Job Interview Process and Methods Used in Selection
One of the most important job interviews is the one-on-one in-person interview, which involves both the interviewer and the interviewee. Therefore, as the HR director, I will ask the applicant several questions regarding his/her skills and experiences, availability and identify if he/.she has the required qualifications for the job. I will investigate whether the applicant can perform the most basic tasks of the role. However, my major interest here will be based on the interviewee’s skills and work experience he/she has. Additionally, I will interrogate whether the applicant wants the job depending on the levels of enthusiasm the interviewee about the opportunity. Ideally, I will be able to identify this concept based on how he/she responds to the questions as an identity of the levels of excitement for the job; though this will depend on the sincerity and motivation about securing such an opportunity (University of California, 2015). Therefore, such brief tactics will acquaint me with the best possible knowledge on whether the applicant will fit in or not with concerns about the corporate culture.
After the interview, the selection of the right candidate is an important aspect of recruitment. It involves picking the most appropriate and suitable candidate who has the right skills and experiences required by the hiring organization. Therefore, to methods used in selection involve the preparation of a job description and employee profile when the recruitment process commences. Such criteria will aid in the appropriate selection of the most suitable candidate for the job (Lievens & Chapman, 2010). Thereafter, I will prepare a concise assessment form to help in the incorporation of the criteria, taking the form of either numerical or descriptive scale. Then, I will do then reference checking to with regards to the earlier notes taken about the candidate during the interview to authenticate the levels of qualifications and experiences (Tutorials Point (I) Pvt. Ltd., 2016). The main advantage of doing reference checking is that it provides the interviewer with the opportunity of understanding the candidate better by considering the conduct, attitude, and behaviors of the applicant on an individual and professional basis (University of California, 2015). A medical examination is the next step after checking the references in the selection process. In this step, I will assess both the mental and physical status of the applicant to understand whether the employee being hired can perform the job or not (Tutorials Point (I) Pvt. Ltd., 2016). Hence, this step will give the organization an opportunity to select mentally fit employees who will perform their duties diligently to increase production in the increasingly competitive market. Once the applicant qualifies, an appointment letter is issued to confirm that he/she has been selected. This is the final step involved in the process of picking the right candidate for the available position.
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Employment Laws in the Hiring Process and Ramifications for Lack of such Laws
The Equality Act of 2010 is quite vital in ensuring fairness, and it encompasses age, disability, gender reassignment, and race. The Equality Act 2010 is an amendment of the Civil Rights Act of 1964. It ensures that there is no discrimination related to unfavorable treatments based on the religious beliefs, sexual orientation and marital statuses with regards to protective characteristics of the individuals during the hiring process (Gusdorf, 2008). Further, the Act requires that individuals with protected characteristics must be given an upper hand with regards to recruitment and promotion to help the disadvantaged groups participate equally with others. Hence, the equality act 2010 safeguards the rights of individuals with a disability to avoid discrimination of any type is it direct, indirect or associative discrimination. Again, the marital status considerations extend to the Pregnancy Discrimination Act of 1978 that prohibits discrimination of women due to pregnancy, childbirth and other medical conditions (Gusdorf, 2008).
Therefore, failure to comply with the aforesaid laws may result in imprisonment for a minimum of six months. For instance, in case of breach of safety laws that prohibit discrimination based on the various factors expounded above, the individual will be responsible for a custodial sentence. Again, fines may be imposed on the lawbreakers. Generally, the organization will lose its reputation if such noncompliance during the hiring process is detected; thus, leading to a loss of customers. Finally, the organization may suffer serious downtime loss of productivity since the organizational operations will go haywire until the mistakes are rectified. Therefore, an applicant has the right to file lawsuits against an organization that violates the employment, and this can sometimes lead to hiring the applicant through back pay extending to the date of interview.
Predict three (3) issues that you may encounter in building relationships with each type of worker
An organization that decides to hire different categories of employees must stick to the employment laws of the federal authorities. This is because the skills and experiences of the independent personnel can help the organization meet its needs if it has no such experts in its full-time workforce. Hence, the additional expertise provided by the temporary employees is very important to the organizational success and must be guarded by the employment laws. Therefore, the key issues encountered in the process of building relationships with strictly independent contractors include misclassification, not receiving benefits and misleading IRS. However, those related to relationship building with the temporary employees are: misclassification, equality in duties and their respective durations in comparison to those of full-time workers with a clearly stated expiry date of the contract; and the last issue here are misleading of the IRS.
Laws followed during the relationship building process
The organization must comply with the Employment Relationships Act in accordance with the council directive as provided for in article 1 of the same. For instance, equal treatment of all genders as regards access to employment is a vital factor to be considered. This is because it dictates the proper working conditions and how training and promotion should be conducted through the relationship building process (Pahor, n.d). Therefore, the workers will have the opportunity of equal inclusion in work that primarily promotes harmony and freedom among workers since their dignity, and individual interests are protected throughout the process of building relationships. Notably, the act is applicable to workers on nightshifts and those working for either local, private or state institutions and mobile workers (Pahor, n.d)
The effectiveness of an organization's HR policies and processes that are designed to promote a diverse workforce
Diversity in the workplace promotes organizational success and competitiveness. The most vital idea in this concept is the levels of diverse skills, experiences, cultures and various perceptions in the organization resulting from diversity. Hence, such diversity will promote consolidation of talents from various backgrounds for the benefit of the customers as regards quality of the organization’s services.
One (1) strategy for the organization that recognizes affirmative action
The act of designing and implementing an affirmative diversity program within the organization’s workplace is one of the most important strategies for ensuring workplace diversity. The strategy should focus on the development of affirmative action, recruitment, training, mentoring and recognition of each other for the purpose of supporting colleagues regardless of their sexual orientations or racial differences. Therefore, employees are obliged to conduct research regarding affirmative action and related laws governing the same to make the organizational endeavors be successful. Hence, the organization should conduct a diversity survey to identify the areas of weaknesses concerning workplace diversity.
References
Lievens, F. & Chapman, D. (2010). Recruitment and Selection. The SAGE Handbook of Human Resource Management. Pages: 133–154. Retrieved 20/7/2018 from https://www.researchgate.net/profile/Derek_Chapman2/publication/287389587_Recruitment_and_selection/links/576a97ec08ae6e7727808aca/Recruitment-and-selection.pdf?origin=publication_detail
The University of California. (2015). Human Resources. Recruitment & Selection Hiring Process. [Updated: 17/7/2015]. Retrieved 20/7/2018 from https://hr.ucr.edu/recruitment/guidelines/process.html
Tutorials Point (I) Pvt. Ltd. (2016). Recruitment and Selection. TutorialsPoint Simply Easy Learning. Retrieved 20/7/2018 from https://www.tutorialspoint.com/recruitment_and_selection/recruitment_and_selection_tutorial.pdf
Gusdorf, M. (2008). Recruitment and Selection: Hiring the Right Person. A Two-Part Learning Module for Undergraduate Students . RETRIEVED 20/7/2018 FROM https://www.shrm.org/academicinitiatives/universities/TeachingResources/Documents/Recruitment%20and%20Selection%20IM.pdf
Pahor, B. (n.d). Employment Relationships Act. Retrieved 20/7/2018 from http://www.mddsz.gov.si/fileadmin/mddsz.gov.si/pageuploads/dokumenti__pdf/zdr_npb_en.pdf
