Yates Financial Services Ltd: Recruitment and Selection Analysis

This report analyzes the application of the Job Characteristics Model at Yates Financial Services in the context of a merger. It examines the core dimensions of the model, focusing on task identity, skill variety, task significance, autonomy, and feedback, and how these elements influence employee outcomes. The report then delves into the recruitment and selection plan for an Investment Accounts Manager, including the job description, roles, responsibilities, key result areas, and a detailed step-by-step recruitment process. The plan covers advertising, resume screening, interviews, and assessments. The report also discusses various recruitment methods such as job advertisements, and personal recommendations. Finally, it explores the intern selection process, covering job descriptions, questionnaire, aptitude tests and the role of supervisors and coordinators. The report provides a comprehensive overview of how Yates Financial Services approaches its human resource management during a period of significant organizational change, and how the company plans to select its employees.

Running Head: YATES FINANCIAL SERVICES LTD 1
Yates Financial Services Ltd
Student’s Name
Institution
Date

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Core Dimensions of Job Characteristics Model
The five core dimensions of the job characteristics model by Hackman and Oldham are
necessary. These include; task identity, skill variety, task significance, autonomy and feedback
which are all highly influential on an employee's work outcomes regarding job meaningfulness
and satisfaction and responsibility for outcomes (Liere-Netheler, K., Vogelsang, K., Hoppe, U.,
& Steinhüser, M., 2017). The successful completion of the Yates-Richmond merger will see
employee Scott take a double dose of the responsibilities and duties of an Accounts Payable
administrator. The accounts payable administrator is responsible for ensuring company bills are
paid on time, bookkeeping and managing financial transactions (Johnson, 2014). Scott will also
be responsible for ensuring that by using the appropriate variety of skills, track expenses and
process expense reports ascertaining that the transactions for the services offered during the
merger are not overcharged.
Attention to detail is a critical component in determining task identity skills. The accounts
payable administrator will need to show exemplary task identity proficiency especially in
preparing and processing of electronic transfers and payments as well as developing an analysis
of accounts. The company values will go a long way in motivating Scott to achieve Yates
Mission statement. The mission statement is important in creating task significance in that an
Scott will be more motivated if he feels that he duties are contributions to a larger cause within
the organization. It will also guarantee personal job satisfaction and smooth transitioning of the
Yates-Richmond merger.
Executing Scott's duties will require him to arrange and schedule his time about the tasks that
need to be completed. Tasks and objectives are to be completed in a prioritized manner, and for
this to happen, Scott must be free and independent regarding decision making. In other words, he

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must be autonomous to be effective. He will also be in a position of interaction with a broad
range of end users and service providers to the company. This will present an opportunity to get
feedback about the services offered. Feedback is essential as it brings about knowledge of results
according to Hackman.
Since Scott works as both an Accounts payable manager and manages the investment account, it
will be overwhelming to perform both duties effectively during the merger properly. Thus,
comes the need to recruit one of the interns who will be the new Investment Accounts manager.
Investment Accounts Manager Job Description
Role- With the aim of expanding into the prime area of Queen Street Richmond, the account
manager will ensure that successful and effective creation and management of asset allocations
for both individual and corporate clients during the transition of the Yates-Richmond merger. To
achieve this, the account manager will either craft the investment packages supplied to the clients
or just oversee client transactions and expectations. They must also at all times possess a
thorough comprehension of market trends and market conditions and a general economic
outlook.
Roles and responsibilities
i) The account manager will act as the face of the company in the sense that he/she will
be the company's representative offering client communication. The importance of
delivering positive customer service cannot be overstated, and it can only be achieved
by carefully listening to a client, understanding their needs and determining the
appropriate course of action.

