With the given issue, the opportunity for improvement revolves around recruiting and retaining the nursing staff by implementing full-time employment. Therefore, the aim is to influence both working nurses and nursing candidates. The date by which it is desirable to achieve the desired level of improvement is six months. Additional full-time nurses can be retained if nurse compensation is raised and a two-year sign-on incentive is provided. Patient outcomes will increase as the managers keep more full-time nurses and adequately educate them, and efficient communication will increase when it happens often. Therefore, the stakeholder population to benefit from the interventions includes the organization’s staff, patients, and their families. In this sense, the improvement will occur in a healthcare facility, and the outcomes will be measured in terms of retained and recruited nurses, who will provide feedback.
Discussion
Lack of primary nursing care is linked to low nurse staffing, which has been highlighted as a significant factor contributing to poor patient outcomes. Recent research has demonstrated relationships at the patient level rather than the hospital or unit level, building on the substantial data from cross-sectional studies. Some studies indicate omissions in care moderate correlations between staffing levels and outcomes, as well as research that directly observes care delivery. Although precise conclusions about causation and effect cannot be drawn from an observational study, there is mounting evidence that inadequate nurse staffing harms patients. Examining the counterargument will help make the case more effective. It appears incredibly implausible that insufficient nurse staffing levels have no harmful effects. Policies of mandated staffing minimums have been heavily debated and enacted in some jurisdictions, most notably California, USA, in part as a response to this evidence. However, even in cases where mandated staffing policies are in place, patient care requirements beyond the bare minimum must be identified, and staffing levels must be modified. The optimal way to determine the necessary nurse staffing level is still debated.
Since the beginning of nursing research, determining the correct nurse staffing levels and measuring workload have been investigated. Numerous reviews on techniques for figuring out nurse staffing requirements have been published over the years. All have called attention to significant gaps in the evidence. According to Daniel & Smith, due to expanded duties and care locations, there is a growing need for nurses in the healthcare industry (2018, p. e12122). Although the techniques’ intentions are admirable, it was determined that none are vital due to the lack of information on the relative costs or efficacy of different staffing tactics and the scant proof of their reliability or validity. This is a complex subject to summarize due to the sheer amount of information and unresolved issues in other evaluations. The current review is characterized as systematic in that its goal is to clarify how it identifies and chooses material. It is nonetheless regarded as a scoping review to summarize findings and identify knowledge gaps. It primarily aimed to map the literature, identifying recent developments, key features, and areas of relative strength and weakness without giving each study an in-depth critical appraisal.
The process used to calculate the necessary durations for patient groups or tasks differs. The literature explains estimating the typical duration of jobs or patient classifications using expert judgment and actual observations. Sometimes, there is a conscious effort to hinge workload/time allocations on achieving a certain quality standard. Non-patient contact time, such as care planning and documentation or other tasks performed away from the patient’s bedside and which are not necessarily simple to associate with specific patients, is handled in various ways. All methods consider this, frequently allocating a fixed amount of time over and above measurable direct care. Studies from the operational research tradition are just one example of a larger body of literature emphasizing nurses depending entirely on workload-measuring instruments (Saville et al., 2019). These studies show that using rosters based on the typical staffing requirement may not be the best way to address the varying patient needs. All approaches use average time allocations with the unstated assumption that when summed across tasks and patients, individual variation can be accommodated, even though some systems seem to be more precise than others, using detailed patient care plans at one extreme and seemingly assuming all patients have similar needs at the other.
The broad methods can be distinguished using the classifications, although there are no absolute fundamental differences. Professional judgment-based approaches, for instance, might use benchmarking to establish a fixed setup for an award based on an underlying staffing model that aims for a specific nurse-patient ratio on each shift and thus resembles a volume-based strategy. Without a formal workload estimate based on measurements, the original estimation of the staffing required may have involved a thorough assessment of patient needs on a specific ward, considering numerous parameters comparable to those in other systems. On the other hand, the setups or daily staffing plans for prototype or indicator systems are based on a measurement of a sample of individual patient demands, with the assumption that this can be generalized to the patient population as a whole.
Conclusion
After the establishment is made, it is implied that the number of hours per day or nurse-to-patient ratio will permanently be fixed, even though these ratios may vary throughout wards. Because there is an indicated absolute minimum staffing level per patient associated with the prototype with the lowest staffing requirement, a prototype classification system, such as the Safer Nursing Care Tool, resembles a perceived loudness-mandated sentence workforce policy aided by assessment of variation above the base requirement, such as that implemented in California.
