Recruitment and Selection Policy Analysis for Global Star Enterprises

This report offers a comprehensive analysis of Global Star Enterprises' (GSE) recruitment and selection policies. It begins with an executive summary and introduction, followed by a discussion of GSE's recruitment needs and strategies for the next 6-12 months, considering both planned, anticipated, and unexpected needs. The report outlines the current recruitment and selection policy and procedures, highlighting positive performance areas and identifying two key performance gaps: lack of authority and conflicting priorities. It then provides an overview of the consultation process for identifying recruitment needs and the current performance of the recruitment and selection framework, emphasizing compliance with relevant Australian laws and the use of outsourcing. The report also details monitoring and feedback procedures for hiring teams, including advising applicants of outcomes, utilizing advertisement methods, employing position descriptors, and dispatching job offers promptly. The conclusion summarizes the findings and provides recommendations for improvements, focusing on boosting candidate sourcing, clarifying roles and responsibilities, enhancing communication and training for hiring staff, and establishing clear timelines. Appendices include GSE's strategic plan and policy documents.

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Table of Contents
EXECUTIVE SUMMARY................................................................................................................................................3
INTRODUCTION..............................................................................................................................................................3
DISCUSSION......................................................................................................................................................................3
1. OVERVIEW OF RECRUITMENT NEEDS AND STRATEGIES OF GSE IN THE NEXT 6 TO 12 MONTHS................................3
2. OUTLINE OF THE CURRENT RECRUITMENT AND SELECTION POLICY AND PROCEDURE AND STRATEGIES OF GSE....3
2.1 For Positive Areas of Performance........................................................................................................................4
2.2 For Two Performance Gaps...................................................................................................................................4
3. OVERVIEW OF CONSULTATION FOR IDENTIFYING RECRUITMENT NEEDS AND CURRENT PERFORMANCE OF THE
FRAMEWORK OF RECRUITMENT AND SELECTION.............................................................................................................4
5. MONITORING AND FEEDBACK PROCEDURES FOR ENSURING HIRING TEAMS..............................................................4
5.1 Advising Applicants of Outcomes...........................................................................................................................4
5.2 Use of Advertisement Methods...............................................................................................................................5
5.3 Use of Position Descriptors and Specifications.....................................................................................................5
5.4 Dispatching Job Offers with 48 hours....................................................................................................................5
CONCLUSION...................................................................................................................................................................5
RECOMMENDATIONS FOR IMPROVEMENTS TO THE RECRUITMENT AND SELECTION POLICY.....5
1. RECOMMENDATION FOR IMPROVEMENTS FOR ACTIONS TO THE REVISED POLICIES AND PROCEDURES.....................5
2. RECOMMENDATION FOR IMPROVEMENTS TO THE RECRUITMENT AND SELECTION POLICY WITH ROLES AND
RESPONSIBILITIES.............................................................................................................................................................5
3. RECOMMENDATION FOR IMPROVEMENTS TO THE RECRUITMENT AND SELECTION POLICY FOR COMMUNICATION
AND TRAINING FOR HIRING STAFF...................................................................................................................................5
4. RECOMMENDATION FOR IMPROVEMENTS TO THE RECRUITMENT AND SELECTION POLICY FOR TIMELINES...............6
REFERENCES...................................................................................................................................................................6
APPENDICES.....................................................................................................................................................................6
APPENDIX A......................................................................................................................................................................6
APPENDIX B......................................................................................................................................................................7
GSE will only use external recruitment agencies that guarantee EEO compliance....................................................8
The HR Department will coordinate the use of all such agencies................................................................................8
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Executive Summary
The main aim of this report is to understand the case study of Global Star Enterprise. They have
hired a new HR Generalist for recruiting more staff in their organization. GSE have lost over 35%
of the total staff in last year and for this purpose they have decided to revise their existing
strategies for business plan and recruitment and selection policy. This report has clearly outlined
the processes and strategies of GSE with proper identification of recruitment needs for the
company. Moreover, the current performance framework is also provided here. Relevant
recommendations are given for improvements in this existing policy.
Introduction
Recruitment and selection are two processes of employee selection in any organization (Ekwoaba,
Ikeije and Ufoma 2015). The following report outlines a brief discussion on the case study of GSE.
Global Star Enterprises or GSE has hired a new HR Generalist for recruitment and selection of
their staff in the New South Wales administration department.
