Organization’s Internal Environment and Human Resource Management Function
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Organization’s Internal Environment and Human Resource Management Function
Running head: RECRUITMENT AND SELECTION 1
RECRUITMENT AND SELECTION 2
Recruitment and Selection; Young Life Organization’s Case
Student’s Name: Sugandha Sulhan
Instructor’s Name: Robert Crawford
Course Title: Recruitment and selection
Submission Date: 26-06-2019
PART I: The Organization’s Internal Environment and Human Resource Management Function
Young life Company is among the renowned NGOs in the US whose purpose is to establish social cohesion between teens. The company’s structure is a centralized one and specifically a divisional one since it is leadership based on its various aspects like products, projects, and other operations. This structure is appropriate for this company considering that the leadership associated roles are based on religious provisions as opposed to those involved with the production of products and services of a given line or industry (Thacker, 2012). The organizational mission is, ‘introducing adolescents to Jesus Christ and helping them grow in faith.’ Its values are to establish a youthful society through the encouragement of gospel, scripture, diversity, and stewardship.
There is a significant relationship between Young Life Organization’s strategy and its human resource perspectives. For instance, its resource planning, recruitment, selection, and retention are based on religious provisions such as discipline, hard-work, and loyalty. The staff are recruited based on their knowledge of religious practices and their commitment to ensure that others follow their mentorship. Therefore, the human resource is structured as a divisional one that accommodates religious leaders who with an experience in this context (Thacker, 2012). Also, the organizational structure is and horizontal one since there is no chain of command as every staff is expected to uphold by the organizational values such as discipline. Hence, the organizational leader is responsible for the recruitment, selection, and retention of staff guided by the religious provisions. The cost of conducting Human Resource Planning and Staffing is not as much as those of the governmental organizations since most of the recruits presents themselves voluntarily and not much concerned with the remunerations and other packages.
PART II: Evaluating the Cost/Benefit of the Organization’s Human Resource Planning, Recruitment and Selection Activities
The recruitment and selection activities are essential to Young Life organization’s HR planning and staffing activities, and they can be demonstrated using various techniques. One key benefit of these activities is improving the employee engagement which in turn promotes enthusiasm, motivation, and the level of commitment in the organization (Marie Ryan & Derous, 2016). For instance, recruiting and selecting qualified staff upon evaluating their religious backgrounds and commitment to serve others would directly impact their engagement. Secondly, recruitment and selection activities are essential in retaining the valuable employees in Young Life organization since they enable the management to evaluate their appropriate commitment in serving the youth in a short period and determine those who are worth retaining.
Some ways that Young Life can demonstrate that its human resource planning and staffing activities are valuable to it include assessing the rate of youth attending various forums upon invitation of the organization and the rate of issues which requires management’s intervention to address such as misconduct among the staff. Increasing the number of youths attending services and a reduction in the number of cases implies that the HR planning and staffing activities add value to the organization. The cost of the organizations differs depending on the contexts. However, for young life, few costs are associated since all staff are recruited based on their capability to serve people without expecting much compensation in return (Marie Ryan & Derous, 2016). Hence, there are no costs associated with the replacement training and reduced productivity. The specific benefits of having effective staffing practices in Young Life include improving on-the-job performance and promoting enthusiasm, motivation, and commitment among the staff. Also, effective staffing practices will enable the organizational leader to manage other activities effectively without staining other resources planning the team.
PART III: Scanning the Organization’s External Environment
The organization’s external environment influences the human resource management planning, staffing, and retention practices in some ways (Catano, Fitzgerald, Hackett, Wiesner, & Methot, 2009). One external factor that can impact Young Life’s practices is the labor market even though this aspect does not affect the organization much considering the religious context in it. This organization does not compete for labor pool like other organizations dealing with tangible products. The government does not regulate the organization since various constitutional freedoms holds in the organization. Hence, Young Life’s HR planning and other practices are not influenced by the government’s regulations. Also, there are no many legal provisions limiting the practices that this organization could undertake provided that they are all within the legal scope in the context of employment.
