Talent Manager Recruitment Process

This article discusses the pre, during and post-hiring process in an organization for the position of Talent Manager. It includes the creation of the position, inviting applications, scrutiny, and selection of a candidate. It also covers the importance of planning while recruiting and the onboarding process of the Talent Manager.

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Mgmt-721522
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Mgmt-721522
Running Head: Talent Manager Recruitment Process 8
Assignment Name: Talent Manager Recruitment
Student Name:
Student ID Number:
Subject Title:
AQF Level:
Word count:
Contents
Introduction 3
Talent Management Portfolio 3
· A major challenge faced by Human Resource Manager.
3
· Importance of planning while recruiting 3
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· Position description of the current opening 4
· Selection method its importance, comparison of resumes
and justification of selected candidate. 4
· On-Boarding Process: 6
References 8
Introduction
Different people work with various organizations at
different designations handling their job profiles. Some
work happily and some work with grudges against the
corporation. However, there are some organizations with
which both the type of employees loves to work or are their
dream companies. The International Event Centre, Napier
is one of those companies in the hospitality industry. Such
companies are dream companies because they require
something special to be their part. This assignment will
discuss the pre, during and post-hiring process in an
organization. It will include the creation of the position,
inviting applications, scrutiny, and selection of a
candidate (Sherkar, 2015). The challenges faced while
recruiting, defining the roles and responsibilities of the
talent manager and onboarding process of the Talent
Manager for this company. The roles of a human resource
manager are ever evolving. The managers have to keep
them aware of all the latest changes taking place in the in
human resource world and modify their plans and policies
accordingly.
Talent Management Portfolio
A major challenge faced by Human Resource Manager.
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One of the many greatest challenges faced by any human
resource manager during the talent attraction and selection
like retention, productivity, efficiency vs. effectiveness, etc.
is the inability to find the perfect candidate for a certain
position (Wright, 2017). The hr managers receive so many
resumes and applications for the jobs. But the irony is that
when a vacancy is advertised , they receive so many
applications with irrelevant qualifications. It becomes a
nightmare for the managers to find out the relevant
applications/resumes with the required skill set and
qualification for the current opening. It becomes a major
issue especially in case of limited budgets for the
recruitment. After making so much of efforts, the managers
select the candidate after following the due processes. But
there is always a fear lurking in the mind of the recruiter,
i.e., whether s/he will perform or not. If performance is
good, then there is fear of attrition vis-a-vis retention of
the employee. And if there are any relevant and
experienced candidates for the posts their salary
expectations at times cross the upper limits of their
budgets. But it is always suggested that recruitment should
never be a hasty process. Proper time should be given .
The recruiters should keep a long lead time so that even if
mistakes happen there is enough time to rectify those
(Newby & Sallee, 2011). But with the passage, if time the
recruiters have also become smart. The recruiters have
found a solution to this problem. They have started
recruiting smart and talented candidates who can be
trained and developed according to the need of the
organization. Another solution can be that
Importance of planning while recruiting
To have a correct mix of human resource is the key to
organizational success. Planning is the process of
developing strategies to arrange the number and skills of
the human resources as per the needs and requirement of
the organization (van Dierendonck, 2015). It helps in
forecasting, recruiting and retaining the manpower
required for the efficient and effective working of an
organization. Planning is putting the right person in the
right place at the right time. Proper planning in human
resource recruitment is essential so that there is no under or
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overstaffing. Having talented staff in today's world is a
competitive advantage for the companies. It is essential
for the organization growth. All the assets like
technology, policies, procedures, infrastructure, etc. are
handled by the human resource, so it is necessary to have
best people around. Planning includes focusing on needs
and the environment (Zomorrodian, 2017). It is the plan to
hire and retain the best. Unplanned recruitments are the
cause of the high attrition rate in the organizations.
Planning is important and required to create synergy
between the recruits and company goals. Planning is
required before the jump lest to repent later. Planning
recruitment helps in achieving the company goals.
Position description of the current opening
The position created is the talent manager (Arocas &
Morley, 2015). The manager would be required to develop
and formulate new strategies and policies relating to the
health, happiness, well-being, and welfare of the staff. In
addition to the various responsibilities on the routine basis,
the manager will be responsible for organizing and
maintaining diversity committee, cultural club activities
and internal events. His job will also include interaction
with the customers and to ensure a high satisfaction level.
He will cater to their needs by setting highest quality and
service benchmarks with the aim of enhancement of the
customer's experience. He will be the trouble-shooter and
will resolve the conflicts in a subtle and graceful manner .
He will assist and organize the staff and social events,
compiling payroll, updating the salary and benefits in the
HRMIS, managing contracts and liasoning , etc. and
ensuring the statutory compliance (Singh, 2012). Lastly, he
will help in promoting and establishing the products and
services of the organization. For the support and result
oriented working with the manager a team comprising of hr
executives, marketing executives and accountants will be
provided to bring desired results in less time.
