HRM Practices & Innovation Performance

This assignment examines the relationship between strategic human resource practices and innovation performance, with a particular focus on the mediating role of knowledge management capacity. It draws from key works by Chen & Huang (2009), Liao et al. (2009), and Sun et al. (2007). Additionally, it explores global talent management with Tarique & Schuler's (2010) framework.

RECRUITMENT
AND
SELECTION
IN
BUSINESS

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
P1 Two organisations plan recruitment using internal and external sources..............................1
P2 Impact of the legal and regulatory framework on recruitment and selection activities.........2
TASK 2............................................................................................................................................4
P3 Documents used in selection and recruitment activities........................................................4
TASK 3............................................................................................................................................6
P4 Plan to take part in a selection interview...............................................................................6
P5. Take part in a selection interview.........................................................................................7
CONCLUSION................................................................................................................................7
REFERENCES................................................................................................................................8

INTRODUCTION
Recruitment is a process of identifying that organisation needs to employ someone up to
the point at which application forms for post have arrived at company (Tarique and Schuler,
2010). Selection then consists of processes involved in choosing from applicants a suitable
candidate to fill a post. This report is based on Luton which is a recruitment agency in London.
This report is containing recruitment from internal and external sources, impact of legal and
regulatory framework on recruitment process, documents required for recruitment and a plan to
participate in selection interview.
TASK 1
P1 Two organisations plan recruitment using internal and external sources
As Luton is recruitment agency so they are having proper recruitment plan from external
sources:
Recruitment From External Sources Advertisement: It is a method of recruitment frequently used for skilled workers, clerical
and higher staff. Advertisement can be given in newspapers and professional journals
(Sun, Aryee and Law, 2007). These advertisements attract applicants in large number of
highly variable quality. Preparing good advertisement is a specialised task. If a company
wants to conceal its name, a ‘blind advertisement’ may be given asking the applicants to
apply to Post Bag or Box Number or to some advertising agency.
 Face to face interview: After advertisement Luton conducts face to face interview with
applicants to select appropriate applicants.
Recruitment From Internal Sources Transfers: It involves shifting of persons from present jobs to other similar jobs. These do
not involve any change in rank, responsibility or prestige. The numbers of persons do not
increase with transfers. Promotions: It refer to shifting of persons to positions carrying better prestige, higher
responsibilities and more pay (Liao and et.al., 2009). The higher positions falling vacant
may be filled up from within the organisation. A promotion does not increase the number
of persons in the organisation.
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 Recruitment process: Firstly Luton make an analysis on which post they have to recruit a
person from internal sources. After it they conduct an interview with those people to
select a best.
Recruitment plan of Austin Fraser from external sources: Casual callers: Those personnel who casually come to the company for employment may
also be considered for the vacant post (Noe and et.al., 2007). It is most economical
method of recruitment. In the advanced countries, this method of recruitment is very
popular. Interview: Austin Fraser conducts an interview with those applicants which are
appropriate for a vacant seat. Group discussion: After this interview, qualified applicants has to make a group
discussion on given topic by company.
 Aptitude test: At last final people has to give an aptitude test to evaluate their analytical
skills.
Recruitment From Internal Sources Promotions: Austin use promotions for internal recruitment process for vacant seat. Aptitude test: By this they makes grades of people which has given by interested people
for a new post (Paré and Tremblay. 2007).
 Interview: Now company takes interviews of those people which qualifies in aptitude
test.
P2 Impact of the legal and regulatory framework on recruitment and selection activities
There are lots of different legal and ethical limitations the HR department within a
business has to consider during recruitment (Mondy and Martocchio, 2016). It is important that
all companies stay within keep to these regulations to ensure they are acting fairly towards each
of their candidates.
Legal Issues
The different laws involved during recruitment are as follows:
Sex Discrimination Act 1975: This specific act makes it illegal to judge someone’s potential
based on their gender (Kang and Snell. 2009). This impacts recruitment because it means that
companies are now obliged to treat both men/women equally, and give them the same
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opportunities. This act also forces companies to pay the employees equally (depending on the job
rank) regardless of gender, which is also involved in the Equal Pay Act 1970.
Race Relations Act 1970: This act was introduced by the parliament to ensure that regardless of
race, everybody would be offered the same opportunities (Halpern and et.al., 2008). Just like the
sex discrimination act this means that during recruitment a company is obliged to treat each
candidate equally and is illegal for them to judge someone’s ability to do a job based on the
colour of their skin.
