Human Resource Generalist Recruitment Plan

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Human Resource Generalist Recruitment Plan

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Contents

TOC o “1-3” h z u Executive Summary PAGEREF _Toc54306771 h 3Recruitment Goals PAGEREF _Toc54306772 h 3Competency Models PAGEREF _Toc54306773 h 4Leadership PAGEREF _Toc54306774 h 4Job Competency PAGEREF _Toc54306775 h 5Organizational Core Competencies PAGEREF _Toc54306776 h 5Job Description PAGEREF _Toc54306777 h 5People Finding Strategy PAGEREF _Toc54306778 h 8Interviewing Strategy PAGEREF _Toc54306779 h 11Selection Technique PAGEREF _Toc54306780 h 13Conclusion PAGEREF _Toc54306781 h 14References PAGEREF _Toc54306782 h 15

Executive SummaryThis recruitment plan details various stages for the recruitment of a human resource generalist. It first lays out the recruitment goals, which include setting the date by which hiring will have been done, ensuring use of diverse recruitment techniques, identifying within and outside of the Baltimore City Government the human resource potential as well as competition, and completing the recruitment exercise way before the set date. The main competency models/concepts gaining elevation in the hiring process include leadership, job competency, and organizational core competencies. This plan also gives an in-depth job description of a human resource generalist, which mainly relate to performance of a wide range of human resource functions. A people finding strategy is also outline, where it becomes clear that various platforms (such as print and electronic media) and approaches will be used. The specifics of a patterned/structured interview are also presented and followed by the selection technique that emphasizes the conduction of background and reference checks. Overall, there is confidence that this plan will lead to the smooth and appropriate filling of the position of a human resource naturalist person.

Recruitment GoalsIt is imperative to set and make clear objectives in the current recruitment process. Presently, the first recruitment goal is to set the date by which hiring will have been done. This date will be set in consultation with the client, that is the Baltimore City Government, and will be important as it is upon its basis that various activities within the recruitment process will be scheduled.

The second goal is be clear about the number of open positions that are to be filled. This way, the recruiting team will be able to know the number of applications desired as well as how many applicants to admit. This will also ensure resources are used more efficiently in the exercise.

The third goal is to identify within and even outside Baltimore City Government the human resource pool potential, including the competition that is likely to be there in terms of skills and knowledge. This will ensure the right audience is targeted as far as job positioning will be concerned.

The fourth objective is to use diverse recruitment techniques. This will also ensure the coming up of a diverse recruitment pool, hence expanding the choices of prospective employees from where a suitable choice is to be made.

The last yet important objective is to complete the recruitment exercise way before the set date by not only eliminating unnecessary activities and steps but also being clear about the kind of applicants being sought. The latter will include taking into consideration factors such as the level of education, prospective candidates’ abilities, skills, knowledge, values, and interests.

Competency ModelsCompetency models gain elevation in the current undertaking because it is on their basis that various decisions within the hiring process will be made. The following concepts take center stage:

LeadershipWe emphasize leadership as an essential competency, so we will be looking out for related skill sets. Some of the specific aspects that we stress upon include:

Self-management and development

Mentoring/coaching others

Comprehension and enforcement of ethics

Job CompetencyWe believe the holder of any position must possess the specific set of skills required within that position. As such, our job competency model stresses the significance of specific skill sets within each position so that all employees deliver their best in their placements and assignments. Any person hired for any position must demonstrate the possession of relevant skill sets.

Organizational Core CompetenciesThere are a certain set of kills that are our organization’s baseline. This is to say that all employees, irrespective of their positions or roles must posses these skills and abilities. Our core competencies include the following:

Foundational/Basic communication skills

Strong work ethic

Positive attitude; entails focusing on opportunities as opposed to negativity

Excellent time-management

Teamwork

Respect

Job DescriptionA human resource generalist should possess broad and deep knowledge of the continuum of human resource functions, including hiring, onboarding, employee evaluation, employee compensation, and training among others. It is also imperative for a good human resource generalist to be conversant with labor law and as such be able to handle labor matters as per law. This position, as opposed to being one-dimensional, is multi-dimensional and involved a wide range of human resource tasks including:

Helping in talent attraction and acquisition including various recruitment processes.

Administering compensation and benefit plans.

Conducting employee onboarding; also assisting in organizing and planning development and training initiatives.

Assisting in developing and implementing organizational human resource policies.

Undertaking tasks related to performance management.

Providing support to employees.

Gathering and analyzing data using relevant HR metrics such as turnover rates and when to hire.

Organizing periodical (annual and quarterly) employee performance reviews.

Ensuring compliance with relevant labor laws and regulations.

Enhancing job satisfaction through prompt issue resolution, application of better benefits and perks.

Organizing team building initiatives.

Using human resource records and information systems to see to it that employee records remain up-to-date.

Participating in the development of organizational procedures and guidelines.

Coordinating plans for employee development.

Giving out employ contracts to newly hired personnel.

Producing and submitting reports on overall human resource activity.

