Human Resource Management: Job Description and Advertisement

This article provides a job description and advertisement for team leaders (managers) in the engineering and infrastructure department of BGC Construction and Engineering Company in Asia-Pacific region. It includes information about the job objective, organizational duties and responsibilities, relationships, knowledge, problem solving, authority, accountability, special circumstances, and performance indicators. The article also lists the desired qualifications for the job and provides contact information for interested candidates.

Running head: HUMAN RESOURCE MANAGEMENT
Human resource management
(Part A)
Name of student
Name of University
Author note

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Table of Contents
Part A...............................................................................................................................................3
Task 1- Job description................................................................................................................3
Task 2- Job advertisement............................................................................................................8
References......................................................................................................................................10

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Part A
Task 1- Job description
Position: Team leaders (Managers)
Location: China, Singapore, New Zealand, Hong Kong, Philippines, Malaysia, India, Indonesia,
South Korea, Thailand, Australia
Division: Asia- Pacific region
Department: Engineering and infrastructure department
Job status: Full time (Permanent job)
Job Code: AUS-AVU-001
Report to: President, Asia-Pacific (construction and engineering services), Human Resources
Officer (BGC, Australia)
Written by: Andrew, Human Resources Officer (BGC) Date: 6.9.2018
Approved by: President, Asia-Pacific (Construction and engineering services), HR Officer
(BGC, Australia)
Job Objective
The main objective of recruiting the team leaders or the managers will be to develop a
healthy and positive work culture through implementation of various policies, laws, rules and
regulations approved by the HR Officer for ensuring smooth business functioning. This will not

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only assist in creating a good working environment where the employees can work together as an
unit, but can also facilitate the improvements of customer’; services, thereby lead to enhanced
level of customer satisfaction and higher revenue generation for the organization named BGC,
Australia too (bgcconstruction.com, 2018). It is also important for the area manager to provide
relevant help and support to the team leaders for making them manage the human resources
properly. It is also important to coordinate team logistics and communicate the accomplishment
of tasks, its status and direction, which is another major objective of the job role (Braun et al.,
2013).
Organizational duties and responsibilities
The duties of the individuals for the concerned post will be manage the large team
consisting of employees and even manage the scheduled time frame. The team leaders should
also be responsible for managing the budgetary methods and at the same time work with the
subcontractors for the development of a positive culture and healthy workforce through
consideration of safety and health standards (Bens, 2017). This would also ensure that they
follow the rules and regulations, furthermore align with the management level and Government
authorities. The team leaders should also carry out the roles and responsibilities of maintaining
the health and safety standards for keeping the workers safe while working on a construction or
engineering project; furthermore work with all the management and Government authorities with
ease and efficiency. The team leaders are concerned with the management of policies and
procedures for strengthening the customers’ services and optimize the sales performance through
alignment with the strategic goals and objectives (Hu & Liden, 2013). The roles of team
members are to manage the human resources properly through proper recruitment and selection

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processes along with the development of staffs through training and developmental sessions for
ensuring that the laws, rules and regulations are followed properly by the organization. The
management of costs incurred and those, which are associated with the various functions of
construction and engineering has been done for meeting the budgetary requirements and at the
same time, keep the costs under control to prevent any excessive expenditures (Tregaskis et al.,
2013). The team leaders must often engage with the line managers, managers, HR Officer and
other major officials for keep the workers engaged and furthermore motivate and encourage
them to perform to their potential. All project related information should be reported to the Area
Manager every month regarding the expenses incurred, sales, business performance and the
requirements of the organization assessment (Barna, 2013). The team leaders must also follow
the environmental policies and procedures to perform general duty of care and at the same time,
keep the environment safe and healthy through prevention of harmful gases’ emissions.
Relationships
The relationships are established by interacting with different persons and ensure that
close connections are made to facilitate coordination among work and improve the skills and
knowledge and workers during the construction and engineering project undertaking. The
construction and engineering manager should be communicated with consistently for
strengthening the services and ensure successful business functioning. The team leaders do hold
the responsibility of managing a team consisting of 30 members through supervision and proper
support provided to them for guiding them in the right direction and establishes positive
relationships thereafter (Sacramento, Fay & West, 2013).

