HR Planning and Recruitment Report for Event Managers

This report examines the factors affecting an organization's ability to attract talent, focusing on event and conference managers. It categorizes these factors into internal, such as recruitment policy, firm size, and recruitment costs, and external, including demand and supply, goodwill, and the legal environment. The report details a recruitment strategy, outlining a timeline, a meeting agenda for the recruitment team, and the recruitment process, including job postings, application review, and shortlisting. The strategy emphasizes the use of job advertisements, personal recommendations, and events as recruitment methods. The report provides a comprehensive overview of the HR planning and recruitment process, offering insights into attracting and securing qualified event and conference managers, contributing to the effective HR planning and recruitment practices within the organization.

Running head: HR Planning and Recruitment 1
HR Planning and Recruitment
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HR Planning and Recruitment 2
Factors that May impact Organization attraction of Talents for events and conference
manager
An environmental scan was carried out with an objective of examining the factors that are
likely to affect the organization’s ability to attract talent both in the short-term and long-term.
These factors were classified into two: internal and external factors.
A. Internal Factors
These are the factors which the management has the power to control. These include
recruitment policy, size of the organization, and cost of recruitment,
i. Recruitment policy
This is a significant aspect of HR planning for it contains the specific recruitment objectives
and a framework for the implementation of the recruitment strategy. A good recruitment
strategy should ensure equality and all applicants treated with dignity and respect,
transparent, and in line with regulations on hiring. Potential employees are likely to be un-
attracted by policies void of all or some of these features.
ii. Firm Size
Prospective employees would like to engage themselves with developed organizations
because they believe in such an environment the growth opportunities are numerous
(Atkinson & Storey, 2016).
iii. Recruitment cost
Since the process of recruitment incurs a cost to the company, the management may settle for
a method which is much cheaper at the expense of the quality of recruitment. This may end
up attracting talents that are not best qualified for the position.

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B. External factors
These comprise of external forces that the firm has no power over.
i. Demand and supply
If the demand for events and conference managers is high in the labor market, then there will
be limited supply of potential candidates and vice versa (Shafique, 2012).
ii. Goodwill
If the organization has a positive image to the public, then it will attract many potential
employees compared to when it has a negative public image (Kim & Park, 2011).
iii. Legal environment
Specific government and union regulations do restrict the type or source of a candidate for
employment. For stance, the Indian legislation on reserved jobs for specific castes (Siavelis,
2012). This limits the freedom of the HR to select the best performing candidates
External Recruitment Strategy
1. Recruitment Time outline
November – December 2017
2. The recruitment strategy meeting
The recruitment team from the Human Resource department will meet to deliberate on:
• Methods of recruitment
a. Job advertisements- will involve the use of local and international newspapers and
recruitment fairs. This is an economical method, and many people are likely to be reached.

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b. Personal recommendation- Current employees will be allowed to recommend any
competent candidate. This process is short and has high chances of getting the right candidate
because the employees would like to safeguard their reputation
c. Events – Places like seminars and conferences can be used to get the target candidate.
This method is trial and error, but it’s concise and has high chances of getting the right
candidate.
• Any foreseeable recruitment challenges such as permanent vs. seasonal candidates, the
flexibility of the candidates, and the issue of distance.
• Recruitment for long-term
3. The recruitment process
i. Posting of position- on job boards
ii. Posting closed – all applications accepted until the specified closing date and time
iii. Applications reviewed and shortlisting- applications are reviewed, examined and vetted.
Only the selected ones are contacted
iv. Shortlisted candidates forwarded to the HR department for selection

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References
Atkinson, J., & Storey, D. J. (Eds.). (2016). Employment, the small firm and the labour
market. Routledge.
Kim, S. Y., & Park, H. (2011). Corporate social responsibility as an organizational
attractiveness for prospective public relations practitioners. Journal of business
ethics, 103(4), 639-653.
Shafique, O. (2012). Recruitment in the 21st Century.
Siavelis, P. M. (2012). Pathways to power: Political recruitment and candidate selection in
Latin America. Penn State Press.