Disability Discrimination Acts 1995 and 2005: This act is there to end discrimination towards
those who have a disability. This includes during education, employment, licences, access to
goods and renting land. This impacts recruitment because it means it is against the law for a
company to not allow someone a job even though they are perfectly able and qualified.
European Working Time Directive: This is an act entitles employees to have a minim amount
of holidays, a rest breaks and gives a person the right to not work over 48hours if they do not
want to. This impacts recruitment because it means a company has to make the candidate aware
of their rights and the HR department also needs to decide if employing more people will fit their
budget range and they’ll have the ability to cover these rights their employees have.
Employment Act 2002: This act is specifically allows the right for parents to request flexible
working hours and such time off as maternity leave. During recruitment a company will firstly
have to specify the hours they are advertising (Dowling, 2008). The will also have to be aware of
the candidates schedule and try work with them to meet a mutual agreement that will fit both
parties. This act limits the control a business has of just refusing the person a job if they can’t fit
the hours advertised. They are also no aloud to not employ women based on the fact she might
become pregnant in the future.
National minimum wage: This is the minim amount a company can pay an employee based on
their age. This effects recruitment because it means that they are obliged to offer all employees
equal pay, this means that before the HR department decides they need new employees they will
have to consider the added
expenditure.
Data Protection Act 1998: This act was endorsed by parliament to make it illegal for a company
to share their customers and employees data. This effects recruitment because it means a
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company is not allowed to sell their candidates details to other companies but instead they have
to protect these details.
TASK 2
P3 Documents used in selection and recruitment activities
Here some documents which are required to fill a vacancy in organisation (Chen and
Huang, 2009). Luton is having a vacancy for sales assistance so here is a job description for sales
assistance:
Company: Luton
Post: Sales Assistance
Salary: 1500 £
Required Education: MBA in sales and marketing.
Required Experience: Minimum 1 year experience of a sales worker in a recruitment agency.
Job Responsibilities:
 Serving and advising customers
 Arranging goods in displays and on shelves
 Rotating and replacing stock
 Promoting extra products
 Taking cash and card payments and making sure the till balances
 Dealing with returns
 Meeting sales targets
Job Description
Sales assistants can be found in a variety of retail venues and locations, from small retail stores
on a High street to large superstores in shopping malls. The job requires a high level of
customer interaction, meaning sales assistants should have good customer facing and
communication skills. These are duties of sales assistant:
 Be involved in stock control and management.
 Being responsible for processing cash and card payments.
 Stocking shelves with merchandise.
 Answering queries from customers.
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 Balancing cash registers with receipts.
 Responsible dealing with customer complaints.
 Responsible for security within the store and being on the look out for shoplifters and
fraudulent credit cards etc.
 Receiving and storing the delivery of large amounts of stock
 Keeping up to date with special promotions and putting up displays.
The personal skills that are required for the job:
 Having a friendly and engaging personality.
 Comfortable working with members of the public.
 Should have a confident manner, helpful and polite.
 Assistants should be physically fit as they will be on their feet for most of the day and
may be required to lift large amounts of stock.
 Able to work as part of a sales team.
 Should be of a smart appearance and articulate.
Person Specification
Key
Competencies
Essential
Experience Previous experience in a sales or events role.
 Skills and
Ability
 Clear written and verbal communication skills, on paper, on the
telephone and face to face Excellent project planning and
organisational skills Able to cope with the physical demands of
moving and setting up stands and show equipment
 Excellent sales skills UK driving licence Comfortable working on
own initiative and independently.
 Analytical
Attitude  Willing and able to travel within the UK and be flexible on working
hours as there will be evening and weekend work involved.
Enthusiastic, energetic, creative and motivating.
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 Motivated by sales.
Qualifications
and Training
Good IT competency – able to use database, spreadsheet and word
processing packages.
 Personal
Qualities
 Enthusiastic and outgoing; able to enthuse, support, give
confidence.
 Strong interest in food and farming.
 Comfortable with a wide range of audiences.
TASK 3
P4 Plan to take part in a selection interview
This is selection process of sales assistance in Luton which is given in below mentioned
points:
Step 1: Before I carry out the interview, I will shortlist the applications I have received from the
candidates with a checklist, using the job description and person specification to create the
criteria.