The hospital has been experiencing challenge with the billing and invoicing process since the accounting manager is overwhelmed with the tasks. The management decided to recruit a billing clerk who will ensure that the invoices are sent to the customers and the credit memos are well organized and updated with the organization’s financial information.
Essential Duties for the New Position
The essential duties of the billing office in the hospital will include the following:
Process the bills settled by the customers, collect the payments from the customers and do a billing report to the management for decision-making.
Offer assistance with the insurance payments and keeping in touch with the respective insurance companies to get money from them for the rendered medical services to their clients.
The billing clerk will be expected to perform other tasks by the team leader and overall supervisor.
The clerk should be able to determine the appropriate methods to resolve complicated invoicing issues.
The invoicing officer should be able to perform billing queues accurately and send invoices to the clients promptly.
Build a productive relationship at work both internally and externally.
The billing clerks must comply with the customer’s billing guidelines and hospital practices.
Monitor every payment the hospital receives from its customers.
The officer should collect all the necessary information that is required to calculate the bills receivable.
Able to generate and issue customers with their payment statements periodically.
Send payment reminders to the customers and insurance companies on the bills due.
Whether through paper files or files saved on a computer server, files are stored and retrieved as needed.
Counts and distributes money and carries out fundamental accounting.
Interacts with clients and coworkers to address concerns and keep everyone up to date on projects.
Working with contracts, invoices, and bills, ensuring the papers and objects are sent to the most qualified persons to discuss them.
Job Description
ABC Company is looking to recruit a billing clerk who is detail-oriented and reliable to handle the customers in relation to payments, issue invoices, and process credit memos. This person will be required to update the accounting records with issued invoices, and update customer information on the payment records (Mousa & Othman, 2020). The billing clerk must be able to multitask, handle customers more professionally, and help the accounting department with the financial report preparation (Yu et al., 2018). The company requires a billing clerk to have a good grasp of accounting practices and strong organizational skills. A candidate who meets the above-required skills will be further required to demonstrate their competence in communication skills as well as have a knack for working with numbers.
The candidate should show high competencies and show proof of having accurately and reliably handled accounts and records before. Having a proper background in mathematics and having a high organizational ability is an added advantage since the position deals with a great magnitude of financial information. Computer skills are required for this position since one will use technology in carrying out the duties in this post. The objective is to support the appropriate preparation of accounts receivable and protect the company’s revenue.
Knowledge Skills and Abilities
Knowledge
Applicant must have knowledge in computing.
Have proper background in mathematics
Skills
The candidate must good communication skills.
The person should have basic computer skills.
Abilities
The applicant should be able to work under pressure.
Able to solve complex organizational conflicts.
Should be able to complete the assigned task on time.
Requirements and Qualifications
The candidate must have a bachelor’s degree in healthcare administration.
The clerk must have a strong foundation in the use of accounting software like QuickBooks and other relevant accounting platforms.
The offer is required to have an experience with business-to-business billing processes, experience in bookkeeping from various cooperate environments, and general accounting.
Have exceptional skills in mathematics.
Should be able to communicate effectively and have proper organizational skills.
Knowledge of accounting practices.
Show proficiency in accounting software.
Knowledge of general business practices.
Data analysis practices.
Skills in critical thinking.
Time management skills.
Continual learning.
Minimum Requirement Skills
Has handled various US healthcare account processes.
Has handled various US healthcare account processes.
Has at least one year of prior expertise in medical billing.
Has strong communication skills.
Willing to begin working nights as soon as possible.
Willing to commit to working on site from the first day.
Have skills in financial statement and tax preparations.
Knowledge of database operating software.
Have an idea of the regulatory and legal knowledge.
High analytical and numeracy skills.
Able to work under pressure and meet deadlines on time.
Have leadership skills.
Selecting the Appropriate Employee for the Position
This is the work of the human resource manager in the hospital. Finding and selecting a candidate who can fill in the position of a billing clerk is not easy, and the human resource manager has to undergo numerous processes to select the best suit for the position (Mousa & Othman, 2020). One cannot look at the list of applicants from top to bottom and select any person randomly. Below are the eight steps that the human resource manager will use while recruiting for this position:
First Step: Application
This is the most passive phase, where the recruiter waits for an application from a number of candidates through job ad response. The human resource manager will use the sorting tools to assist them in the selection process based on their qualifications. The recruiter will use the Gamification process in sorting the applicants.
