Recruitment and Selection at CERA

This document discusses the recruitment and selection process at CERA, focusing on the need for gender sensitivity and talent management. It emphasizes the importance of attracting the best candidates and creating a diverse workforce. The document also explores the role of employee development and training in enhancing skills and abilities at CERA.

Running head: HUMAN RESOURCE MANAGEMENT
Human Resource Management
Name of the Student
Name of the University
Author Note

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Task 1
Topic 3 – Recruitment and Selection of Employees at CERA
First Post – Israel Tobin on the Process of Recruitment and Selection at CERA
The recruitment and selection at CERA needs to undergo an immediate change, in
terms of newness and innovation in order for the company to steer ahead from what is being
done by competitors and rivals. I feel that this change needs to be come about at a slow and
steady pace, and it needs to address diverse aspects of the selection process as well. For one,
the matter of gender is something that definitely needs to be taken into consideration when
recruiting candidates at CERA. We now can no longer confine ourselves to looking at gender
as simply male and female but need to take cognizance of the third gender too. The
recruitment and selection process at CERA must be one that is gender sensitive in its nature
and scope, so as to encourage members of the transgender community to apply for job
positions here. If we are able to recruit transgender people into our ranks we can truly be
regarded as a progressive and liberal corporate firm to work for, in the world. We also need
to pay careful attention to the process of talent management if we are to get employees that
can perform their utmost for the organization. Talent is something that is not confined to
academic proficiency. It rests on how well individuals can apply themselves on the work
front. Hence the recruitment and selection process at CERA needs to pay attention to the
ability of candidates to apply themselves well enough to challenges and other aspects of
business operations rather than simply being experts in their own subjects.
Task 2 –
Topic 5 – Employee Development and Training at CERA

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Response by Israel Tobin to Post on New Recruitment Techniques made by a CERA
Member
Post Made by CERA Member
According to my view, recruitment and selection process is very important and it’s a
competitive area for an organization, as the organization needs to recruit the best talent from
pool of candidates. It’s better to have a recruitment policy which is more suitable to
individual differences, rather than company policies and processes. We need to do something
quite different in recruitment. Another important thing is that, we need to apply diversity
management as a principle in recruitment and selection process. If we recruit and manage
diverse work force, there will be a competitive advantage for the company. We need to
balance gender and age differences. Employees with different backgrounds have variety of
solutions on how to achieve a common goal. They bring creativity and innovation.
We need to advertise and promote the job vacancies with a powerful communication process
by studying on our recruitment practices. Our recruitment practices and processes need to be
unique in the job market. We need to study on the recruitment processes of our competitors,
and need to create new processes which are more practical and stronger to attract best
candidates. We need to understand our needs, and then need to create job descriptions which
match to our needs. It is important to advertise specific details about open roles and need to
mention straightforward job titles and the qualifications required. We need to concern on
roles which has a higher turnover or difficult to fill. Recruitment process is one of the
important processes for a company and we need to have a unique way to recruit people in
order to compete with our competitors and to attract the best talent
RESPONSE TO THE POST BY ISRAEL TOBIN

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Yes, I do agree with the fact that gender and age have to be taken into consideration
when recruiting employees at CERA. It is wrong to think that people who have crossed sixty
years of age should be leading a retired life when many such people have the energy, the will
power and the merit to continue leading a professional life. It is also wrong to think that trans
gender people will look awkward and feel out of place at an organization like CERA. CERA
needs to focus on how well it can look into the talent of its employees to respond to business
operations with efficiency than their gender. If transgender people have the competency and
the skill to work well for CERA, the organization should hesitate to recruit them at all. No
discrimination should be made on the basis of age and gender, and I also agree that new
processes of recruitment need to be brought into play if the right and talented employees are
to be recruited into the ranks of the organization (Nikolau & Oostrom, 2016). Thirdly, I
completely agree with the point that has been made on the need for the organization to
address the matter of diversity as suitably as possible. CERA is an organization that has
people working for it who belong to diverse ethnic and multicultural backgrounds. CERA
needs to know how to address such diversity and unite employees who hail from different
ethnic, cultural and religious backgrounds under one roof, getting them to identify easily with
the goals and objectives of the organization, and helping them to understand that if they work
together they can achieve the impossible. Diversity can first be addressed when recruitment
and selection takes place. While credentials and work experience definitely have to be looked
at when hiring employee, CERA also has to continue its approach to selecting people from
multiple ethnic, cultural, religious and economic backgrounds, making it a prominent, large
scale, diverse and successful company (Goldstein, 2017).