Workforce diversity does not have much implication on Young Life since there is no connection between the competitiveness and recruitment in the organization. For instance, the organization need to assess the applicants without considering their experiences but their level of commitment in serving a religious group and their loyalty to the religious provisions. Also, the globalization and cost containment have no much impact on the organization’s HR planning, staffing, and retention activities (Catano, Fitzgerald, Hackett, Wiesner, & Methot, 2009). Hence, generally, Young Life is not significantly adversely affected by the external factors. Any challenges associated with the external environment can be addressed using religious means through the guidance of the religious provisions. For instance, the external issues affecting the staff could be addressed by referring to the religious practices to enable the leaders to take an appropriate action including dismissing them or guiding them when the situation requires religious guidance.
PART IV: Employer of Choice: Attracting and Retaining Top Talent
The effectiveness in recruitment and selection practices enables an organization to gain a competitive advantage in the market. According to Cooper, Robertson, & Tinline (2003), the increasing diversity in workforce requires an organization to employ effective techniques to ensure that their employees are competitive to enable them to achieve their short- and long-term goals. For instance, identifying the leadership skills that the employees have is not an easy process and it may take an organization to take a long period before determining one. Also, appropriate HR selection, recruitment and retention activities enables the leaders to undertake appropriate career development processes and determine a suitable compensation mechanism that will not discourage the respective employees from working hard to achieve their goals.
There are numerous practices that Young Life can use to reduce costs associated with poor HRM activities. One of those practices is mentoring which is involved with goal-oriented feedback system providing a structured mechanism for strengthening the relationship between the staff and the organization. For instance, the organizational leader can use their time to encourage the staff to commit themselves in serving the youth as a way of improving their religious practices and serving the lord. Secondly, the organizational HRM can instill positive culture including honesty, excellence, attitude, teamwork, and respect among others. Instilling the appropriate culture among the Young life employees will enable it to have an advantage in attracting more youth who are the key targets by the organization (Cooper, Robertson, & Tinline, 2003). Showing appreciation through compensation and benefits will also enable the organizational employees to commit themselves in serving the youth and encouraging them to live positive lives that will ensure that they become successful in their adult lives. Also, Young Life leader ought to use communication to build credibility. For instance, the issues affecting the employees should be determined and addressed quickly by establishing communication means which will ease the presentation of issues to avoid their adverse impacts in the organizations.
PART V: Human Resource Planning, Recruitment, Selection and Retention Challenges and Ethical Issues
Young life faces some challenges associated with the implementation of human resource planning, recruitment, selection and retention practices (Landers & Schmidt, 2016). Some potential challenges include the dynamicity of laws and regulations and the company especially considering that the external environment experiences many issues caused by the religious context. Hence, laws and regulations are designed to ensure that citizens are not brainwashed by misconduct from religious organizations such as Young Life. Another challenge associated with the implementation of human resource planning, recruitment, selection and retention practices is the changes in management. The present staff usually finds it difficult to cope with changes in management since a longer time will be required to learn the practices of the new religious leaders. Young Life’s leadership frequently changes because religious leaders are expected to serve people from different backgrounds to affirm that they are united with others regardless of their geographical locations.
Therefore, the organization need to address these challenges using different strategies which will not only solve the issue but also based on ethical standards. The challenged posed by changes in the organization’s management can be solved by having Young Life’s leader communicating the changes to everyone impacted by the respective changes. For instance, they can conduct regular meeting discussing how those changes are beneficial to the organization and why they should not adversely affect them. Concerning the dynamicity in the legal environment, Young Life need to ensure that it always comply with any laws and regulations put in place and should be backed up by the organizational practices. Also, the leaders ought to ensure that training and development is part of its practice to ensure that the subordinate staff are mentored appropriately according to their respective missions in the organization (Landers & Schmidt, 2016). For instance, the staff who will directly reach out to issues affecting the youth should be enlightened on how to address those issues without adversely affecting them.