Second Step: Resume Screening
After the organization has wrapped up the application phase, the human resource manager will collect the CVs and filter the ones that best fit the advertised position. The recruiter goes through the CVs one by one, either through the use of a computer or by hand, to identify prime candidates (Villegas et al., 2019). The employer looks for a background that best fits their vacant position and checks whether the applicant’s academic knowledge and professional expertise will allow them to deliver well on the position.
Step Three: Screening Call
After the successful applicants have been shortlisted, the human resource manager will call the candidates to ask if they are interested in the position. From here, the best applicants will proceed to the next level of the hiring process.
Step Four: Assessment Test
Once the human resources have screened the applicants and sorted them into qualified groups, they are assessed on their ability to do the work. Assessment could be through writing tests, a practical skill to demonstrate the knowledge of the candidate on the position, and an in-person audition.
Step 4: In-Person Interviewing
After screening and assessing the candidates, the human resource managers are now evaluated based on their skills in this period. Here, the human resources and the recruiting committee meet the qualified candidates in person and determine who will be hired for the position.
Step 5: Doing a Background Check
The human resources take the background check on the selected candidate to ensure that their selection is reliable and will not pose threats to the company at any point in time. This is done through a pre-employment check. The check is done on criminal activities, credit reports, driving records, work history, and academic qualifications.
Step Seven: Reference Check
Here the human resource manager will gather information concerning the candidate’s referees to get feedback about their performance in the past. At some point, the HR manager will ask the selected candidate to provide the number of their employers or managers and coworkers so that they can be directly contacted for experience approval.
Step Eight: Decision and Job Offer
After a very long process of recruitment, the HR manager will offer the job letter to the successful candidate in this stage. Now is the moment to inform them that you are giving them a job at your business (Villegas et al., 2019). If the job offer procedure is handled properly, the company will soon be able to welcome its new employee to the workplace. However, if the company overlooks something, it risks losing a top applicant and restarting the hiring process from scratch.
Salary Recommendation
A billing clerk with less than four years of experience will earn approximately $2500 per month. Alongside the salary for this position, the employee will be able to benefit from medical insurance benefit, Disability insurance, Life insurance, retirement benefits, and paid time off (Villegas et al., 2019). The hospital will pay for the employee the health insurance fully and the dependents of up to six people.
Although the company rolled out disability insurance, it has been debated and is yet to be put into practice in the coming months (Yu et al., 2018). When a worker is unable to do their job due to illness or accident, disability insurance covers all or some of the lost income. The company will also pay life insurance for the employee to protect the beneficiary families in case the employee dead. According to the beneficiary’s policy in life insurance, the employer will pay the total amount at once to the family.
Process of Identifying the Most Qualified Applicant
Identification of the qualified applicant starts with the review of the resume. The recruiting body looks at the resume for sharpness and cleanness, and it does not have any grammatical errors. HR will look for the appropriateness of the candidate’s objective, profile summary, and content on the cover letter (Mousa & Othman, 2020). The company will look for a resume that is well written, is in chronological order, includes relevant work experience, and has a new presentation.
By checking for these five factors, the company shall have already ruled out prospects who do not provide a great resume. Some of the questions the company will ask themselves are: does the work history match the credentials they are looking for in this position. When reading a CV, this is still another crucial question to ask. A truly brilliant billing clerk with little spine expertise might not be the best fit for the business (Villegas et al., 2019). The company could occasionally encounter qualified individuals who simply do not satisfy their needs.
Villegas, S., Lloyd, R. A., Tritt, A., & Vengrouskie, E. F. (2019). Human resources as ethical gatekeepers: Hiring ethics and employee selection. Journal of Leadership, Accountability and Ethics, 16(2), 80-88. Web.
Yu, H., Sedlezky, S., Wong, K., Hernandez, T., Larsen, P., & Stephenson, G. (2018). Human resources management. In pop-up retail strategies in an omnichannel context. Web.
Recruitment and selection are as a human resource function in the hospitality and management industry play a key role in ensuring that the best staff is recruited in order to achieve the set goals and objectives of the organization by providing satisfactory customer service services.
The process involves reviewing the job and needs for the job identifies the existing gaps in the organization and the need for them to fill. Job description and person specification is developed in order to enable management to come up with the duties and the personal attributes of employees to hire
The selection process should be well designed to ensure efficiency. The panel to interview the candidates should be well-constituted in terms of gender and race if possible.
Advertising of the existing post is done either internally or externally, inviting the public to apply for the said position. The advert comprises the job description and person specification.
