Job Requirements
Three job skills that I choose for this job include work experience, skills, and qualifications and certifications. For the four job vacancies identified, there is a need for work experience. For the assembly technicians, they must have a work experience of one to three years. Work experience means that an individual has worked in the same line of work for some time in a different organization.
All the employees needed must have the necessary certifications. Certifications required a mechanical engineering degree or diploma for the assembly technician jobs, a degree in quality controller engineer, a diploma or degree in management for contract administrator and official support paraprofessional. Certification is an indication that someone has the necessary knowledge and skills in certain areas.
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Qualifications and certification are supporting documents to show that a person has attained training in certain areas and has passed the examinations on those fields. These documents are proof of knowledge on specific subjects. Certifications are considered in the preliminarily screening of employees because they are basic recruitment requirements.
The above job descriptions will help acquire the competent team and will set up the trend for recruiting staff in the future. By having all the persons being hired for the job opportunities to meet the above requirements, it will help the company to acquire a competent and competitive staff. The staffing role of management is to ensure that an organization has the best-qualified individuals for the job. Therefore, having all employees meet all the above requirements will make the staffing work easy for the management.
By having all the applicants meet the job requirements will set the staffing recruitment standards in the future. Every organization has a standard way of recruiting its employees. It means that in the future, all job applicants at the firm must have specific standards that will be laid by the human resource department.
One strategy of ensuring that the applicants meet the set job standards is telling them that if the stated requirements are not met, the applicant would not be considered for the available opportunities. It a strategy that ensures that only those who have the stated qualifications are recruited, minimizing the large turnout for recruitment.
Recruitment Plan
Succession planning will be the best recruitment strategy that the organization will use. This method does not only identify the talents that are potential in the organization, but it also establishes the developmental plans that help to prepare the individuals for the promotional roles ( Ryan & Tippins, 2004) . The first step in using this method is to prepare a job description that is effective. This allows the organization to attract the most effective candidates for the company. The job description, in this case, should include the advantages and the working conditions of the positions, the positions title, the method of application, and the qualifications and requirements so that the employees can be aware of what is expected of them if they are selected.
The next step will be to identify the skills, abilities, and knowledge needed to accomplish the goals of the organization of the nominated employees from the database. The organization has a list of all the employees, which includes their skills, abilities, and knowledge. This will be important for the selection criteria as well as for filling the difference between what the successors know and what they may need to see while they undergo the development and training process.
The other step will be to conduct nominations. After the skills, knowledge, and abilities of the potential candidates, what follows is to attend appointments. Here the organization will involve nominating the individuals who perform highly as the candidates for the positions internally. This method, despite being informal, it is beneficial for the organization since the employees are familiar with the work of other departments’ employees.
The next step is to use the proper recruitment tools to inform the employees of the positions available. Word of mouth will be used to notify the employees about the situation. The method is useful because it is less costly, and it will reach the desired candidate faster ( Ryan & Tippins, 2004) .
The last step will be to prepare the employees for the promotion or advancement which could involve the employees being transferred to different departments or jobs to observe what those jobs entail and to prepare them for the challenging organizational roles.
Branding Strategy
One branding strategy to attract qualified employees is taking talents seriously. Using skills to attract skilled talents can be very helpful, mainly because the organization is involved in work that is knowledge-based and complex. Therefore the performance of abilities will have an impact on the bottom line and will make the best candidates to contact the organization ( Ryan & Tippins, 2004) .
Welcoming candidates from different diversities will also be used to attract the best candidates through crafting ads that will market the organization and proof it to be welcoming. Being a diverse organization will include using a language that is understandable by all
Use the organization’s focus and values as the brand in which flexibility and freedom to be innovative will be used as the values since most employees seek them from their employers.
The first communication method is a mailed letter that will be sent to the applicants to notify them of their selection since it is applicable to the applicants whose other means are not appropriate. The second method is Emails accompanying the mailed letters to make sure that the applicants receive the information intended for them. The last method is a phone call to make sure that the applicant indeed gets the information required.
Integrating the branding strategies and communication will be unquestionably successful primarily because just like marketing is done to customers, communication through the right methods during recruitment reels in the qualifications that the organization has worked hard to find. Communication also allows for the organization to retain the attention of the applicants.
Selection Processes
Employee recruitment methods can be done through three approaches, which include direct and indirect purposes ( Gatewood, Feild, & Barrick, 2015) . The direct approach method is applied when the human resource representatives of an organization are sent into the field like training or educational institutes to poach for potential candidates. The indirect approach is made when an organization advertises vacant jobs in primary and social media. A third-party method is an approach where an employer seeks employees through other parties such as employment agencies. Two of the strategies that I could apply in my case is through indirect and third party approach.
Five selection criteria for new employees include skill-based criteria, experience, communication criteria, personality criteria, certification based criteria ( Gatewood, Feild, & Barrick, 2015) . The skill-based selection criteria consider the skills and abilities of the candidate. Experience-based selection is an approach used to choose employees based on their experience in their previous jobs. The experience must relate to the vacant job opportunity. Communication criteria assess the abilities of a person to receive and pass information or communicate ideas. Personality based method is used to select employee based on their personality ( Ryan, A. M., & Tippins, 2004) . The personality of individuals is vigorously tested, and the employee select according to the needed characteristics. Certification and qualification criteria are the approaches of using education documents to show that the individuals have attained the necessary educational requirements for the work. Educational qualification indicates that the person has the knowledge pertaining to a particular area.
Aligning the above selection criteria with the mission and vision of the organization. Through such approaches, the organization acquires employees who have a similar vision and goals like the organization who make the employees stay for long.
Assessment Methods
Job knowledge tests will be used as assessment methods since it assesses the professional or technical expertise in the areas that the organization needs the employees for ( Gatewood & Hubert, 2001) . The job knowledge tests help to evaluate what the applicants know at that moment and are essential for the type of jobs the organization is seeking employees for which need technical and specialized knowledge.
Cognitive ability tests will also be used to ensure that the ability of the applicant to learn is good. It assesses the skills of the new employee to be hired in thinking, and the tests estimate the potential of the applicant to use mental processes in order to solve problems related to work.
I believe that conscientiousness is a predictor to assess KSAOs because an applicant who is conscientious tend to do his work well and is aiming at getting things done in the right way ensuring that they put in the necessary energy to make sure things are accurate.
Cognitive ability is also a good predictor as it defines the strength of the person to solve problems, work with numbers, read, organize, remember, and plan things ( Gatewood & Hubert, 2001) .
A growth mindset, I believe, is a predictor as well since it indicates that the person wants to make efforts to be better and is willing to learn new skills. It also suggests that the person wants to advance their career while growing professionally and personally.
Active learning also is another predictor to assess KSAOs because it shows the person’s ability beyond being an active listener. It indicates the ability to apply information acquired in real-life scenarios.
References
Gatewood, R. D., & Hubert, S. (2001). Field, Human Resource Selection.
Gatewood, R., Feild, H. S., & Barrick, M. (2015). Human resource selection . Nelson Education.
Ryan, A. M., & Tippins, N. T. (2004). Attracting and selecting: What psychological research tells us. Human Resource Management: Published in Cooperation with the School of Business Administration, The University of Michigan and in alliance with the Society of Human Resources Management , 43 (4), 305-318.