PART VI: Legal Issues
There are some given laws regulating the employment practices in organizations including the Canadian Charter of Rights and Freedoms, the Federal and Provincial Human Rights Codes (BC Human Rights Code) (Bruck, 2014). Other laws and regulations impacting recruitment include the Federal and Provincial Employment Equity Acts, the Federal and Provincial Employment Acts, the Federal and Provincial Pay Equity Acts, and related legislation which Young Life need to consider. However, organizations are subject to different laws depending on their scope and whether they fall under Federal or Provisional jurisdictions.
Young Life falls under federal jurisdiction and all the laws and regulations that are applicable in the U.S affects it. Some legislations applicable here include the Federal and Provincial Human Rights Codes and the Federal and Provincial Employment Acts. The former provides the legal aspects addressing issues such as color, race, physical or mental disability, gender, and age. On the other hand, the Federal and Provincial Employment Acts provides the guidelines in which organizations are required to treat their employees. Young Life organization are not so much subjected to these laws and regulations considering the freedom accorded to it by constitutional means being in a religious context. However, this organization is required to uphold legal practices such as recruiting, selecting, and retaining staff based on fair means without considering difference in racial or ethnic backgrounds (Bruck, 2014). Young Life’s leaders are expected to practice these provisions since they serve under context where integrity is among the principles.
Part VII: Conducting a Job Analysis and Writing a Job Description
Step 1
The Job Vacancy that I would gather detailed information about is the Food Service Attendant post.
Step 2
The results from the job analysis questionnaire shows that the key duties and responsibilities of a Food Service Attendant include providing menus, reacting to customer requests, serving foods and drinks upon orders, making tables ready for new clients, and maintaining cleanliness in the premises. Hence, some skills required by the employers include good numeracy ones, communication skills and teamwork, and customer service orientation.
Step 3
JOB/ROLE DESCRIPTION
Food Service Attendant.
Job Identification
Job Title: Food Service Restaurant
Organization: Young life
Report to: Human Resource Manager
Date Verified: 22nd July 2019
Wage Category $30-$40
Job Summary
A Food Service Attendant include providing menus, reacting to customer requests, serving foods and drinks upon orders, making tables ready for new clients, and maintaining cleanliness in the premises.
Organization
This position will report directly to the Human Resource Manager and will work closely with the catering department in the organization.
Key Accountabilities and Responsibilities
Providing menus,
Reacting to customer requests
Serving foods and drinks upon orders
Making tables ready for new clients
Maintaining cleanliness in the premises
Initial Objectives
The focus of the position during the initial few months is to master the key accountabilities of the position with the focus of the job expanding and improving the service delivery
Job Requirements
Education
A high school diploma with a passing grade
On-the-job training
Competencies
Commitment to the Vision, Mission and Values of the organization.
- Demonstrate honesty, integrity, caring, responsibility and professionalism.
- Understand and contribute to the organization’s goals and values.
- Must quickly develop a strong knowledge of company structure, processes, policies, and procedure.
Communication and Interpersonal
- Strong command of written and verbal communication skills
- Excellent interpersonal and communication abilities to interact comfortably and effectively with the management
- Build positive relationships with both internal staff and external clients to achieve work related goals
Reception and Building Client Relationships
- Proven customer service and public relations skills.
- Emphasize on quality to ensure that services are of high quality.
- Portray friendliness, fun, conscientious, and demonstrates trust and respect in a sincere manner.
- Enhanced telephone skills and ability to deal effectively with a wide range of clients.
Organization and Initiative
- Requires a great attention to detail, accuracy, neatness, orderliness and efficiency and effectiveness in office work and customer contact.
- Ability to plan and organize one’s own activities independently.
Flexibility, Adaptability and Multitasking
- Positive attitude towards change.
- Ability to set goals, determine priorities and manage time.
- A positive attitude and proven commitment toward continuous learning and development.
- Ability to handle multiple priorities on a daily basis
Step 4
A job description is important for the organization in future since the organization will still conduct recruitment, selection, and staffing upon retirement or dismissal of the current staff. For instance, a job description will serve as the reference guide for future employee recruitment. Secondly, it will help the organization to reduce its financial requirements needed to conduct recruitment since the interview questions and other requirements will already be available. It will also provide the basis for staff reviews, appropriate compensation, and growth paths required to successfully attain the organizational goals.