A shortlisting of candidates is done, and those selected are invited to attend the interviews. The time and place of the interview are notified, and candidates are notified of what to have with them at the date of the interview.
After the interview, the selection is made. This is based on the merit and eligibility of the candidates interviewed. The successful candidates are sent letters and told where to report. On reporting conditional offer is made to the successful candidates. The offer should be within the salary range offered. Finally, the selected candidates are oriented and placed.
Introduction
Realizing talent in the hospitality industry is the most challenging issue in the present time. In today’s global candidate short market, a clear and refined recruitment policy is essential in order to achieve the objectives of the organization and command a big market share in the present competitive market. Recruiting and selecting the right people is paramount to the success of the hospitality industry in the sense that the best delivery will be enhanced if proper procedures are used and the right people selected who are able to handle their tasks to the best satisfaction of the customer.
Recruitment and selection process
Process outline
Assessing the need for the job and ensuring that there are enough funds
Draft the job description so as to ensure that it merits the present and future requirements
Develop person specifications so as to ensure that personal requirements to perform the task are met
Design the selection process
Prepare the advertisement
Shortlist the candidates
Validate references, qualifications and security clearances
Make appointments
Reviewing the job and the need for it
First and foremost, before any position is advertised, the managers need to consider the need for the job. They must ascertain the value the job will add to the organization in ensuring proper and efficient delivery of services. The position should be such that it is able to add value both to the organization and the team.
Further concern should be raised in terms of funds. There should be proper funds in place so as to fund the positions that are to be filled.
According to the Australian Human Resource Magazine (2005, issue 79), the estimated recruitment cost of the mid-level manager of a hotel can be as much as $15,000, and there is no guarantee that the employee will last more than six months.
Further concern should also be put on description whether it needs to be updated. The grade for the job and the person specification may need to be evaluated. The HR team should be available to provide advice on constructing both job descriptions and person specifications. The type of job to be offered should also be considered. Whether the job is full-time, part-time or on a contract basis will also have to be addressed.
Given this hospitality industry is a tough field for recruitment. Management and other senior officers should have complex skills. Sets that are relatively high in order to tackle their tasks.
Design Selection Process
The human resource manager has the task of designing the selection process to use. This will ensure that the process of selection will be carried out smoothly. He/she should give consideration to the following while designing a selection process.
Panel composition
Interviews for permanent posts should be conducted by a panel. The manager is tasked with the responsibility of selecting interview panel members. He/she should ensure that panel consists of:
At least one member – regard should be given to race and gender. Therefore they should be mixed if possible.
At least one member has training in recruitment for the hospitality management industry.
Willingness for all the panel members to take through all the interviewers during the entire process in order to ensure consistency and fair treatment to all the candidates
Designing a proper selection process will ensure that the right candidates are chosen for the task. According to the strategic finance journal (2003), it suggests that over 80% of employee turnover costs are due to ineffective recruitment practices. The argument is that a strategic perspective to recruitment creates the ability to acquire and retain the best talent in the business.
Recruitment should be business-driven. This is because hotels compete to delight their guests and aim to offer and strengthen the guest experience. They should also compete to identify, attract and hire the most qualified and suitable people.
Advertising
The human resource team should provide a centralized advertising service for the advertisement of vacancies so as to enable the manager to prepare the appropriate advertisement.
The advertisement should be done both internally and externally. External advertisements take the form of advertising in websites, magazines, newspapers as well as agencies.
Short-listing
After receiving applications for the advertised positions, short-listing is carried out based on the person specification. The HR manager has the duty of ensuring that the process is carried out fairly.
Interviewing
After short-listing has been done, it is upon the HR manager to schedule dates and times for interviews. The short-listed candidates should be informed when the interviews are to be carried out. While calling for interviews, the following details should be given: –
Date, time and place of interview
Proper directions on how to get to the venue of the interview
Person to be contacted
What the candidates will need to carry (i.e. academic certificates, letters of experience etc.)
The main purpose of the interview is to select the right candidate for the job based on merit. To achieve this, various methods are applied in order to ensure the efficiency of the recruitment process.
While carrying out the interviews, each candidate should be treated with consistency. In order to achieve this, it is appropriate that the panel should:
Ask the same questions to each candidate.
Be consistent in allowing access to presentation material, notes etc
Not allow any discriminatory questions, harassment etc
Ensure that all the information obtained throughout the selection process treated as confidential and only known to parties involved in the selection process.
Keep records of interviews and reasons for decisions.
