Service Level Agreement: Recruitment and Selection Process in HR

This report examines a Service Level Agreement (SLA) designed for the recruitment and selection processes within Lend Lease Australia. The report details the background of HR's role in transforming organizational culture and the significance of effective recruitment. It outlines HR requirements for recruitment and selection, consultation with stakeholders, and various service delivery options, including in-house recruitment and outsourcing. The SLA specifies agreed service specifications, emphasizing successful implementation, appropriate training, and ethical service delivery. An implementation plan is presented, including roles, responsibilities, and timelines. The report covers the introduction, purpose, and scope of the SLA, defining the agreement between Lend Lease and Adecco Australia. References support the analysis of recruitment and selection processes, highlighting the importance of SLA in ensuring effective HR service delivery.

Running Head: BSBHRM501
Service Level Agreement for an HR
service
Student Name:
Student ID:
Subject:

1
Manage Human Resources Services
Executive Summary
Recruitment and selection process is considered to be a significant part of any
organization. The HR plays a vital role in the recruiting process to propose a recruitment and
selection process. The paper provided the requirement of HR in the recruitment process that
comprises of two delivery options. It is observed that based on the two delivery options the
company is following the process of outsourcing. It also provided with the training processes that
will be provided to the new employees after they will be hired. It also provides with the purpose
and scope of recruitment and selection in SLA.

2
Manage Human Resources Services
Table of Contents
Background information..............................................................................................................................4
HR requirement for recruitment and selection.........................................................................................4
Consultation and engagement with key stakeholders...............................................................................4
Options considered for delivery of the services.......................................................................................4
In-house recruitment............................................................................................................................4
Outsourcing.........................................................................................................................................5
Agreed Service Specifications.................................................................................................................5
Successful implementation of recruitment and selection process........................................................5
Appropriate training support....................................................................................................................5
Ethical service delivery standards............................................................................................................6
Implementation plan for the proposed recruitment and selection process....................................................6
Establish roles and responsibilities..............................................................................................................6
Timelines of the agreement.........................................................................................................................7
GAANT Chart for the implementation of recruitment and selection service...............................................8
Service Level Agreement............................................................................................................................8
Introduction.............................................................................................................................................8
Purpose....................................................................................................................................................9
Scope.....................................................................................................................................................10
References.................................................................................................................................................11

3
Manage Human Resources Services
Background information
Human Resources (HR) are moving towards transforming the organizational culture.
Recruiting function is considered to be a service function that facilitates the service of hiring the
managers. Thus a great delivery of the services is significant in recruiting (Ellram and Tate,
2015). The service level agreement (SLA) develops the quality of hiring system that in turn
provides satisfaction to the managers. The paper provides the overview of Lend Lease in
establishing effective recruitment and selection process.
HR requirement for recruitment and selection
Lend-lease Company is considered to be one of the leading infrastructure and property
groups in the world. Its vision is to develop the best place not only for the communities and
clients but also for its employees (Del–Río–Ortega, Gutiérrez, Durán et al., 2015). The aim of
the service level agreement (SLA), is to focus upon the major services of recruitment and
selection processes that are provided by Lend Lease Company. It also highlights the quality
provisions that the organization agrees related to the delivery of services and users of services.
The main focus of the company is to provide a positive and forward-thinking approach that
enhances the best practice of recruitment and selection process.
Consultation and engagement with key stakeholders
The lower level HR managers will discuss the issue of recruitment and selection with the
stakeholders. This approach will be operated by focusing upon the problems to the individual
stakeholders. Hence, by differently explaining the role of new Human Resources Managers
(HRMS), the HR manager will provide higher control over an individual stakeholder. Lack of
any factors recognized by the stakeholder will be modified by providing adequate training with
essential information and equipment (Humburg and Van der Velden, 2015). The training will
continue for four months that will facilitate an appropriate response from the stakeholder.
Options considered for delivery of the services
Lend Lease Australia comprise of two important service delivery options proposed for its
recruitment and selection process such as,

