Law Firm HR Director Choosing

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Table of Contents

The Competencies of the Candidates for the HR Director Position
Revising the Assessment Methodology and Selection Tasks
Internal Selection vs. External Recruitment
References

The Competencies of the Candidates for the HR Director Position

In this paper, the selection of the worker for the position of the HR director in the law firm, Nairduwel, Inoalot, and Imslo (NII), is sustained. The procedure of choosing the appropriate specialist includes the assessment of professional skills of three prospective employees. The criteria for selecting the candidate follow the following model. Primarily, the relevant experience is taken into account. Then, the methodology prioritizes cognitive and job knowledge tests. Finally, the answers to the questions about one’s success definition and the favorite sport games are weighed. It is critical to ensure that the addressed questions disclose the current and future work culture priorities of the employees (Judge & Heneman, 2011).

Thus, the finalist, who takes the first place on the short list, is the candidate 2 for he possesses twenty years of HR management experience, fifteen of which are dedicated to supervising work. The finalist also possesses a perfect knowledge of the job type, due to the leading results of the job knowledge test. Nevertheless, the top priority finalist has one consistent drawback, which refers to the fact that he, obviously, does not like to take an active part in the work tasks since the candidate likes spectator sports and prefers flexibility and sustaining work challenges. However, since the answers to the orientation questions take the last place in the selection methodology, the finalist is likely to succeed in the recruitment. The specialist 3 takes the second place in the selection procedure, according to his resume data, which claims that the finalist possesses fifteen years of supervising experience and eight years of HR experience. Furthermore, his answers to the selection questions are highly assessed for the candidate is oriented on the high work results. The cognitive abilities and job knowledge tests, which were accomplished by the finalist, show that his learning potential is weaker than those of the other candidates. Finally, the finalist 1 takes the third place in the recruitment for he does not possess job-relevance experience, which, automatically, excludes the employee from the selection competition.

Revising the Assessment Methodology and Selection Tasks

The elaboration of the selection methodology requires the optimization of the KSA questions, which guide the candidates through the characteristics of the respective job type. Thus, the position of the HR director in NII presupposes the accomplishment of such tasks as embracing an efficient personnel hiring, sustaining the verification of the employees’ skills and competencies, and providing high-quality training to the specialists. Conclusively, the essential KSA questions, which might be included in the new recruitment methodology, include the following: “What would be your response to the employee, who poses the same questions about work tasks all over again?”, “How would you react to the application of the specialist, who has no experience in law but possesses an excellent academic history and a great desire to work?” “Which model of knowledge verification would you suggest for the prospective workers: theoretic or practical?”, “Which words would you apply to describe the character of the job in NII to the finalists?”

Internal Selection vs. External Recruitment

The specification of internal recruitment implies that it is much easier to involve a familiar specialist in the new work conditions rather than sustain the adjustment of the new worker to the known environment (Recruitment: Internal vs. external recruitment, 2014). If one considers embracing the former type of recruitment in NII, two basic factors have to be taken into account. First, the recruitment team must pay attention to the progress history of the candidate, within the company. Secondly, matching the skills of the worker to the new responsibilities is essential.

References

Judge, T., & Heneman, H. (2011). Staffing organizations. London: McGraw-Hill Education.

Recruitment: Internal vs. external recruitment. (2014). Web.

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Law Firm HR Director Choosing

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