References
Bruck, H. (2014). Recruitment and Selection Process.
Burke, R. J. (n.d.). Human resource management in the hospitality and tourism sector. Handbook of Human Resource Management in the Tourism and Hospitality Industries, 3-39.
Catano, V. M., Fitzgerald, C., Hackett, R., Wiesner, W., & Methot, L. (2009). Recruitment and Selection in Canada. Boston: Cengage Learning.
Cooper, D., Robertson, I. T., & Tinline, G. (2003). Recruitment and Selection: A Framework for Success. Andover: Cengage Learning EMEA.
Landers, R. N., & Schmidt, G. B. (2016). Social Media in Employee Selection and Recruitment: An Overview. Social Media in Employee Selection and Recruitment, 3-11.
Marie Ryan, A., & Derous, E. (2016). Highlighting Tensions in Recruitment and Selection Research and Practice. International Journal of Selection and Assessment, 24(1), 54-62.
Thacker, R. A. (2012). Introduction to special issue on Human Resource Management certification. Human Resource Management Review, 22(4), 245.
Appendix A
MODIFIED JOB ANALYSIS QUESTIONNAIRE
______________________________________________
[Name of Organization]
- Organization’s values, vision, strategic goals
Young Life organization’s mission and values is summarized by ‘introducing adolescents to Jesus Christ and helping them grow in faith.’ Its values are to establish a youthful society through the encouragement of gospel, scripture, diversity, and stewardship.
- Core Competencies
- Demonstrate honesty, integrity, caring, responsibility and professionalism.
- Understand and contribute to the organization’s goals and values.
- Must quickly develop a strong knowledge of company structure, processes, policies, and procedure.
- Job Identification
Job Title: Food Service Restaurant
Department: Hospitality department
Division: catering
Title of Supervisor(s):
Position Code (NOC):
Location:
- Job Summary
A Food Service Attendant include providing menus, reacting to customer requests, serving foods and drinks upon orders, making tables ready for new clients, and maintaining cleanliness in the premises
- Responsibilities, Duties and Tasks
The key important duties for this position include the following:
Providing menus,
Reacting to customer requests
Serving foods and drinks upon orders
Making tables ready for new clients
Maintaining cleanliness in the premises
The primary duties of this job are best classified as:
Managerial ______ Technical ______ Professional ___√___ Administration ______ Other ______ What are the responsibilities involved in this job and how great are these responsibilities?
Extent of Responsibility Responsibility for: Minor Major Equipment operation √ Use of tools √ Materials usage √ Protection of equipment √ Protection of tools √ Protection of materials √ Personal safety √ Safety of others √ Others’ work performance √ Financial reports & records √ Other, specify Other, specify Other, specify List major duties and tasks in order of importance and the proportion of time each involves. Start each statement with an action verb. Refer to Appendix E.
Protection of equipment : 64% Protection of tools: 56% Protection of materials: 60% Personal safety: 80% Safety of others: 60% What constitutes successful performance of these duties?
The successfulness of performance of duties is determined by the rate of customer attending the restaurant. High rate implies that the attendant performs well.
How much training is needed for normal performance of these duties?
A high school diploma with a passing grade and an on-the-job training
Describe the nature and frequency of supervision required.
The food service attendance is determined by the customer-wait time which is identifiable based on the present customers and how their level of satisfaction.
How is the work reviewed, checked and verified?
Reviews are done instantly by the supervisors who take records concerning level of satisfaction and the general attendance by the customers.
What contacts are required with other departments, people or groups?
The hospitality department relates with all the other departments since all the Young Life organization’s employees depend on it for catering services. However, only the supervisor’s contacts are required since they will link the Food Service Attendants with other departments for services.
- Reporting Relationships
How many employees are directly under your supervision?
There are around 10 Food Service Attendance who work with me even though at a service and not supervisory levels.