Selection method its importance, comparison of resumes
and justification of selected candidate.
The Human resource managers all over the world follow
different methods of recruitment like direct/indirect
recruitment, internal/external recruitment, third party
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recruitment, etc. For filling a major post like that of a
talent manager flipping through resumes is not sufficient
(Wiley, 2011). Selection is to be made by core
competencies, educational credentials, and relevant
experiences.Selection is the process of selecting a
candidate from many applications whom the manager
thinks fit to do the required jobs. It would be external and
indirect recruitment. The process has been explained in
detail with the help of a flow chart which is as under:
This method has been selected because it is the most
comprehensive method of selection. External recruitment
provides ample scope for fresh and suitable candidates with
better qualifications and more creativity. It is a fair mode of
recruitment as the biases or favoritism does not get a
chance to affect the process. It also reduces the resentment
amongst the current team as no one from the inside is
promoted which creates a jealousy factor. Contrarily it
motivates the existing employees to perform better and
creates a healthy competition (Yen, Murrmann &
Murrmann, 2011).
Against the advertisement floated, three resumes were
received . They have been scanned and analyzed on the
grounds of core competencies and key responsibility
areas. The first resume received was of William Dawson.
He is not a citizen of New Zealand but is authorized to
work here. This candidate is not fit for the position of the
Human Resource Manager because he does not have any
specialized degree or certification in HRM or Hospitality
Management which is a core requirement for the post
(Kalargyrou & Wood, 2012). Moreover, his date is
available in six weeks. Also, his salary expectations are on
higher side vis-a-vis his qualifications. Although he
possesses the relevant experience he fails on the grounds of
the eligibility qualifications. The second candidate is Kent
Mentor. Like the previous candidate, this one is also not a
citizen of New Zealand but is authorized to work here. He
fulfills the qualification requirements for the post. He has
done BA (Hons) in International Hospitality Management.
He has also done Advance HR policy certification course
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from Human resources Institute of New Zealand and the
High school performance has also been good. Although
there is only one relevant reference his experience is
highly relevant i.e. as an assistant manager in two great
hotel chains of the world. He is also readily available
which is an added advantage as we have to fill this post
immediately. This means there will not be much of
training required for him thus saving costs for the
organization. Although he is asking for $70, 000/- but it
can be negotiated and reduced. The third candidate is Dave
Quinlin. Unlike both, he is a citizen of New Zealand. He
has a degree in hospitality management but nothing in
human resource management. His experience is also not
relevant and he is not a consistent worker. He has been
jumping from one organization to another and this
questions his loyalty towards the organization. Graph of
consistency is declining from 3 years to 2 and then to 1
year of stay in the previous organizations. Moreover, he is
also a convicted felon. Though the nature of the offense is
traffic violation only, no one knows when the offenses
take serious turns. Thus after the analysis of all the three
applications against the job requirements and qualification,
Mr. Kent Mentor is selected for the post of the Talent
Manager.
On-Boarding Process:
Onboarding is the process of welcoming, acclimatizing and
inducting the new employees in an organization (Hosain,
2015). It provides the required tools and resources for
being successful. It starts with the hiring process and
continues up to 1 year from the day of joining. Goals of on-
boarding are to adjust, engage and retain employees. It is
essential to plan effectively to have a successful
onboarding plan.
Hiring and onboarding are generally treated differently
but there is only a thin line difference. The selected
candidate starts getting the feel of the company culture in
his first impression during the recruitment procedure. So it
must be as good as the rest of the process. Crisp list of
duties, recruitment stages, resolving the queries as early as
possible, proper follow-up and communication are some of
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the features it must have (Wickramasinghe & Samaratunga,
2016). If the offer is extended through a telephone call
rather than a mail is gives a more personal touch. It
should include details like joining date, salary details,
terms & conditions, benefits, entitlements, etc. Giving it
in a written form creates a stronger bond between the new
hire and the organization. After salary negotiations are
done the information should be circulated to all the
departments regarding the new joinee .
A couple of weeks before the joining, all the paperwork
formalities must be completed and ready on the
organization's part (Nalband, 2017). It can include
documents like employee's agreement, company handbook,
and a diary, joining kit, compliance forms, stationery, etc.
The required hardware like workstation, computers,
extensions access and identity card, mail id and password,
bank account details etc and other minor things must be
ready. Most importantly the schedule with an hr for the
onboarding meeting should be fixed.
Before the first day or day of joining final checks must be
made like getting the workplace cleaned, rechecking if all
the things are working properly . It can also include a
welcome kit on the table including things a company
mug and t-shirt, organizational charts and departmental
hierarchy chart followed by a week's schedule (Halevy, Y.
Chou & D. Galinsky, 2011).