4
Manage Human Resources Services
In-house recruitment
In-house recruitment in Lend Lease is focusing entirely towards hiring new employees
rather than utilizing an external agency. The company has some vacancy and plans to hire
someone from internally. Lend Lease has used this service as it saves money and time, reduces
training time, improves morale and productivity. The company is planning to promote internal
promotions instead of recruiting new management.
Outsourcing
To focus upon their core business Lend Lease is using the recruitment process
outsourcing that is expected to grow 50% a year. The outsourcing process will be implemented
for the recruitment of staffing firms and HR services (Marchington, 2015). It will provide with
the benefits of enhanced employment brand, increase the quality of candidate and reduce the cost
of recruiting.
Agreed Service Specifications
Successful implementation of recruitment and selection process
Through outsourcing from the service provider, Lend Lease will effectively streamline
the process appropriate to speedy remuneration system and adequate organizational performance.
While implementing the plan for the provision of recruitment and selection process the first step
that must be considered is hiring an efficient recruiting manager (Rabetino, Kohtamäki, and
Gebauer, 2017). However, it is the role of the recruiting manager to execute the recruitment and
selection process within the company. Further, the HR officers will discuss appropriate recruiting
data with the service provider that will be needed for the recruitment and selection process.
Appropriate training support
The organization guarantees that every new employee will be provided with coaching
sessions and effective training that is required for carrying out the duties and associated
responsibilities effectively (Giannopoulou, Gryszkiewicz, and Barlatier, 2014). The company’s
recruiters will be facilitated with effective and adequate training as well as informing the
candidates related to the recruitment and selection skills and techniques. Lend Lease is
determined and committed to making appropriate processes for each of the recruitment and
selection processes. (Keep, 2014).

5
Manage Human Resources Services
Ethical service delivery standards
The proposed recruitment and selection process is based on the combination of
recruitment, staffing and hiring process. The recruiter, hiring manager, and the job searcher are
the three people engaged in the hiring decision.
Implementation plan for the proposed recruitment and selection process
The SLA expects to achieve its objectives and aim with the determined and committed
work of every stakeholder who is related to the entire process of recruitment and selection. Lend
Lease believes that by effectively training and monitoring, SLA could be effectively
implemented within the organization (Bondarouk, Harms and Lepak, 2017). The risk analysis
and costs benefit analysis also supports the effectiveness and efficiency of each of the
recruitment and selection process.
Recruitment and selection process
The recruitment and selection process is held within the company to attract high caliber,
well-educated and highly skilled candidates. The company conducts the process of recruitment
and selection efficiently in alignment with the highlighted standards. The process is executed by
offering equal opportunities to every candidate to present their capabilities effectively (Conway
and Briner, 2015).
Establish roles and responsibilities
Role of Human Resources officer
The HR officer will upload attractive job advertisements, a specification of person,
general information based on the job and application type. On the agreed date of publication, all
these information’s will be uploaded on other communication channels or online system of
recruitment (Paagman, Tate, Furtmueller et al., 2015). The officers will advise on the most
effective and adequate application type and application questions. Review and amend the drafted
advertisements based on organizational content, equality, economy, and standards. It also
provides advice to make use of the most important media or communication channels as well as
related timescales for the process of recruitment and selection. The officers of the company
advice on the job description and person specifications and organize the panel for the analysis of
the concerned agreement. Also its advice on the policies and procedures that are to be followed.

6
Manage Human Resources Services
Timelines of the agreement
The primary benefits of proposed recruitment and selection process will involve practical
strategic orientation with company goals, appropriate screening of qualification, strong pool of
applicants that will reduce high morale and staff turnover in Lend Lease (Raudla and Tammel,
2015). Moreover, the implementation plan will help the company to understand and analyze the
candidates correctly and in a better way. The implementation plan will begin from 1st August
2018 and will run for five months.