Assisting with organizational budget monitoring.

Managing the human resource database.

Providing general human resource assistance.

Holders of this position will work the usual 8 hours (first shift). More importantly, the role of human resource generalist also supports the second shift, which approximately runs from 2.30 p.m. to 10.30 p.m. Requirements and qualifications for this position include:

At least a Bachelors’ Degree in Human Resources or an equivalent or related discipline.

At least two years’ experience as a human resource manager/coordinator.

A good understanding of the labor law as well as regulations on employment equity.

Good knowledge of human resource best practices, functions.

Excellent verbal and written communication skills.

Good people management/human resource administration skills.

Ability to observe deadlines and work under pressure.

Ability to work under no or minimum supervision.

Remarkable organizational skills

Remarkable conflict management skills

Excellent problem-solving skills

Strong decision-making skills

Exceptional computer literacy and knowledge with capability in various human resource software including MS Office, email, and others.

People Finding StrategyThe recruitment process can only be a success if the intent to hire is brought to the attention of the targeted audience, hence prospective employees. A good people finding strategy is integral more so considering that with strong competition in the labor market as well as the scarcity of highly skilled labor, it is quite difficult to identify and recruit employees meeting the highly skilled and highly talented criteria (Karimi et al., 2018). As Tsai (2017) agrees, the plan to attract talent needs to be developed and implemented appropriately so that employed strategies are efficient as to make up for the scarcity of talented people.

In this recruitment process, the people finding strategy will entail various approaches that, more imperatively, will consider both the internal and external environments of Baltimore City Government. It is possible that the organization has qualified individuals who are already working in other placements within the HR department or elsewhere who may need to be promoted or merely be transferred to the position of human resource generalist. In consideration of the possibility of qualified candidates being found within and outside the organization, job posting will be done in these two environments (internal and external).Internal job posting will be done by literally posting the availability of the vacancy on the organization’s bulletin boards. To be included in the posting will be various attributes of the vacancy including qualifications, requirements, and the desired experience. Before posting the vacancy of human resource generalist, consultation will be done with the Baltimore City Government on whether to retain the position in its present description, form and status, or if any of its aspects (including experience and skill sets) will change. Importantly, another reason for such consultation will be to find out if there are enough qualified potential/prospective applicants within the organization (but nevertheless serving in other positions and as such could be transferred or be promoted) (Armstrong, 2014). The consultation will also shed light on whether organizational policy allows for recruitment to consider referrals by family, friends, or other staff members.

If there are such potential candidates within the Baltimore City Government workforce, they will be given a priority because of various reasons namely:

It is highly likely that candidates already working for the organization know and understand its culture, people, and strengths as well as weaknesses.

The recruit’s ability is already well known so it is not difficult to assess the candidate’s potential for the position to be filled.

Internal recruits once promoted get motivated and build commitment and loyalty to the organization.

The route to recruit internally is cheaper, quicker, and simpler that recruiting from external sources especially when factors like advertising are taken into consideration.

If there will not be enough potential qualified recruits within the Baltimore City Government, the strategy to explore external sources will be employed. As stated earlier, one of the objectives of this recruitment plan is to make recruitment techniques as diverse as possible, so that as the pool of applicants accessed is as diverse as possible. In this vein, various external recruiting techniques will be explored. They include the formal and informal external recruiting methods. The former will include considering the hiring of the organization’s former employees, which will mean simply choosing from the ‘walk-in’ candidates, those whose résumés are still in the organization’s database. In the same respect, referrals, another informal hiring technique will be considered as part of this recruitment plan’s people finding strategy. In fact, the rationale for considering referrals is because this technique is cheap, quick, and easy to implement. In unity, these informal recruiting techniques are usually preferred when recruiting for base-level positions where most candidates submit unsolicited applications. Through these techniques, it easy to access and assess former students who may have worked at the organization as interns.

Formal techniques also gain elevation in this recruitment plan whereby the people finding strategy will include a wider search in the labor market for candidates who have no previous work-related connection to Baltimore City Government. Traditionally, these techniques have included advertising in the print media (magazines, newspapers, journals), social media, posters, and billboards. Advertisements will be placed in these platforms as part of efforts to publicize the vacancy of human resource generalist. Career fairs as well as e-recruiting will also be considered in the spirit of diversifying recruitment techniques to be employed as laid out in this plan.

In the context of the said formal techniques, advertisements through visual and audio media will not be considered as these avenues have become less and less popular. Important to mention is the fact that greater consideration will be given to the use of the online platform, since in today’s technological age, it is cheaper than all the other traditional methods. The vacancy will be publicized by posting it online at a relatively cheaper cost where it can remain for a long time without any additional cost being incurred. Interested and prospective candidates can check out information about the vacancy and the Baltimore City Government in genera and thereafter be able to respond accordingly via the same platform. Choice of the internet to reach as many potential candidates as possible is informed by the fact that the most people now have access to internet (in their places of work and homes). In fact, most jobseekers are aware that most information these days, even that relating to job vacancies, is shared on the internet. Taking these points into consideration, the rationale for use of the internet in this recruitment plan’s people finding strategy can be summarized as:

Faster job posting

Faster response (by applicants/potential candidates)

Faster processing of applications

Additionally, publicizing the human resource generalist vacancy online will give access to a very important pool of potential candidates: those passively seeking jobs. In other words, there are those people already working but they have a desire for ‘greener pastures’ so they would likely apply for that which they consider to be better. In fact, this pool of potential candidates may emerges as being better in terms of quality and qualifications as opposed to active pool of job seekers who may be desperate and frustrated in their jobless position.