Discussion
1. Overview of Recruitment Needs and Strategies of GSE in the next 6 to 12 months
The current recruitment and selection policy of Global Star Enterprises is extremely effective as
they comply with the regulatory and legislatives needs and thus this policy is referred as one of the
best (Sinha and Thaly 2013). It even covers several activities like methods of recruitment and
selection, feedback to their candidates, outsourcing, notifying selection outcomes, remuneration
offers, and even outsourcing. For fulfilling their vacant positions, GSE has decided to recruit people
to meet requirements. The strategies of GSE involve product expansion strategy and many others
for the betterment of their organization.
For the next 6 to 12 months, GSE would require suitable candidates in their business for ensuring
that only best talent is selected (Gamage 2014). These new ideas would be important for better
growth and development of GSE. Three types of recruitment needs are required in GSE, which are
planned needs, anticipated needs, and unexpected needs.
i) Planned Needs: The planned needs arise from any type of change in organizational
management and retirement policy of employees.
ii) Anticipated Needs: The anticipated needs, on the other hand, arise from new changes in
internal and external environments of the organization (Zaharie and Osoian 2013).
iii) Unexpected Needs: The unexpected needs arise from resignation, deaths, illness, and
accidents of existing employees.
Regarding the organizational strategies in the next 6 to 12 months, GSE has focused on their
various expansion strategies and human resource department. They do not require any change in
their strategic plan as they have already made a 3 years plan. In the first year, GSE have produced
a new range of awnings at the existing manufacturing facilities in Perth and Sydney. In the next
year, they have increased their production and sales have expanded in entire Australia and New
Zealand. Finally, in the third year, they have expanded their sales into South East Asia and
production facility is being established in SE Asia. (See Appendix A).
2. Outline of the Current Recruitment and Selection Policy and Procedure and Strategies of
GSE
The existing recruitment and selection policy and strategies of GSE have provided various
significant advantages or benefits to their organizational management (See Appendix B).
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2.1 For Positive Areas of Performance
The outline of their current recruitment and selection policy and strategies of Global Star
Enterprises is extremely vital as it provides various advantages to the organization (Sinha and
Thaly 2013). They should focus on few areas of performance, which are time management, better
customer services, proper cooperation with organizational members, conflict resolution,
interpersonal communications, listening, learning new skills, setting of goals, acceptance of
feedback and constructive criticism, focus and engagement, proper organization and written
communication (Dipboye 2017). They are even considering the feedback of their employees so
that new ideas and ideologies are being implemented in the company.
2.2 For Two Performance Gaps
The recruitment and selection policy and existing strategies of GSE are quite effective for overall
growth and development in business. However, there are two distinctive performance gaps that are
needed to be analysed to make their business processes error-free. GSE should consider two
performance gaps of lack of authority and conflicting priorities (Aravamudhan and Krishnaveni
2015). Due to lack of authority, often it becomes difficult for them to manage the staff and
employees. Regarding conflicting priorities, the business change requirement is often not clear for
the organizational management.
3. Overview of Consultation for Identifying Recruitment Needs and Current Performance of
the Framework of Recruitment and Selection
The proper identification of recruitment needs and current performance of the recruitment and
selection framework is quite important to ensure that the organization is following each and every
requirement efficiently. For the recruitment, at first, it is required to approve the recruitment process
(Nikolaou 2014). As soon as there is a need of additional staff in company, the Human Resources
Department gives advertisement for shortlisting candidates.
The various Australian laws like the Fair Work Act 2009, Human Rights and Equal Opportunity
Commission 1986, Disability Discrimination Act 1992 and many more are to be followed during
recruitment of candidates. They even enable outsourcing in their company after identification of the
major requirements of such a policy in their organization. GSE also checks for authenticated
references and thus they focus on the unique selection process by conducting various type of
testing (Bryson, James and Keep 2013). Three policies of Employee Induction Policy, Employee
Induction Checklist, and Employee Probation Policy are also considered in the current recruitment
and selection policy of GSE.
5. Monitoring and Feedback Procedures for Ensuring Hiring Teams
Recruitment is the process of identification of potential candidates for applying for jobs in an
organization (Stariņeca 2015). Recruitment is termed as a positive process that allows maximum
number of candidates to apply for a job. After recruitment, the next process is selection amongst
those shortlisted candidates. Selection, on the other hand, is the procedure to choose the most
appropriate and suitable candidates for vacant positions. Selection, unlike recruitment, is termed
as a negative process with its elimination or rejection of several candidates since it helps in
identifying the most suitable candidate for the position (Abraham et al. 2015). The main purpose of
selecting maximum number of suitable candidates for achieving organizational objectives. For the
purpose of fulfilling the objectives of an organization, it is vital to assess the various qualities of
every candidate like their qualifications, experiences, skills and many more. Selection process
helps to shortlist the most suitable candidate after eliminating the rest.