7
Manage Human Resources Services
GAANT Chart for the implementation of recruitment and selection service
0-1 2-3 3-4 4-5
Months Months Months Months
Team to
develop consultation
and communication
plan for Proposed
Recruitment and
Selection process
Team to
develop guidelines
and framework for
Proposed
Recruitment and
Selection process
Recognize
discrepancies in the
Proposed Plan
Lend Lease
Australia to
implement
Recruitment and
Selection process
Service Level Agreement
Introduction
The service level agreement (SLA) explains the service levels that Lend Lease Australia
(the client) will be receiving from Adecco Australia (the provider). SLA will cover the
recruitment and selection contract between the client and the provider. Even though SLA will

8
Manage Human Resources Services
cover the major aspects of the recruitment and selection process and support of the client, still
the support contract might involve the sections not covered by SLA.
Purpose
SLA is considered to be a significant part of the contract between the provider and the
client. Its objective is to help the two parties to work together efficiently. The client relies upon
the recruitment and selection process that supported, maintained and provided by the provider.
This particular support is very much important for the company (Wright and Diamond, 2015). To
receive the recruitment and selection process SLA will focus upon the levels of availability and
support that is committed to the client. It also provides with the explanation of what penalties
will be applied to the provider it could not fulfill the levels of availability.

9
Manage Human Resources Services
Scope
Parties
The particular SLA is among
The client The provider
Lend Lease Australia
Barangaroo, New South Wales,
Australia
Key Contact: Tony
0453278643
Adecco Australia
Southbank, Victoria, Australia
Key contact: Marianna
0473201236

10
Manage Human Resources Services
References
Bondarouk, T., Harms, R. and Lepak, D., 2017. Does e-HRM lead to better HRM service?. The
International Journal of Human Resource Management, 28(9), pp.1332-1362.
Conway, N. and Briner, R.B., 2015. Unit-level linkages between employee commitment to the
organization, customer service delivery and customer satisfaction. The International Journal of
Human Resource Management, 26(16), pp.2039-2061.
Del–Río–Ortega, A., Gutiérrez, A.M., Durán, A., Resinas, M. and Ruiz–Cortés, A., 2015, June.
Modelling service level agreements for business process outsourcing services. In International
Conference on Advanced Information Systems Engineering (pp. 485-500). Springer, Cham.
Ellram, L. and Tate, W.L., 2015. Redefining supply management׳ s contribution in services
sourcing. Journal of Purchasing and Supply Management, 21(1), pp.64-78.
Giannopoulou, E., Gryszkiewicz, L. and Barlatier, P.J., 2014. Creativity for service innovation: a
practice-based perspective. Managing service quality: An international journal, 24(1), pp.23-44.
Humburg, M. and Van der Velden, R., 2015. Skills and the graduate recruitment process:
Evidence from two discrete choice experiments. Economics of Education Review, 49, pp.24-41.
Keep, E., 2014. Corporate training strategies: the vital component. New Perspectives, pp.109-
125.
Marchington, M., 2015. Human resource management (HRM): Too busy looking up to see
where it is going longer term?. Human Resource Management Review, 25(2), pp.176-187.
Paagman, A., Tate, M., Furtmueller, E. and de Bloom, J., 2015. An integrative literature review
and empirical validation of motives for introducing shared services in government
organizations. International journal of information management, 35(1), pp.110-123.
Rabetino, R., Kohtamäki, M. and Gebauer, H., 2017. Strategy map of servitization. International
Journal of Production Economics, 192, pp.144-156.
Raudla, R. and Tammel, K., 2015. Creating shared service centres for public sector
accounting. Accounting, Auditing & Accountability Journal, 28(2), pp.158-179.

11
Manage Human Resources Services
Wright, H.R. and Diamond, J.P., 2015. Service innovation in glaucoma management: using a
web-based electronic patient record to facilitate virtual specialist supervision of a shared care
glaucoma programme. British Journal of Ophthalmology, 99(3), pp.313-317.