Interviewing StrategyAfter job posting, it is expected that potential candidates will respond by sending their applications. These applications will be processes and selection testing done so that the recruitment pool is trimmed down appropriately. This trimmed pool can still be narrowed further to establish which among the interested candidates qualifies for the interview stage. The number to be chosen will depend on how many of the applicants will be qualified, and how much time each interview session will be allocated.

In its simplest, the interview constitutes a form of verbal test that each selected candidate must undertake. Unlike paper/written tests, questions asked in the interview have no clear wrong or right answers. As such, contextual results are subject to the interviewer’s interpretation and there lies a huge error potential, which depends on the kind of questions asked as well as the personal bias of the interviewer. The interviews will be carefully structured, so that candidates will not be asked to give information that they have already given in their applications. Doing this will avoid time wastage and make the interview as fruitful as possible. The interviewer will also be keen on some attributes on the part of applicants, for instance their dress code, manner of presentation, mood, neatness, and confidence among others. Candidates will be asked about themselves, why they are interested in the job, why they believe they deserve the job, what they will do or how they will conduct themselves once they get the job, what gives them satisfaction when working, and their strengths and weaknesses among others.

More imperatively, to ensure consistency in the interviewing process, a patterned/structured interview will be used whereby the interviewer will follow a specific list of pre-set questions. This will ensure no important questions are left out and that all candidates are assessed impartially, that is, using the same standards for everyone. Despite the need for this consistency, the interviewer will not be so rigid as to completely rule out any follow-up questions, which would be necessary to shed more light on the candidates’ responses. Therefore, there will be room for any additional questions that the interviewer might feel would help illuminate the candidates’ responses.

Selection TechniqueOverall, this plan details a competency-based recruitment process. As Schutte et al. (2016) assert, a model based on competencies interrogates employee’s suitability in terms of their skill sets, strengths, and weaknesses. Therefore, selection will be based on participants competency and, from the interview and resumes, their perceived suitability for the job. Since it is highly likely that most participants reaching the interview stage will be qualified, selection and/or elimination will be determined by additional elements that certain candidates may have but that are missing in others. The number of candidates to be selected will depend on the number of vacancies to be filled as will be clarified by the Baltimore City Government. Clarification of this figure is one of the recruitment goals set out at the beginning of this plan. After the selection decision has been made, the recruitment team shall proceed to verify all information as given by the candidate(s), while also checking and confirming their references. These reference and background checks will be necessary to ascertain the accuracy of the information given by the candidates. While most past employers tend to limit the kind and amount of information they share about their former employees (perhaps in fear of law suits such as for defamation and other reasons), most are also aware of the risk of prosecutable negligence if they fail to share necessary information about them (former employees). Therefore, the said reference and background checks should be done with a lot of optimism, especially also since they are not illegal.

Following the selection process will be the making of the job order, which will be done either through phone or letter. This bit will be handled by the human resource management. Next, a discussion will be conducted with the prospective employee(s) concerning matters benefits and payment. If the recruit requests for time to think about the job offer, that should be granted, and a suitable time agreed within which a notification should be made. When that is done, a realistic and clear job preview should be given so that the employee(s) knows what the job involves or requires.

ConclusionThis recruitment plan details a competency-based approach to the hiring of a human resource generalist to work for the Baltimore City Government. Besides presenting recruitment goals, it presents the job description of a human resource generalist as well as the core competency models from which crucial insight is drawn as to what the hiring team should look out for in prospective candidates/employees. By use of the people finding and interviewing strategies highlighted in this plan, there is no doubt that filling the said position(s) will not be an uphill task.

ReferencesArmstrong, M. (2014). Armstrong’s Handbook of Human Resource Management Practice. 13th edn. UK: Kogan Page Limited.

Fegley, S. (2016). Talent management survey report. Alexandria, VA: SHRM Research.

Karimi, A., Teimouri, H., Shahin, A. & Barkozi, A.S. (2018). Competency-based recruitment and managerial succession. Human Systems Management, 37(4), 411-423.

Schutte,N., Barkhuizen, N., & van der Sluis, L. (2016).The development of a human resource management (HRM) professional competence model: A pilot study, Journal of Psychology in Africa, 26(3), 230–236.

Tsai, M.S. (2017). Human resources management solutions for attracting and retaining millennial workers. Pennsylvania. Hershey: IGI Global.

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