The monitoring and feedback process during hiring of teams is as follows:
5.1 Advising Applicants of Outcomes
The monitoring and feedback process while hiring teams can be done by helping the applicants
and providing them with proper advice regarding their performance outcomes (Gupta and Jain
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2014). It is highly mandatory for the company to check the outcomes so that they easily identify the
gaps.
5.2 Use of Advertisement Methods
Various advertisement methods could be utilized to monitor the performance of candidates. The
advertisements on social media are more effective in this case as results could be assessed.
5.3 Use of Position Descriptors and Specifications
The monitoring and feedback process while hiring employees is possible after making them
understand about their job positions. This type of specification is important for the core purpose of
making a clear review of the roles and responsibilities of employees (Johnson, Wilding and Robson
2014).
5.4 Dispatching Job Offers with 48 hours
The job offers should be dispatched within 48 hours of appointment for ensuring that the
employees that are being hired by the company do not have to wait longer.
Conclusion
Therefore, from the above discussion, it is concluded that GSE has hired their new HR Generalist
for recruiting efficient staff in their organization. They have decided to re check their existing
recruitment and selection policy for this purpose and revise them accordingly. The above provided
report has highlighted all the gaps in their existing policy and has provided suitable
recommendations to overcome such issues. Moreover, for knowing about various business related
changes, GSE has considered their existing strategies and has made them even better.
Recommendations for Improvements to the Recruitment and Selection Policy
1. Recommendation for Improvements for Actions to the Revised Policies and Procedures
Boosting of candidate sourcing is yet another recommendation for GSE. This could be done by
sourcing on social media or by attending events. Another suggested action for this type of
improvement is by building talent pipelines within their company.
This recommendation is for next 2 months.
2. Recommendation for Improvements to the Recruitment and Selection Policy with Roles
and Responsibilities
The roles and responsibilities of each and every employee or staff should be mentioned in the
recruitment and selection policy clearly. This particular recommendation would eventually improve
their current recruitment and selection policy and the employees would get a clear idea of their
roles and duties in the workplace.
GSE should use this recommendation within next 6 months.
3. Recommendation for Improvements to the Recruitment and Selection Policy for
Communication and Training for Hiring Staff
This is yet another vital factor that is required to be considered by this organization of Global Star
Enterprises. It is highly recommended for the company to improve their communication and
training processes so that it becomes easy for them to hire more staff.
GSE should use this recommendation within next 3 months.
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4. Recommendation for Improvements to the Recruitment and Selection Policy for
Timelines
The final recommendation for the recruitment and selection policy for timelines would be that they
should focus on timelines as time is one of the major constraints in their organization. For example,
if any letter is issued for an employee, it should reach that employee within 12 hours or sooner.
GSE should use this recommendation within next 6 months.
References
Abraham, M., Kaliannan, M., Mohan, A.V. and Thomas, S., 2015. A Review of Smes Recruitment
and Selection Dilemma: Finding a'Fit'. The Journal of Developing Areas, 49(5), pp.335-342.
Aravamudhan, N.R. and Krishnaveni, R., 2015. Recruitment and selection building scale: content
validity evidence. SCMS Journal of Indian Management, 12(3), p.58.
Bryson, J., James, S. and Keep, E., 2013. Recruitment and selection. Managing human resources.
Human Resource Management in transition, pp.125-149.
Dipboye, R.L., 2017. The selection/recruitment interview: Core processes and contexts. The
Blackwell handbook of personnel selection, pp.119-142.
Ekwoaba, J.O., Ikeije, U.U. and Ufoma, N., 2015. The Impact of Recruitment and Selection Criteria
on Organizational Performance.
Gamage, A.S., 2014. Recruitment and selection practices in manufacturing SMEs in Japan: An
analysis of the link with business performance. Ruhuna Journal of Management and Finance, 1(1),
pp.37-52.
Gupta, R. and Jain, T., 2014. Role of recruitment and selection policies in central co-operative
banks. Abhinav-International Monthly Refereed Journal of Research In Management &
Technology, 3, pp.74-79.
Johnson, G., Wilding, P. and Robson, A., 2014. Can outsourcing recruitment deliver satisfaction? A
hiring manager perspective. Personnel review, 43(2), pp.303-326.