Selection
To select successful candidates, a decision should be made based on the merit and eligibility of candidates interviewed. These candidates should be assessed on the basis of:
The content of the application
The qualifications
Individual performance at interview
The outcome of selection tests
Adopting the best selection, it incorporates the best principles in the hospitality industry. This differentiates the most successful hospitality operator from the rest. The key aspect in defining best practices in the hospitality industry is putting the guest at the core of its service processes. It has been held that a customer choice for a hotel does not merely depend on the services delivered but rather how the operators go about offering the services being purchased. This depends on the organization and its management of staff, information systems, the hotel/facility configuration, the hotel environment and other resources made available.
In the hospitality industry, the management should do more than selecting individuals to fill vacancies. Recruitment policies should be assessed, conduct job analysis and tactics, have an effective retention process as well as improve return on investment before filling vacancies within or outside the organization. Linking recruitment and selection activities together will enable the HRM to contribute significantly to the achievement of best practices. Target the right candidates for the right opportunities give the organization a greater understanding to the organization on how to manage a best practice framework.
According to the Manhattan Group Research (John Gortiner, Manhattan Group, 2006) research has shown that only 6% of employees are selected from the interviews conducted. The best candidates continue to be sourced through industry channels like networking, promotional activities, industry rankings and positive press.
Hospitality companies are using emotional intelligence (EI) to strengthen the recruitment and selection process. The method is suitable since it identifies the qualities needed by candidates to be successful as an individual in the company and perform within groups. Emotional intelligence’s strong emphasis on social skills offers the individual morale to deliver on the full potential of the team to exceed organizational and individual objectives. It provides a criterion for individuals to measure qualities of group effectiveness, individual achievement, interpersonal skills as well as succession planning.
In the mid-1990s, Daniel Goleman expanded the concept of emotional intelligence as consisting of five components, i.e. Self-awareness, Self-regulation, Motivation, Empathy and Social skills.
When these traits are incorporated into the recruitment and selection process, they offer significant insight into how an individual will achieve the organizational objective as well as develop a rewarding career in the organization.
Having the message of emotional intelligence in mind, it is imperative for the management not to solely consider only financial and operational results instead understand that a long-term investment in human capital is necessary before achieving a profit.
Leading hotel companies such as Four Seasons and Ritz carton have for a long time following the strategy that the only control a hotel has on the guest’s experience, for instance, products and service is employees motivation and attitude. This is applicable to all levels of hotels, independent of their ranking. Therefore the overall aim of the selection process in the hospitality industry is to obtain the quantities and quality of employees required to fulfil the objectives of the organization.
Offer
After the interview, an offer for employment is made to the successful candidates. The offer so made should be within the salary range stated or the remit form, if any. The offer made should be conditional while the successful candidate meets all the formalities required.
Placement
After the job offer has been made, the new employees should be taken through an orientation course so as to familiarize themselves with the tasks and duties which they to handle and how to handle them. The orientation program is very important since it imports the necessary knowledge required to handle the tasks which the employee has been tasked to undertake.
Conclusion/Summary
Recruitment selection and placement function is an important aspect of the hospitality management industry. The success of this industry solely lies in human resource manpower. Mintzberg opines that “human resource manpower is the best asset a company will have if managed well”. This means that if organizations recruit the right team, the organization will experience growth upwards. Management should also as much as possible motivate the staff in terms of regular training and provision for incentives.
The selection process has to be carried out with a lot of transparency and professionalism. The hospitality industry being mainly a service delivery industry, the staff hired should be highly qualified so as to achieve the set goals of the organization by ensuring maximum customer satisfaction. Therefore there is a need to select highly qualified and motivated staff.
Placement should be done on the person’s qualification and response to training. Keen assessment is required to assess the individual’s strengths and weaknesses before placement. Finally, managers are required to build an environment based on respect and leadership that allows the employees the confidence to ensure that superior service is being delivered with the passion needed in order to delight and retain guests.