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ii) It is the accounts manager's duty to win clients' repeat business. He/she will be
responsible for managing the client's expectations; if disruptions occur, it is crucial
for the manager to assess and resolve the situation quickly
iii) Prepare and compile the quarterly and annual reports of all transactions conducted in
the sales department for the development of the account status reports. The account
manager will conduct this duty with the help of an administrative professional, for
example, a sales coordinator.
Key Result Areas
The efficient running of activities in this post will see the following areas experience positive
results;
Market analysis- The account manager will monitor both the domestic and international
economic situations and based on this information assess the impact on investment to ensure the
efficient management of portfolio (Miles, 2015).
Teamwork Enhancement- By holding colleagues accountable for each other’s tasks, time and
performance quality, employees will find it more effective working as a team and group work
effectiveness will be enhanced.
Asset management- The manager will, with the support of senior management, head up one or
more product lines for example equity or fixed income by introducing an asset management
system that will ensure that all personnel and departments are observing the agreed procedures
(Satchell, 2016).
Recruitment and Selection Plan

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Step 1- Advertising the position by providing clear highlights of the capabilities needed for the
job that is general information, the purpose of position, minimum requirements and essential
functions.
Step 2- Using a resume screening tool to provide an objective process that will help eliminate
unqualified applicants.
Step 3- Conducting phone interviews as the 2nd form of screening. The interviews should not
exceed 10 minutes.
Step 4- Conducting face to face interviews with the use of predetermined questions that focus on
the capabilities required for the job. The interview should not exceed 1 hour and should be held
in a neutral place such as conference room.
Step 5- Conducting potential employee assessment using the predictive index assessment tool to
provide an accurate depiction of the potential employee's needs, behaviors, and core drives.
Step 6- Secondary face to face interview to sell the position, explain compensation packages and
offering the job.
Recruitment and Selection Plan
ACTIVITY RESPONSIBILITY WEEK 1 WEEK 2 WEEK 3 WEEK 4
Job advertisement Marketing Department Formulating the
job description
Print media
advertising,
for example
business
magazines
Social media
advertising
Conducting
word of
mouth in
networking
events

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Resume screening Human Resource
Department
Reviewing CVs
and Cover
Letters
Conducting
video or
Phone
interviews
Identifying
top
candidates
Review the
resumes to
select the
candidates
for interview
Face to Face interviews Human Resource
Department
Behavioral-
descriptive
question-based
interviews
Situational-
based
interviews
2nd interview
for
elucidating
information
and affirm
prospective
cultural fit.
Invitation for
candidates to
meet the
team.
Final phase Hiring Manager Explaining
Remuneration
and
compensation
Offering of
employment
Hiring of the
candidate
Onboarding
of the
candidate
Methods of Recruitment
The four most popular methods of recruitment are;
a) Job centers that are used for the helping the unemployed get jobs or training and are
funded by the government.
b) Job advertisements found in print and online/social media

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c) Recruitment agencies that work for a fee to provide employers with details for potential
candidates.
d) Word of mouth or personal recommendation such as from a colleague at work.
Job advertisements and Word of mouth
The advantage of using job advertisements for the recruitment of our candidate was that it was
possible for our advertisement to reach a large audience hence increasing the chances of finding
the most suitable candidate for the job (Nikolaou, 2014). The personal recommendation also
went a long way as some applicants were already employees of the company and needed to
climb the corporate ladder.
Intern Selection
There are several interns selection methods ranging from questionnaires, phone interviews, face
to face interviews and aptitude tests. With aid from the supervising manager, a job description
was created. The particulars were determined, that is, the timing and length of the internship
experience were mapped out. I used questionnaires to find out how much the potential interns
knew about the company and aptitude tests to determine their skill levels in particular fields
(Röver, 2014). The aptitude tests were conducted face to face to maintain the authenticity of their
work. Finally, a supervisor was assigned to each intern for offering close training and support
and an intern coordinator was put in place as the link with management.
References

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Johnson, P. (2014). Purchasing and supply management. McGraw-Hill Higher Education.
Liere-Netheler, K., Vogelsang, K., Hoppe, U., & Steinhüser, M. (2017). Towards the User:
Extending the Job Characteristics Model to Measure Job Satisfaction for ERP Based
Workplaces–A Qualitative Approach.
Miles, L. (2015). Techniques of value analysis and engineering. Miles Value Foundation.
Nikolaou, I. (2014). Social networking web sites in job search and employee recruitment.
International Journal of Selection and Assessment, 22(2), 179-189.
Röver, C. (2014). Testing ESL pragmatics: Development and validation of a web-based
assessment battery. Peter Lang.
Satchell, S. (2016). Introduction. In Asset Management (pp. 1-8). Springer International
Publishing.