

 

Realistic Recruitment

The human resource department at Han Shi Ge BBQ restaurant operates on the policy of realistic recruitment. This is based on the consideration that once a vacant potion has been identified, the organization begins by developing a statement of intent. This is followed by a detailed job description and personal skills that the organization desires to capture. The organization engages in exchange of realistic and truthful information in the entire process of recruiting and selecting applicants. This policy is considered beneficial to the organization and the applicants considering that the position will only attract individuals competent enough to execute the responsibility listed in the job description, considering that they possess the skills listed (De 136). The successful individuals will not only realize job satisfaction, but also demonstrate high levels of organizational commitment, job performance, and turnover.

Inasmuch as the company endeavors to give priority to existing employees in a situation of promotions or new employment opportunities, it also endeavors to bring in more skills and improved levels of expertise in its pool of employees. In such a circumstance, the company employs the use of realistic recruitment as a means of providing outsiders with all the pertinent information without any form of deformation (Shermon 367). This will enable the potential employees from external sources to not only understand the expectation of the potential employer but also the skills necessary to meet those expectations (Compton et al 31). This is in line with the expectancy theory, which is used in the virtual viewing of all aspects that are related to the employment (Compton et al 32). Through this theory, an actual or a potential employee can understand his/her tendency to execute his/her responsibilities at the level of satisfying responsibilities in accordance with the job description or the requirements of the employer (Compton et al 35).

The recruitment and selection process is considered by the restaurant as the first stage of interacting with the applicants on employment matters. This explains why the human resource department in the restaurant develops strategies to attract applicants in relation to the skills and professionalism that the restaurant needs. The management of the organization holds the human resource department accountable for the pool of applicants that they shortlist and eventually select (Shermon 366). Therefore, in a situation where an individual has to be promoted from the existing workforce, the in-house posting must be crafted in a manner that not only focuses on the actual situation of the job but also generates maximum interest from the existing workforce.

Equal Employment Opportunity

Other than insisting on competence and realistic recruitment, the organization stresses on equal provision of employment opportunities to all persons irrespective of their gender, cultural orientations, and political or religious affiliations (Martin 43). It is important to note that the only distinguishing factors that will enable an individual to be considered for an employment position over other individuals are the levels of qualification, and ability to demonstrate expertise in the area of interest (Macdonald 3). In addition, applicants are also distinguished by the desirable attributes that the company considered as an added advantage to the realization of its goals and objectives (Macdonald 3).

One way through which the restaurant ensures equality in the provision of employment opportunities is through employment of qualified individuals coming from minority groups in China. This is based on the qualifications identified as essential but also on the ability of such individuals to speak in languages that a tourist from different countries is able to understand (Martin 44). A restaurant that operates in a place that is closer to tourist attraction sites is strategically located to attract individuals from different nations and locations within China. It is the responsibility of the management to ensure that its pool of employees is diversified as this will be a reflection of the restaurant as a place where the world converges. Other than the belief in a diversified team of employees, the recruitment and selection policy of the restaurant operates in accordance with the trait leadership theory (Macdonald 4). This school of thought argues that leadership and the levels of expertise is not only dependant on the physical attributes but also on the ability of the leader to understand the role of traits in the development and the realization of organizational goals (De 138).

Diversity and equality in the allocation of employment opportunities in the restaurant is therefore based on the admirable traits of the individual applicant in relation to the objectives of the organization (Cook & Barry 34). A diversified workforce in the view of the human resource department of the restaurant is built on the principles of affirmative action, equal employment opportunities, and diversity (Macdonald 5). The realization that the HR policies on recruitment and selection of Han Shi Ge BBQ restaurant are non- discriminative creates an understanding that the three principles of diversified workforce operate together in ensuring the realization of organizational goals and objectives (Martin 46). Affirmative action, for instance, unites the targeted groups in the recruitment and selection process while equal employment opportunity makes these individuals equal considering that they are engaged in a process of seeking an employment position where one or more are bound to emerge successful based on factors other than the identified as discriminatory (Arthur 31). The principle of diversity, in the view of the restaurant, creates the notion that every individual is unique and it is important to recognize this uniqueness in a safe, positive, and nurturing environment (Cook and Barry 37).

In terms of ensuring equal employment opportunities, the company still faces the challenge of ensuring diversity considering that it does not provide opportunities for the disabled and the old in the society. This is largely because of the challenges that are associated with the opportunities available in the company.

Selection Criteria

The restaurant selects successful employees during an interview process using the successive hurdles approach. This job-specific approach endeavors to eliminate or accept an applicant based on his/her ability to perform a task. Through this approach, the interview panel sets hurdles, each of which must be accomplished for an applicant to be able to progress to the next step of the interview (Lindner and Zoller 1). Those who fail in the process of handling these chores are considered failures and the process continues until the recruiting and selecting team gets the most successful. The organization uses this approach as a strategy of ensuring that it is successful in the implementation of equal employment opportunity. Successive hurdles approach is considered as an interviewing and testing process that enhances the selection process (Lindner and Zoller 1).