Bibliography
Berger, F., Ghei, A. (1995), “Employment tests: a facet of hospitality hiring”, Cornell Hotel and Restaurant Administration Quarterly, Vol. 36
Hotel and Catering Training Company (1994), Catering and Hospitality Industry – Key Facts and Figures, HCTC, London
Lam Journal of Hospitality & Tourism Research.2001
Law, R., Wong, K. (1997), “Evaluating the effectiveness of interviews as a selection method”, Australian Journal of Hospitality Management, Vol. 4 No.1
McDaniel, M. A., Frei, R.L. (1998), “Validity of customer service measures in personnel selection: a review of criterion and construct evidence”, Human Performance, Vol. 11
Mahesh, V.S. (1988), “Effective human resource management: key to excellence in service organizations”, Vikalpa, Vol. 13 No.4, pp.9-15
Mullins, L.J. (1995), Hospitality Management: A Human Resources Approach, 2nd ed., Pitman, London,
Nolan, C. (2002), “Human resource development in the Irish hotel industry: the case of the small firm”, Journal of European Industrial Training
Price, L. (1994), “Poor personnel practice in the hotel and catering industry: does it matter?”, Human Resource Management Journal
Rowley, G., Richardson, M. (2000), “Work, employment and flexibility in hospitality”, in Purcell, K. (Eds),Changing Boundaries in Employment, Bristol Academic Press, Bristol
Scholarios, D., Lockyer, C. (1999), “Recruiting and selecting professionals: context, qualities and methods”, International Journal of Selection and Assessment
The article discusses best practices for the recruitment and retention of employees in the health care sector. The author argues that recession and its adverse effects have barred people from retiring. Instead, they have sought employment in hospitals to counter the effects of the recession. The nursing sector is one of the health care sectors that have been greatly affected. It has reduced job opportunities available to graduates. By 2025, experts estimate that the healthcare sector will have a severe shortage of nurses, pharmacists, and physicians. The projected shortage is attributed to the baby boomer generation. Individuals belonging to the baby boomer generation are retiring thus increasing their health care needs. In the future, many clinicians will retire and few experienced practitioners will be available to fill their positions. Executives of hospitals must consider recruiting graduates to fill those positions. Besides, it is important to make changes in the delivery of health care services. This will necessitate an extensive evaluation of the needs of communities that will enable health caregivers to provide quality health care services.
One of the most important aspects of organizational consideration is recruitment and retention. Several things need to be done to improve recruitment and retention practices. Organizations should remodel their workforce process and incorporate technology in their operations. This will increase job satisfaction and improve the efficiency of employees. Hospitals should focus on employee retention as well as the employment of new graduates who possess great skills and knowledge. Recruitment should involve the employment of skilled people. Organizations should seek feedback from new employees, which will be used to identify performance gaps to improve employee performance and satisfaction. Another important change that should be implemented by organizations is the implementation of employee reward programs. It is important to reward employees to motivate them. Motivated employees commit to their jobs and work hard towards the achievement of organizational goals and objectives. Managers should provide relevant training courses that enhance employees’ skills and knowledge. Moreover, managers should eliminate employees who perform poorly because such employees create an ineffective work environment and poor organizational culture. This will reiterate the organization’s commitment to quality service, accountability, and responsibility. Lastly, organizations should provide competitive employee packages to attract and retain highly qualified employees.
Sacred Heart hospital uses midlevel providers to deliver quality health care services. In the future, this strategy will enable the hospital to manage the projected shortage of health care professionals. Also, it will facilitate the adoption of effective financial management practices without affecting the delivery of quality services. It is an important strategy for sustainability.
PeaceHealth Southwest Medical Centre uses behavior-based interviews to reduce the rate of employee turnover. The center has attained a 5 % reduction in employee turnover. This translates to a reduction in the cost of between $ 3,000,000 and $ 5,000,000. Its management uses interviews to determine whether a new employee’s knowledge and skills are sufficient to facilitate the achievement of goals and services.
References
Jarousse L. A. Best Practices for Recruitment and Retention.
Compensation plans are meant to pay workers fairly for the work and contribution that they do to an organization during their time of employment. It is a systematic approach that serves as a method of motivation, reducing turnovers and maintaining the high spirit and working efficiency within the organization. The compensation plan can range from company to company and it is not regulated by any independent bodies, rather, an individual company can come up with its compensational package for its employees. Competition in the job market however keeps the pay packages competitive for prospective employees (Dale, 2003). In addition, one of the main goals of employees is to recruit highly qualified workers committed to their current responsibilities (Dale, 2003). Thus, a compensation plan is one of the means that help employees achieve their goals.
Compensation Package
A compensation package meant to allow the employer to motivate staff should emphasize more on commissions. On the other hand, a pay package that is tailored to demand more from the worker should emphasize salary over the commission. In this case of the Operational Processes Manager, emphasis must be placed on the salary over commission to ensure that the right candidate is motivated to work harder and give more to the company. Most workplaces use a combination of salaries and incentives topped with common benefits that include health insurance cover, paid leave, and a retirement savings plan. In this case, the job analysis done for the position of an operational processes manager will be the guide to creating the perfect and balanced pay plan for the right candidate for the position.