On the day of joining someone must be present to welcome
Mr. Kent. It should start with a detailed office tour and
enlighten him about the organization he would be working
for . He should be explained his KRAs on the basis of
which his performance will be examined . A formal
onboarding meeting with the hr must be conducted so
that queries can be resolved .
During the first week of the selected candidate, he must be
taken to the meeting so that he understands the way of
working of the organization (Karambelkar & Bhattacharya,
2017). His goals must be set for 3, 6 and 12 months.
Proper evaluation and feedback must be given to him
about his performance. It will make him clear about the
company's expectations from him (Binyamin, 2018).
First three months are the most crucial part in deciding
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whether the employee will stay for a lion time or not. The
meeting should continue. Now the evaluations should be
done on monthly basis and feedback provided to the new
hire. Contrarily, the feedback of the candidate must also
be taken for the on-boarding process.
The same process should be reputed every month for the
rest of the year for successful completion of the on-
boarding process (Klein, Polin & Leigh Sutton, 2015).
References
Arocas, R., & Morley, M. (2015). Talent management,
talent mindset competency and job performance: the
mediating role of job satisfaction. European J. Of
International Management, 9(1), 28. doi :
10.1504/ejim.2015.066670
Binyamin, G. (2018). Do leader expectations shape
employee service performance? Enhancing self-
expectations and internalization in employee role
identity. Journal Of Management & Organization, 1-19.
doi : 10.1017/jmo.2017.68
Halevy, N., Y. Chou, E., & D. Galinsky, A. (2011). A
functional model of hierarchy. Organizational Psychology
Review, 1(1), 32-52. doi : 10.1177/2041386610380991
Hossain, M. (2015). Adoption of Proper HRM Practices: A
Technique for Retaining Employees and Increasing Firm
Performance?. SSRN Electronic Journal. doi :
10.2139/ssrn.2670538
Kalargyrou, V., & Wood, R. (2012). Academics vs.
Professional Managers when Leading Hospitality
Management Education. Journal Of Hospitality & Tourism
Education, 24(4), 5-13. doi :
10.1080/10963758.2012.10696676
Nalband, K. (2017). An employee on Boarding Process
Automation. International Journal Of Engineering
Research And Applications, 7(2), 32-36. doi :
10.9790/9622-0702043236
Newby, L., & Sallee, J. (2011). 4-H Membership
Recruitment/Retention Problems: A Meta-Analysis of
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Possible Causes and Solutions. Journal Of Youth
Development, 6(4), 37-46. doi : 10.5195/jyd.2011.163
Sherkar, A. (2015). A Study on Use of E-Resources in
Recruitment and Selection Process in 5 Star Hotels.
ATITHYA : A Journal Of Hospitality, 1(1). doi :
10.21863/atithya/2015.1.1.002
Singh, M. (2012). Challenging Role of HR in Times of
Outsourcing of HR Functions. SSRN Electronic Journal.
doi : 10.2139/ssrn.2581495
van Dierendonck, D. (2015). The influence of planning,
support, and self-concordance on goal progress and job
satisfaction. Evidence-Based HRM: A Global Forum For
Empirical Scholarship, 3(3), 206-221. doi :
10.1108/ebhrm-04-2014-0013
Wickramasinghe, V., & Samaratunga, M. (2016). HRM
practices and post-promotion managerial performance.
Evidence-Based HRM: A Global Forum For Empirical
Scholarship, 4(2), 144-161. doi : 10.1108/ebhrm-08-2014-
0019
Wiley, C. (2011). Recruitment Research Revisited:
Effective Recruiting Methods According To Employment
Outcomes. Journal Of Applied Business Research (JABR),
8(2), 74. doi : 10.19030/jabr.v8i2.6167
Wright, P. (2017). Maximising Recruitment to Randomised
Controlled Trials: The Role of Qualitative Research to
Inform Recruitment Challenges. European Urology, 72(5),
799-800. doi : 10.1016/j.eururo.2017.06.029
Yen, C., Murrmann, S., & Murrmann, K. (2011). The
Influence of Context Orientation on Job Seeker Perceptions
of Recruitment, Person-Organization Fit, and Job
Application Intention in the Hospitality Industry. Journal
Of Human Resources In Hospitality & Tourism, 10(3),
315-330. doi : 10.1080/15332845.2011.555882
Zomorrodian, A. (2017). New Trends in Strategic
Planning: Virtual Environment, Tech Innovation,
Globalization & Organizational Performance. SSRN
Electronic Journal. doi : 10.2139/ssrn.2927486
Karambelkar, M., & Bhattacharya, S. (2017). Onboarding
is a change. Human Resource Management International
Digest, 25(7), 5-8. doi : 10.1108/hrmid-04-2017-0073
Klein, H., Polin, B., & Leigh Sutton, K. (2015). Specific
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Onboarding Practices for the Socialization of New
Employees. International Journal Of Selection And
Assessment, 23(3), 263-283. doi : 10.1111/ijsa.1211385
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