Step 2: To be able to create the interview questions I will use the job description and person
specification to help me create specific questions. I will consistently ask each candidate the same
questions to be able compare their answers in the evaluations process.
Step 3: Use the application forms to ask more detailed questions to specific candidates. For
example, if they mention some previous work experience. I can use their application form to ask
what skills they learned or experience they gained, this will help to gain a better insight on their
work ethic.
Step 4: Then I will check the availability of an appropriate venue, date and time.
Step 5: Invite the candidate to the interview.
Step 6: Ensure there are beverages to offer and documentation to help the interview process,
such as the candidate CV’s. Before I see them, I will review the documents to ask questions
related to the candidate. For example, asking about the responsibilities they had at a previous job
or work experience they had.
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Step 7: Structure the interview - Introduce yourself, asking general questions, then ask consistent
questions about the job itself and the candidates personal experiences or skills, then give
candidates a chance to ask questions.
Step 8: Use the scoring/evaluation sheet to compare and evaluate the candidates, with the
shortlist checklist.
Step 9: Follow up the interview - offer job to successful applicants on the phone, because it is
quick and gives them the opportunity to decline. Then send out letter of regret to unsuccessful
applicants.
P5. Take part in a selection interview
In the process of the interview I will try to be at least 15 to 20 minutes early. This will
allow me to use waiting time to review all essential. So as company having needs of sales
assistant for it's different stores so I have to support to my company to find out a best person for
the company. Above mentioned 9 steps can be help full for the company to select right
candidates for Luton.
CONCLUSION
Above presented report has been concluded that a recruitment plan can help to a company
to select a right candidate on a right position so it is required by each and every organisation to
adopt an appropriate recruitment and selection process which can help to them to recruit a right
person. Internal sources are most valuable for organisation to select a liable and trustworthy
people for a selected post. Documentation is an essential process for company to make a better
recruitments in organisation, person specification, job description and job advertisement can help
to company to select a candidate which haves all required qualities.
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REFERENCES
Books and Journals
Chen. C. J. and Huang. J. W., 2009. Strategic human resource practices and innovation
performance—The mediating role of knowledge management capacity. Journal of
Business Research. 62(1). pp.104-114.
Dowling. P., 2008. International human resource management: Managing people in a
multinational context. Cengage Learning.Guest. D. E., 2011. Human resource
management and performance: still searching for some answers. Human Resource
Management Journal. 21(1). pp.3-13.
Halpern. B. S and et.al., 2008. A global map of human impact on marine ecosystems. Science.
319(5865). pp.948-952.
Kang. S. C. and Snell. S. A., 2009. Intellectual capital architectures and ambidextrous learning: a
framework for human resource management. Journal of Management Studies. 46(1).
pp.65-92.
Mondy. R. and Martocchio. J. J., 2016. Human resource management. Human Resource
Management, Global Edition.
Liao. H and et.al., 2009. Do they see eye to eye? Management and employee perspectives of
high-performance work systems and influence processes on service quality. Journal of
Applied Psychology. 94(2). p.371.
Noe. R. A. and et.al., 2007. Fundamentals of human resource management. McGraw-Hill/Irwin.
Paré. G. and Tremblay. M., 2007. The influence of high-involvement human resources practices,
procedural justice, organizational commitment, and citizenship behaviors on
information technology professionals' turnover intentions. Group & Organization
Management, 32(3). pp.326-357.
Sun. L. Y., Aryee. S. and Law. K. S., 2007. High-performance human resource practices,
citizenship behavior, and organizational performance: A relational perspective.
Academy of management journal. 50(3). pp.558-577.
Tarique. I. and Schuler. R. S., 2010. Global talent management: Literature review, integrative
framework, and suggestions for further research. Journal of world business. 45(2).
pp.122-133.
Online
Human Resources Management – VnResource HRM Pro Overview. 2016. [online]. Available
through<http://vnresource.vn/en/giai-phap/phan-mem-quan-ly-nhan-su?
gclid=CJrMheDvw9ACFZAPaAodI9EOhw>. [Accessed on 10 July 2017].
Soft and Hard HRM. 2015. [online]. Available
through<http://www.tutor2u.net/business/reference/soft-and-hard-hrm>. [Accessed on
10 July 2017].
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