Despite its efficiency in acquiring the best out of the shortlisted applicants, this approach can be considered as a failure in acquiring the best out of the shortlisted employees. Inasmuch as employment opportunities in a restaurant, such as Han Shi Ge BBQ restaurant, are hands on and require the ability of applicants to demonstrate their levels of expertise in the execution of specific roles. The use of successive approach can be considered a risky approach (De 139). This is because it only considers hands on expertise but fails in using the cumulative assessment technique in ensuring that the best candidate embraces other attributes, such as patience, which may be used to eliminate other applicants.

Conclusion and Recommendation

Han Shi Ge BBQ restaurant is strategically located to attract tourists from different parts of the world and regions in China. The strategic location is important in defining the company’s HR policies on recruitment and selection. The company is driven by the desire to attract high levels of skills, expertise, and professionalism while at the same time embracing diversity through affirmative action and equal employment opportunity. The company engages in both internal and external recruitment of employees. However, being a restaurant, the company considers invitation of fresh skills and expertise in the company as a way of improving on its pool of skills and reputation in the public arena. The desire to recruit the best out the shortlisted applicants has necessitated the need to apply the successive hurdles approach in the selection process to ensure that only those who complete the designed tasks secure the employment opportunities.

Despite the success of the company in the formulation of a workable recruitment policy, the company needs to introduce the compensatory approach in its selection process rather than the successive hurdles approach (Lindner and Zoller 1). This approach allows participants to progress until the end of the selection process, and the panel engages in a process of choosing the best applicant based on cumulative achievements (Lindner and Zoller 1). Such an achievement is important for its ability to ensure the selection of applicants based on a composite core of assessment where a low score in an area is offset by a high score in another area.

The company should introduce an application form in which individuals will key in all the essential information that is considered relevant in the available employment opportunity. In addition, such an application form will minimize subjective shortlist process since individuals will be subjected to the same platform and format of applying for opportunities. The application form should be based on the definitive variables that are considered essential in the available opportunity. Such a process will not increase the applicant’s trust on the organization on matters of transparency.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Works Cited

Armstrong, Michael. A Handbook of Human Resource Management Practice. London [u.a.:

Kogan Page, pp. 24-37, 2007. Print.

Arthur, Diane. Recruiting, Interviewing, Selecting & Orienting New Employees. New York:

American Management Association, 2012. Print.

Compton, R L, William J. Morrissey, and Alan R. Nankervis. Effective Recruitment & Selection

           Practices. North Ryde, N.S.W: CCH Australia, pp. 23-29, 2009. Print.

Cook, Mark, and Barry Cripps. Psychological Assessment in the Workplace: A Manager’s Guide.

Chichester, England: Wiley, pp. 34- 37, 2005.

De, Bono S. Managing Cultural Diversity. Maidenhead: Meyer & Meyer, pp. 128- 130, 2011.

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Heikkonene, Markus. The Rationale of Effectiveness of Recruitment Outsourcing. Department of

Management and International Business. Aalto University, 2012.

Lindner, J & Zoller, C. Selecting Employees for Small Businesses: Doing it Right the First Time.

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Macdonald, Lynda A. C. Managing Equality, Diversity and the Avoidance of Discrimination.

London: Chartered Institute of Personnel and Development, pp. 3-10, 2004. Print.

Martin, Malcolm. Human Resource Practice. Wimbledon: CHARTERED Institute OF

PERSONNEL & DEVELOPMENT, pp. 45- 492013. Print.

Shermon, Ganesh. Competency Based Hrm: A Strategic Resource for Competency Mapping,

           Assessment and Development Centres. New Delhi: Tata McGraw-Hill, pp. 2004. Print.

Yeung, Rob. Successful Interviewing and Recruitment. London: Kogan Page, pp. 9-13, 2011.

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Yu, Kang Y. T, and Daniel M. Cable. The Oxford Handbook of Recruitment. , 2014. Print.

Interview questions
  1. What is your name
  2. Are you a citizen of China? If no, where do you come from?
  3. What is your highest level of education
  4. How many languages can you speak? Please list them
  5. What is your employment position?
  6. Can you give a detailed explanation of your job description?
  7. Please describe the process of applying for a vacancy in this company?
  8. Please give a description of the interview process when you were recruited and selected for this job
  9. Do you consider this company to be considerate of diversity?
  10. Are you satisfied with the current recruitment process?
  11. Are there any recommendations’ that you would wish to make to the HR in the process of recruitment and selection?