The job analysis clearly defines the work that the operations processes manager is supposed to undertake in the company. This includes the development of operational processes as spelled out in the office of the state courts administrator. This means that the operations manager will be tasked with liaising with the state courts office on the day to day running of the operational processes of the company. This means that the job will include a lot of meetings and consulting with the higher office. All the decisions reached during consultations and meetings will have to be relayed to other members of staff. The operations processes manager will be tasked with ensuring that staff in the company follow all the decisions reached. This requires many organizational skills that have to be taken into account during the compensation process.
Operational Processes Manager
The operational processes manager will also have to manage and see to the upgrading of all operational processes annually. This entails analyzing current market trends and comparing them with what is in use in the office setup to decide whether to upgrade or retain current operational systems. This requires a good network in the market and an eye for details. A person holding these traits has to be well compensated, as they are an asset to the company. The position also calls for the creation and management of a single repository, which is challenging if the company is large or has multiple branches across the country. This is achievable when using SharePoint site systems taken into account all the different operating systems (Arthur, 2006).
The right approach to reaching a practical and fair compensation package would begin with the analysis of the pay for the same position in similar organizations. The right basic salary would be an amount that ensures that the person selected feels compelled to come to work every day. This would include offering a fixed basic salary that guarantees one a stable income. This in turn provides the right candidate with the comfort and security of having paid, regular salary. This is despite the state of the economy. Once an employee gets the guarantee on the maintenance of their lifestyle, they are bound to do put all their time and resources into the well-being of the company. Additional incentives go a long way into motivating staff to work harder for a company. Having placed rewards for targets met would be a key factor in people getting into a competition to achieve the set targets to get the top prizes. Good and hardworking staffs need to be rewarded for their efforts to motivate them to work even harder to achieve the newly set goals.
Reaching and achieving set goals should be compensated with bonuses and commissions. The operational processes manager is tasked with pushing for the implementation and realization of company goals and ambitions. Higher levels of achievement should also feature the staff under the operations processes manager since he found them all. Tying annual or quarterly objectives will see the company’s trends rising since the operations manager will push all the staff necessary to achieve the company goals. Since the compensation should be easy to understand and comprehend even for a layman. Measures of performance should be well formulated to calculate commissions and bonuses with ease for the operations manager. If this is a senior position in the company, the operations manager may be initiated into this clique thus having other businesses to enjoy (Molander, 1994).
Some of the foreseen obstacles in the implementation of a pay package for the position of operational processes manager would be package imbalance in comparison to established companies. When the pay package is based on the gross profit for the calculation of incentives, the net profit can provide hidden costs. These include overheads that may be overlooked during the consultation process. When the performance measures used are not objective enough, the formula used to calculate bonuses may become flawed. Profit-sharing is essential although this rewards team effort in reaching management goals.
In conclusion, it should be mentioned that the rewards done for the position in the company operational processes management including the addition of incentives and bonuses is done to share in the company profits. This is a motivational tool for those working within areas that need a lot of effort to motivate other staff members to reach the set goals. It is important to make the operations managers feel comfortable in their pay package since they are the linking element between the management and the staff. Thus, this approach of compensations and salary is justifiable especially among the senior positions in a company. Compensation for a job position is therefore supposed to be done concerning the amount of work that one does within an organization. A fair reward is a good motivation tool that improves the quality of performance and helps share company profits. Negotiations between the staff member and the management should be discouraged if a market study of how much people are being paid in other companies should also be done (Nkomo, 2011).
References
Arthur, D. (2006). Recruiting, interviewing, selecting & orienting new employees. New York: American Management Association.
Dale, M. (2003). A manager’s guide to recruitment & selection. London: Kogan Page.
Molander, C. (1994). Managing human resources. London: Routledge.
Nkomo, S. (2011). Human resource management applications. Mason: South- Western Cengage Learning.
Increase in popularity of the social networks such as Facebook and MySpace has led to people using the site to advertise and recruit new talents. Despite social networks helping recruiters who urgently require recruits, it may at times be not effective in helping employers get the right recruits for specific jobs. This paper will discuss some of the drawbacks of using social networks as a channel for recruitment. It will also give recommendations on other channels of recruitment that employers can use to get the right employees.
