Determining the Right Fit for Aurecon

Aurecon, a global engineering consultancy, is seeking to recruit and select the right project managers who align with their company culture. To achieve this, they use personality tests to measure emotional intelligence and personality of potential candidates. The company values diversity and inclusiveness, and looks for individuals who can act with honesty and integrity. Additionally, Aurecon considers hiring people from different countries and backgrounds, which helps bring new ideas and perspectives to the organization. Ultimately, the goal is to find the right fit for Aurecon by considering not only experience and qualifications but also cultural alignment.

Surname Managing People at Work
Managing People at Work
Student’s name
Course
University
Date
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Surname Managing People at Work
Introduction
The recruitment and selection are a critical strategy for managing people at work.
Based on the human resource management models, the recruitment and selection strategy
would define the success of the organization. For instance, the Fombrun model highlights the
interrelatedness of the functions of human resource management including appraisal,
selection, development, and rewarding staff (Management Study HQ 2017). In most cases,
these components of HRM enhance the effectiveness of the organization (Ashe-Edmunds
n.d). This paper uses this theory to analyze the selection and recruitment in Aerecon. The
company can avoid bad hiring by sticking to the recruitment, selection, and retention theory
that have formed the basis of this assignment.
Activity 1: Recruitment Plan
Recruitment plan for Senior Wind Turbine Engineer/ Project Manager
Strategy Gap Descriptio
n
Possible
tactics
Team
Action
Responsibilit
y
Deadlin
e
Target
recruitmen
t
The
company
has failed
to secure
the
services of
qualified
project
managers
through
the normal
recruitmen
t process
The
company is
searching
for a
project
manager
with wind
turbine
engineering
experience
to lead its
Tasmania’s
renewable
energy in
North-West
The
targeted
source
would be
the
competitor
s in the
same
industry
where
Aerecon
will poach
for a senior
wind
turbine
engineer
Advertis
e the post
Recruiter Urgent
Workforce planning
This will compel the recruiter to seek the approval of the HR to fill the position
Received the approval
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Surname Managing People at Work
Position Description The senior turbine engineer and project manager will be
responsible for the company’s new contract building Tasmania’s
renewable energy future in the North-West. The candidate must
be highly qualified and experienced in the contract-building field
and project management (UCL 2016). The company expects the
candidate to possess exemplary interpersonal skills like
communication and leadership skills. These skills will allow the
candidate to plan, implement, and commission the project (Ashe-
Edmunds n.d).
The candidate for this position must have strong negotiating
powers and understand the law to facilitate the negotiation with
the government.
Recruiter The recruiter needs to draw a wish list with qualified engineers from the
competitors. The recruiter will also draw the remunerations and incentives for
the identified candidates. The salary package will be $350,000 annually and
relocation allowance of $25,000
Search
Plan
The recruiter should use the contacts and networks to reach out to the
individuals with the offer (UCL 2016).
HR Fast-track appointment
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Surname Managing People at Work
Activity 2
Job Specifications: Project Manager
The objective of Aurecon is to bring ideas into thus designing a better future (Aurecon
2017). This involves turning challenges into solutions and benefits. The company undertakes
many projects across the world by offering design, advisory, asset, and delivery management
services. Through innovation, technology, and ingenuity, the firm intends to invent complex
and new value clients. The business operates in partnership with different clients to serve
communities with relevant projects (Aurecon 2017). Currently, the company is inviting
qualified and experienced applicants for the position of senior project manager. The
candidate should demonstrate the recent success in construction and design projects. The
company intends to offer the role on a permanent basis and guarantee career development
opportunity.
The qualified applicant must have significantly managed projects in the similar
professional environment. Experience in client-side project management will be an added
advantage to the candidate. The applicant should be able to apply outstanding project
management principles in engineering/construction thus of solutions of varying complexity.
The candidate should also demonstrate the ability to support multiple concurrent projects
throughout the life cycle, such as financial management, contract administration, design
management, risk management, project scheduling, and tendering (The Herald 2011). The
project manager should be able to manage work programs thus guarantee delivery to client’s
specifications, timeframes, and expectations. Finally, the qualified candidate should be able
to engage with many clients across industries.
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Surname Managing People at Work
An ideal candidate should have the PMBoK accreditation, relevant tertiary
qualifications in engineering/project management/construction, and experienced in the
implementation of risk management principles, project programming, and consultant teams.
The ideal candidate should possess excellent written and verbal communication skills. The
candidate should be able to manage challenging projects and a team player.
Ethical issues
Recruitment and selection have emerged to be a critical decision-making factor thus
need the attention to avoid the risks of unfair and corruption practices. The HRM theory
provides the significance ethics during the recruitment and selection process (The Herald
2011). Although there are regulations and laws protecting candidates during the process so
that the company can maintain the ethical and professional standard, the HR professionals
seem to experience challenges beyond the principles. The common dilemma during the
recruitment and selection process involves placing misleading job advertisement (Nguyen
2013). This could be intended to get applicants for different job contact instead of the
advertised opportunity. This is evident where an organization intends to use the services of an
independent contractor at the expense of salaried employment (Management Study HQ
2017). The company can opt for an independent contractor to avoid burdening its
incompetent salaried workforce. Therefore, Aurecon should state the terms of employment to
avoid job swindle accusations.