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Knowledge
To become a successful team leader in the construction and engineering company BGC,
relevant skills and knowledge are required with the obtaining of a degree in engineering,
mechanical or civil engineering and even knowledge in business management, marketing and
experience in the industry of financial services (Ahsan, Ho & Khan, 2013). The skills regarding
management of good relationships, leadership skills, motivational skills and interpersonal skills
are required for managing collaboration across all levels and at the same time foster growth and
development in the professional career in the future.
Problem solving
BGC is currently searching for a skilled and knowledgeable Team Leaders who can
manage the large teams consisting of more than 30 members during the construction project in
various locations as well as manage the overall construction or engineering project at the own
location. The Team Leader will not only be responsible for maintaining a dynamic business
environment but at the same time, keep the staffs motivated and encourage to perform their own
responsibilities at different locations with much ease and effectiveness. The Team leader should
make effective decisions and handle critical situations with proper approval by the Area Manager
(Elving et al., 2013). The Team Leader, being provided with the roles of managing large teams in
different locations must learn the culture and adapt to it to create a sense of belonging and raise
the team morale, thus driving the business performance largely.
Authority

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The Team Leaders of the construction and engineering company should have the power
and authority to recruit or select as well as terminate the workers in case they do not follow the
rules and regulations and abide by the policies and procedures. They can also make approval of
leaves and remuneration management based on the performances of the workers; furthermore
implement effective promotional strategies for assisting the HR Manager and Officer in
attracting more skilled individuals to get involved with the project (Groneck, 2017).
Accountability
The Team Leader should manage the large teams comprising of more than 30 members
and at different locations, due to which, he must be accustomed with the ways expenses and
controlling of business operations should be managed. The locations will be all around Australia
and in India, South Korea, Thailand, etc.
Special circumstances
Because of the long duration of the construction and engineering project, the team leader should
be able to work for longer hours and travel whenever necessary for managing the teams in
different locations appropriately (bgcconstruction.com, 2018).
Performance indicators
The performance indicators are to be measured by understanding the contribution of team
leaders, performances of the workers, budgetary control and revenue generated from the project.

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Task 2- Job advertisement
“Are you looking for a new challenge?
Are you a successful team leader OR a high performing team member?
Then your next destination is BGC Construction and Engineering Company
Experience- 0- 2 years
Vacancies- 10
Salary- 12,000-15,000 AUS$
Location: China, Singapore, New Zealand, Hong Kong, Philippines, Malaysia, India, Indonesia,
South Korea, Thailand, Australia
Industry type: Engineering and Construction
Functional area: Human resource management
Desired qualifications:
 Bachelor’s degree in civil engineering
 Post graduate/Diploma/Graduate Certificate Computer Course
 Fluent in English communication skills
 Competent in managing large teams
 Capable of performing MS Excel functions
BGC Construction Company is looking for young, dynamic and aspirant team leaders. It would

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be a full time job with the following objectives: To develop a healthy and positive work culture through implementation of various
policies, laws, rules and regulations approved by the HR Officer To create a congenial working environment To facilitate improvements in the customer services To provide relevant help and support to the team leaders for making them manage the
human resources properly To coordinate team logistics Communicate the accomplishment of tasks, its status and direction
Duties and responsibilities:
 Managing large team consisting of more than 30 employees
 Time management
 Managing the budgetary methods
 Work with the subcontractors for the development of a positive culture and healthy
workforce through consideration of safety and health standards.
 Maintaining the health and safety standards for keeping the workers safe
For more details, contact on the following number: 987654321
The interested candidates can send their detailed resume at this website:
http://www.bgcconstruction.com/

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References
Ahsan, K., Ho, M., & Khan, S. (2013). Recruiting project managers: A comparative analysis of
competencies and recruitment signals from job advertisements. Project Management
Journal, 44(5), 36-54.
Barna, G. (2013). The power of team leadership: Achieving success through shared
responsibility. WaterBrook.
Bens, I. (2017). Facilitating with Ease!: core skills for facilitators, team leaders and members,
managers, consultants, and trainers. John Wiley & Sons.
bgcconstruction.com. (2018). Retrieved 7th September 2018 from
http://www.bgcconstruction.com/
Braun, S., Peus, C., Weisweiler, S., & Frey, D. (2013). Transformational leadership, job
satisfaction, and team performance: A multilevel mediation model of trust. The
Leadership Quarterly, 24(1), 270-283.
Elving, W. J., Westhoff, J. J., Meeusen, K., & Schoonderbeek, J. W. (2013). The war for talent?
The relevance of employer branding in job advertisements for becoming an employer of
choice. Journal of Brand Management, 20(5), 355-373.
Groneck, M. (2017). Bequests and Informal Long-Term Care Evidence from HRS Exit
Interviews. Journal of Human Resources, 52(2), 531-572.

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Hu, J., & Liden, R. C. (2013). Relative leader–member exchange within team contexts: How and
when social comparison impacts individual effectiveness. Personnel Psychology, 66(1),
127-172.
Sacramento, C. A., Fay, D., & West, M. A. (2013). Workplace duties or opportunities?
Challenge stressors, regulatory focus, and creativity. Organizational Behavior and
Human Decision Processes, 121(2), 141-157.
Tregaskis, O., Daniels, K., Glover, L., Butler, P., & Meyer, M. (2013). High performance work
practices and firm performance: A longitudinal case study. British Journal of
Management, 24(2), 225-244.