Do you have full authority to hire, evaluate, terminate and transfer employees under your supervision?
No, I got no authority to hire, evaluate, terminate and transfer employees under my supervision but can report them for senior supervisor’s actions.
What contacts are required with other departments or persons other than your immediate department in performing your job? Describe the nature and extent of these contacts.
Only the organizational HRM requires my details including personal and professional contacts.
- Position Specifications and Competencies
What are the KSAOs required to successfully fulfill the responsibilities?
What physical attributes are necessary to perform the job?
The only physical attribute required is to have a complete ability to serve the clients and work back and forth from the kitchen to the customer tables.
Of the following characteristics, which ones are needed and how important are they?
Characteristic Unneeded Helpful Essential Vision √ Hearing √ Talking √ Sense of smell √ Sense of touch √ Sense of Taste √ Eye-Hand Coordination √ Overall coordination √ Strength √ Height √ Health √ Initiative √ Ingenuity √ Judgment √ Attention √ Reading √ Arithmetic √ Writing √ Other, specify Check the amount of previous work experience necessary for average to superior performance in this position:
1 year related experience __√___
Describe the kind of previous work experience necessary for average to superior performance in this position.
Serving in a busy restaurant in the past is necessary to undertake the supervisory position
Can education/training be substituted for experience?
Yes. How? ___Yes, training involves both theoretic and physical training which are essential in undertaking the role.
What is the minimal level of education required for this position?
A high school diploma with a passing grade
What is the preferred education for superior performance in this position?
Higher Degree in hospitality management
What kind of knowledge, skills and abilities are needed to perform the job? Develop a list of knowledge, skills (technical and non-technical) and thought patterns related to both average and superior performance of the major tasks and responsibilities of the position. Identify the behavioral indicators for each of the KSAOs.
- Strong command of written and verbal communication skills
- Excellent interpersonal and communication abilities to interact comfortably and effectively with the management
- Build positive relationships with both internal staff and external clients to achieve work related goals
- Working Conditions
Describe the physical conditions under which this job is performed.
There is no stipulated physical condition for this job except a conducive environment with ample space for serving clients,
Are there unusual psychological demands connected with this job?
N/A
Describe any unusual conditions under which this job is performed.
N/A
Describe the hourly and weekly schedule.
The Food Service Attendant is required to serve for an average of 10 hours per day and other over-time which are voluntarily done but with compensation. There is no specific start and end time for the day.
Is there some degree of unpleasantness in the job? [for example, noise, chemicals, travel]
Indicate the frequency and degree of exposure.
There is seldom an experience of unpleasantness since the hospitality department is expected to be neat and conducive for taking meals.
Describe any multiple demands and deadlines you may experience on the job.
In most cases during the weekends, many clients attend the premises making my attendance overwhelming.
- Health or Safety Features
Describe fully any health or safety hazards associated with this job.
Fire and electricity malfunctions are the key hazards in this job.
Is any safety training or equipment required?
Yes, one is supposed to learn how to manage the risk such ass fire outbreak and how to evacuate the place appropriately.
- Performance Standards
What performance level will be needed to maintain organizational excellence?
The organizational level performance is required is attending the clients immediately upon ordering their meals and talking professionally to them.
How is the performance of this job measured?
Performance is measured by the assessing the customer convenience while in the premises.
Describe any difficult problems, challenges or situations that are elements of the job.
The key challenge associated with this role in when the number of clients is overwhelming despite the fact that the case justifies the organizational success. Sometimes, the number of customers ordering meals could be too much that attending them could be difficult rendering others to feel neglected.
- Miscellaneous Comments
Are there any aspects of this job that should be especially noted?
The main aspect that should be noted is compensating the employees depending on the days of the week and hours that they are in service. For instance, weekends and evenings should attract more compensation than other times.
Job Analyst’s Name ……………..……………………….. Date Completed …………..
Appendix B
Step 3
JOB/ROLE DESCRIPTION
Food Service Attendant.