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References
Goldstein, H. W., Goldstein, H., Pulakos, E. D., Passmore, J., & Semedo, C. (Eds.).
(2017). The Wiley Blackwell handbook of the psychology of recruitment, selection and
employee retention. John Wiley & Sons.
Nikolaou, I., & Oostrom, J. K. (Eds.). (2015). Employee recruitment, selection, and
assessment: Contemporary issues for theory and practice. Psychology Press.
Task 2
Topic 2 – Employee Development and Training at CERA
First Post by Mark French on improving Employee Development and Training
Facilities at CERA
If CERA is to move in forward direction, then the company really has to make an
effort to develop its employees skills and abilities I believe. Recruiting talented employees is
the first step to make sure that the company is serviced by an employee base that has the
expertise and the abilities that are required to achieve the goals and objectives of the
organization and that too in the most limited of time frames. However, as time passes by, and
as employees grow and mature within the organization, they need to be given the scope to
add more to their knowledge base. This is something that can be achieved through employee
training and development programs, which CERA has to invest in heavily to make sure that
its employees are always poised with the expertise and the skills that they have to bring into
play in order to handle all aspects of business operations with the professionalism that is
desired of them. Employees need to be subjected to frequent lectures within the firm that are
conducted by business experts, to know how best they can handle matters such as stress,

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tension and anxiety, how not to get bogged down by failures and how to keep an optimistic
frame of mind, even when the situation is critical. Such lectures can be delivered at the firm
by experts in person or may be carried out in the form of webinars that CERA employees can
access from the office conference room itself.
Second Task – Response by Mark French to Post on Employee Development options as
suggested by a CERA Member
Post by CERA Member
As of the Human Resources manager what I had gained through my experience
is, eventhough if we have hire the skilled and innovative people with time the skills can fade
away without any further development or training. By providing consistent training programs
to develop the employee motivation towards training because they are essential with the
support of the top management in the organization. Even though Mark mentioned training
will cost a huge investment and but cera is able to provide low-cost training programs in the
initial stage.
One of the easiest way to conduct the low-cost training is to provide
orientations. Orientation is the useful method that helps to develop the freshers in an
organization and company can use this method to ensure that freshers are comfortable with
the company and are properly informed about the company’s background together with the
working procedures. After that, we can conduct “On the job training” method where new
employees are assigned to the experienced employees in the company to share their
knowledge as mentioned by Kellie.The other low-cost method of training is to provide
lectures within the firm that can be as a verbal method for the overall information about the
firm.

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The another way of conducting is an in-house training module which is a low-cost strategy
and I am willing to be an in house- trainer with the support and help of the HOD's in the
firm.In Furthermore, Web-based,computer-based trainings,and audio-visual training can be
conducted. But after each training program , it’s better to conduct feedback survey or to
conduct a test to calculate the effectiveness of the programs conducted by the firm to the
Fresher's.
RESPONSE BY MARK FRENCH TO THE POST
I do entirely agree with what has been said about putting low cost training programs
in place in order to provide the existing employees at CERA with the skills and the abilities
that they need further in order to perform well for the organization. The low cost training
programs will serve the purpose of developing the existing knowledge and expertise of
employees while also preventing a drain on the company’s resources. I agree that lectures
provided at the firm can be one effective way of training employees at CERA in a low cost
way. I also agree with what is being said about making use of in house experts in order to
give employees the awareness and understanding that they require to execute better, all the
different tasks that they are assigned. I am however not too convinced about the suggestions
that have been made regarding on job training. On job training is something that we can only
expose the newly recruited candidates at CERA to, but it is not something that we can
provide for our existing employees, who simply need to add to their knowledge base rather
than learn things from scratch (Cohen, 207). I do however believe that on job training will
prove to be very effective for the freshers in our organization as it will give them the ability
to learn how things are done here at CERA by performing business operations for CERA and
getting a salary for it. I also agree that conducting a short test at the end of the training

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program, be it for experienced employees or on job training, will give us some if not a lot, of
understanding about how effective the training program has been for the employees. The tests
that are conducted at the end of the training sessions can be of a short duration and can be
restricted to the use of quizzes, as these are easy to participate in and get employees to think
and apply themselves sufficiently at the same given time (Shinbaum et al., 2016).
References
Cohen, E. (2017). Employee training and development. In CSR for HR (pp. 153-162).
Routledge.
Shinbaum, S., Crandall, P. G., & O'Bryan, C. A. (2016). Evaluating your obligations for
employee training according to the Food Safety Modernization Act. Food Control, 60,
12-17.

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