The failure by an organization to review the skills and experience of an individual
based on merits. For instance, the company is seeking the services of qualified personnel who
is an employee of another company (Donaldson 2017). Nonetheless, the organization should
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conduct its recruitment prudently and transparently to allow for proper scrutiny of the
candidate. Through transparent recruitment process, the applicant will be informed about the
risks of shifting their allegiance to competitors (The Herald 2011). Proper scrutiny will make
it possible for the recruiting agency to understand the legal contracts that an applicant may be
having that can bar him or her from associating with rivals. The candidate needs to
understand the risks and damages associated with professional relationships in the renewable
industry. Indisputably, these ethical issues carry similar damaging effect like legal issues.
Approaching Candidates from a Competitor
The company searches qualified talent to improve its performance. Importantly, the
hiring or a candidate within the industry will boost the company’s potential in its
performance (Fuscaldo 2013). Such an individual understands the industry and the best
strategies to help the firm meet its goals. To this effect, recruiting a competitor’s staff is
essential in boosting Aurecon’s performance. However, the recruiter must consider the
legality, ethics, and taste regarding rubbing shoulders with rivals (Johnson 2011). Poaching
technique will help the company to fill an open position of project manager. The company
must make the sourcing of the competitors’ workers legitimate to avoid legal battles. For
instance, the candidate should be affirming his or her mutual interest in decamping to the
business (De Lara 2014). This will make the candidate avoid entering the non-compete
agreement.
The non-compete agreement allows an employer to seek employment in rival
companies. Aurecon should avoid illegal poaching by recruiting talents instead of the resume
(Aurecon 2017). Sometimes people can appear impressive on paper but fails to fit the needs
of the firm. It is thus important for the recruiter to conduct thorough background search to
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understand his or her working style. The recruiter can also use poach slower, hire slow, and
fire fast in the reaching out to the competitor’s employee. Recruiting workers from rivals
provide helpful solutions to the company. Nonetheless, it is necessary for the recruiter to
search, attract, and engage with the potential candidate. Successfully poachers develop
strategies to enhance the recruitment (SHRM 2016). For instance, the recruiter needs to
determine the responsibilities, roles, and remuneration the anticipated candidate will earn.
The recruiter will further introduce a wish list of individuals. With this information, the
recruiter can approach the potential individual based on the wish list. It is thus possible to tap
or contact the candidate through his or her networks.
Behavioural traits and testing
A project manager needs to possess different skill-sets including technical skills,
people management skills, and the general skills. The technical skills should encompass the
basic techniques like monitoring, planning, control, and estimating (Jones n.d). Additionally,
the project manager should demonstrate the ability to embrace teamwork thus achieve the
firm’s objective. Without a doubt, the people management skills are essential in allowing the
manager to understand the needs and expectations of workers or teams. The interpersonal
skills including communication are also necessary (Nankervis, Baird, Coffey & Shields
2017). The behavioral characteristics that define the manager’s personality are critical in
project management. Team building skills can determine the progress of any project. The
team leader should be able to motivate and mold the team to achieve a common objective.
The manager should have the ability to lead by example as demonstrated by the HRM model.
This should ensure that the project manager uses exemplary qualities to allow others to copy.
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The project manager should also have a passion for learning. This involves absorbing
lessons from the previous duties. Such a manager needs to learn from the past pitfalls and
open new opportunities. Finally, the manager must be able to develop a structure because he
or she has the vision for the task (Criteria Corp 2017). With good communication, the
manager should communicate to everyone and outline the duties and roles of the team. The
recruiter will have to use personality tests to conduct employment recruitment and selection.
Through personality tests, it is possible to measure emotional intelligence and personality of
the project manager (Baez 2013). The pre-employment testing and assessment can help in
determining an individual’s traits. The test aptitude focuses on the job-related competencies
and behavioral tendencies of an individual.
Determining the right fit for Aurecon
Finding the right candidate for a project manager position is difficult. Nonetheless, it
is important to consider the cultural fit when focusing on recruiting a staff. For instance, the
right hire should align with the firm’s mission (Aurecon 2012). Indisputably, experience,
credentials, and specialized skills are relevant. However, even the most qualified candidate
may rarely succeed, especially when the person fails to fit Aurecon’s culture. Studies have
demonstrated that cultural fit focuses on the shared vision, values, habits, and behavior
(DeMari n.d). Consequently, the cultural fit would ensure the company’s workers collaborate
and measure their performance (Kramar, Bartram & DeCieri 2014). Aurecon considers the
top talents who can build its culture by entrenching a social media presence. The company
looks for energetic and inspirational people, which can encourage innovative thinking and
diverse specialization. The social media also expands its reach thus increases exposure.
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Aurecon values diversity thus respects others. It considers hiring people who can act
with honesty and integrity because it has attracted people from different countries.
Interestingly, it remains committed to pursuing its values and culture based on inclusiveness,
trust, and respect (Hayes & de Klerk 2017). Inclusion and diversity have seen it bring ideas to
life and maximize external and internal expectations. The candidates with the best fit must
prove their ability to foster talents and offer a fair working environment. Hence, when an
individual is joining the company, he or she must understand the diversity of the global team
in the organization (Zetlin 2015). The worker must prove to be the best expert in the
engineering field and ready to work in innovative and complex projects.
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