Job Identification
Job Title: Food Service Restaurant
Organization:
Organization Size:
Report to: Human Resource Manager
Date Verified:
Wage Category
POSITION SUMMARY
A Food Service Attendant include providing menus, reacting to customer requests, serving foods and drinks upon orders, making tables ready for new clients, and maintaining cleanliness in the premises.
KEY ACCOUNTABILITIES AND RESPONSIBILITIES
Providing menus,
Reacting to customer requests
Serving foods and drinks upon orders
Making tables ready for new clients
Maintaining cleanliness in the premises
INITIAL OBJECTIVES
The focus of the position during the initial few months is to master the key accountabilities of the position with the focus of the job expanding and improving the service delivery
JOB SPECIFICATIONS AND REQUIREMENTS
Education
A high school diploma with a passing grade
On-the-job training
STANDARDS OF PERFORMANCE
- Demonstrate honesty, integrity, caring, responsibility and professionalism.
- Understand and contribute to the organization’s goals and values.
APPROVAL ___________________________________________Date _________
Appendix C
JOB IDENTITY SECTION
Job Title: Food Service Restaurant
Organization:
Organization Size:
Report to: Human Resource Manager
Date Verified:
Wage Category
Job Summary
POSITION SUMMARY
A Food Service Attendant include providing menus, reacting to customer requests, serving foods and drinks upon orders, making tables ready for new clients, and maintaining cleanliness in the premises
ORGANIZATION
This position will report directly to the Human Resource Manager and will work closely with the catering department in the organization.
KEY ACCOUNTABILITIES AND RESPONSIBILITIES
Providing menus,
Reacting to customer requests
Serving foods and drinks upon orders
Making tables ready for new clients
Maintaining cleanliness in the premises
INITIAL OBJECTIVES
The focus of the position during the initial few months is to master the key accountabilities of the position with the focus of the job expanding and improving the service delivery
JOB SPECIFICATIONS AND REQUIREMENTS
Education
A high school diploma with a passing grade
On-the-job training
Competencies
Commitment to the Vision, Mission and Values of the organization.
- Demonstrate honesty, integrity, caring, responsibility and professionalism.
- Understand and contribute to the organization’s goals and values.
- Must quickly develop a strong knowledge of company structure, processes, policies, and procedure.
STANDARDS OF PERFORMANCE
- Excellent interpersonal and communication abilities to interact comfortably and effectively with the management
- Build positive relationships with both internal staff and external clients to achieve work related goals.
APPROVAL ___________________________________________Date _________
RUBRIC
Excellent Quality
95-100%
Introduction 45-41 points
The background and significance of the problem and a clear statement of the research purpose is provided. The search history is mentioned.
Literature Support
91-84 points
The background and significance of the problem and a clear statement of the research purpose is provided. The search history is mentioned.
Methodology
58-53 points
Content is well-organized with headings for each slide and bulleted lists to group related material as needed. Use of font, color, graphics, effects, etc. to enhance readability and presentation content is excellent. Length requirements of 10 slides/pages or less is met.
Average Score
50-85%
40-38 points
More depth/detail for the background and significance is needed, or the research detail is not clear. No search history information is provided.
83-76 points
Review of relevant theoretical literature is evident, but there is little integration of studies into concepts related to problem. Review is partially focused and organized. Supporting and opposing research are included. Summary of information presented is included. Conclusion may not contain a biblical integration.
52-49 points
Content is somewhat organized, but no structure is apparent. The use of font, color, graphics, effects, etc. is occasionally detracting to the presentation content. Length requirements may not be met.
Poor Quality
0-45%
37-1 points
The background and/or significance are missing. No search history information is provided.
75-1 points
Review of relevant theoretical literature is evident, but there is no integration of studies into concepts related to problem. Review is partially focused and organized. Supporting and opposing research are not included in the summary of information presented. Conclusion does not contain a biblical integration.
48-1 points
There is no clear or logical organizational structure. No logical sequence is apparent. The use of font, color, graphics, effects etc. is often detracting to the presentation content. Length requirements may not be met
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