Nikolaou, I., 2014. Social networking web sites in job search and employee
recruitment. International Journal of Selection and Assessment, 22(2), pp.179-189.
Sinha, V. and Thaly, P., 2013. A review on changing trend of recruitment practice to enhance the
quality of hiring in global organizations. Management: journal of contemporary management
issues, 18(2), pp.141-156.
Stariņeca, O., 2015. Employer brand role in HR recruitment and selection. Economics and
Business, 27(1), pp.58-63.
Zaharie, M. and Osoian, C., 2013. Job recruitment and selection practices in small and medium
organisations. Studia Universitatis Babes-Bolyai, 58(2), p.86.
Appendices
Appendix A
GSE Business Plan
Project overview
GSE is aiming to extend its reputation as Australia's premiere manufacturer of quality doors and
windows by expanding its range of products.
It is proposed that GSE commence manufacture, distribution and retail of fixed and retractable
aluminium awnings. These can be efficiently manufactured by a significant utilisation of existing
infrastructure and with modest additional capital investment.
This expansion would be in three phases:
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 Year one: production of a new range of awnings at our existing manufacturing facilities
in Sydney and Perth — distribution and sales limited to NSW and WA
 Year two: production increased and sales expanded to whole of Australia and NZ
 Year three: expand sales into South-East Asia; possible production facility established
in SE Asia.
Appendix B
GSE Recruitment and Selection Policy
Recruitment
Approval for recruitment
When the requirement to replace or appoint additional staff is identified, the manager to whom the
position reports (Department Manager) must complete a Personnel Request Form and forward it to
the Human Resources Department. A job description must be written or reviewed by the Manager
in conjunction with HR to ensure that it is accurate and current. The HR Department will establish
an appropriate salary level for new and revised positions.
Commencement of recruitment activity
On receipt of the appropriately authorised Personnel Request Form, the HR Department will
initiate recruitment activity to fill the vacant position. HR Department representatives will liaise
with the Department Manager to determine the most appropriate sourcing of external
applicants. Recruitment methods may include:
 advertising the vacant position in metropolitan or national newspapers
 radio advertising
 advertisements or ‘advertorial’ input in trade or professional publications
 internal advertising
 review of previously received applications (both solicited and unsolicited)
held on GSE HR files.
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Advertising
Advertisements should be placed in appropriate metropolitan newspapers with due regard for
effectiveness of timing, placement and cost. The Department Manager must approve all
advertising orders.
Advertisements for vacant positions should adhere to relevant legislative requirements including:
 Fair Work Act 2009
 Racial and Religious Tolerance Act 2002 (Vic)
 Disability Discrimination Act 1992 (Cwlth)
 Sex Discrimination Act 1984 (Cwlth)
 Human Rights and Equal Opportunity Commission 1986 (Cwlth)
 Equal Opportunity Act 1995 (Vic).
Outsourcing
In certain circumstances it may be advisable to consider outsourcing the recruitment of particular
positions to an external recruitment agency. These circumstances may include:
 where the number of positions to be filled requires time and resources not
available within GSE’s HR Department
 when a suitable candidate for a position cannot be found within a
reasonable time using standard search methods
 for high-level positions, e.g. General Manager to CEO
 if the position(s) to be filled requires the recruiter to have a particular or
specialist knowledge of the requirements of the vacant position not
otherwise available within GSE, e.g. IT Design Specialist.
 if it can be demonstrated that an external agency may have access to
quality candidates not otherwise available to GSE .
 if it can be demonstrated that outsourcing the recruitment for a position
would be more efficient and cost effective, while still ensuring that process
quality is maintained or improved.
GSE will only use external recruitment agencies that guarantee EEO
compliance.
The HR Department will coordinate the use of all such agencies.
Processing applications
All applications will be forwarded to the HR Department.
A nominated HR Officer will be responsible for handling an approved vacancy and liaising with
the Department Manager and applicants.
The nominated HR officer will provide persons inquiring about the position with:
 the position description
 terms and conditions of appointment
 procedures for application
Applicants will be asked to address the stated selection criteria
The HR Officer will assist the Department Manager by screening the applications and identifying
a short list of suitable candidates for interview.
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Unsuccessful applicants will not be notified until after the first round of interviews has been
successfully completed. These applicants are to be notified briefly, in writing (refer to Letter of
Rejection), without justification of the decision regarding their application.
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not be reproduced or distributed, without the prior written permission of the copyright holder. Copyright © Raw Pixel 2010
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