Drawbacks in recruiting from social networking sites
According to Gatewood, Gowan& Lautenschlager (1993), Social networking sites have some drawbacks. For example when recruiting, many job seekers may cheat the employer about their personal credentials. They might also attach fake certificates thus leading to employers picking unqualified staff at the expense of the qualified ones. Through social networks, it is hard for recruiters to gather all information relating to the recruit. Employee qualities such as demonstration of how one responds to varied situations can not be effectively conveyed through social networks. As a result, employers may end up recruiting people with limited experience jut because they posted superior curriculum vitae on the social networks.
Most of the experienced employees spend little time on social networks. Hence, using social networks during employee recruitment may disadvantage organizations as they may not be able to access experienced staffs. Increased publicity of social networks has led to most of the job seekers uploading their profiles in the networks. As a result, for recruiters to get the most appropriate recruit, they ought to go through many profiles. This would consume a lot of time as they try to compare the different applicants to identify the most relevant.
Hiring from abroad
Social networks can effectively facilitate recruiting talents from abroad. Due to geographical barrier, it is difficult for organizations to deal direct with the potential recruits. With social networks gaining popularity, recruiters can use them in hiring new talents from abroad. The sites offers a pool of potential recruits thus giving organizations a variety of talents to chose from. A good example is where Indian companies used LinkedIn to hire recruits from Singapore.
Recommendations
Apart from social networks, there are numerous databases that have been established where people upload their curriculum vitas and profiles. Information recorded in these sites clearly states one’s qualifications and experience. These databases are good sources of applicants where recruiters can turn to in search for recruits. From the database, recruiters can identify the relevant recruits and communicate to them on the day to avail them for interview.
Today, there are numerous recruiting agencies that offer recruitment services to organizations. The agencies collect applications from different applicants, compile them and try to secure jobs for the applicants (Gatewood, Gowan & Lautenschlager 1993). Accordingly, organizations wishing to hire new recruits can turn to these agencies. Here they can be furnished with information regarding the different applicants who are seeking employment.
Conclusion
Social networks are increasingly being used by organizations in hiring employees. This recruitment method has at times helped in enhancing recruitment efficiency. Nevertheless, if not well utilized, recruiters may end up not getting the right recruits. As most of the experienced staffs rarely use social networks, organizations using it for recruitment may not have a chance to get them.
Reference
Gatewood, R. D., Gowan, M. A. & Lautenschlager, D. J. (1993).Corporate image, recruitment image and initial job choice decisions. Academy of management Journal, 36, pp. 414-427.
For this project, 16 people working in the AUE in the fields of administration and education were interviewed to gather the information about AUE student recruitment policies and possibilities. The interviews show that the key competitive advantages of the University include its friendly environment, affordability, and flexible schedules among with many other positive features. The advantages can be demonstrated to the undergraduates through social media. It is also proposed to reach the graduates through the Alumni Department.
Introduction
For this project, the focus group of 16 people who have been working in the AUE for a prolonged time have been interviewed to glean information concerning the AUE student recruitments policies and possibilities. The interviews were meant to gather the data concerning the following outcomes:
To find out what media of advertising is especially successful in promoting the AUE.
To discover the specifics of the AUE student recruitment strategy.
To discover the competitive advantage of the AUE.
To find out the opportunities of the AUE in the field of student recruitment.
Participant Demographics
Of the 16 people who have been interviewed:
5 people have been working at AUE for three months;
2 people spent there between 2 and 3 years;
9 people have been working there for 3 years or more.
In relation to their occupation:
4 respondents have been working in the division of registration, 1 in the call center department, 1 in the student affairs division.
3 respondents are from the Administration.
7 respondents are teaching in the fields of business administration, computer technology, and diplomacy.
8 respondents have never participated in AUE student recruitment.
8 respondents participated by: by inviting students from a Dubai school (1 person), presenting the University programs at schools (1), and other activities (6).
4 respondents worked at another university before AUE,
1 respondent participated in student recruitment for another university.
Worker Perspectives
Outcome 1: What Source of Information Promotes AUE More Efficiently?
10 of the interviewees learnt about AUE through the Internet. 3 of them learnt about it through the LinkedIn site.
One of the interviewees learnt about AUE during a conference, two learnt about it with the help of printed media, four were told about AUE by friends.
The sample is too small to make suggestions about the best way of advertising, but the tendency of the Internet providing much information is visible.
Outcome 2: The Specifics of AUE Recruitment Strategy
2 of the respondents who had been working at another university agreed to compare the recruitment policies. One of them used to work at American University in Sharjah and states that the policies of the two universities are similar. The other one believes that the strategy in AUE has been changing to the best, but does not provide much detail: “I’m glad to see the changes that happened recently in the AUE as I was a part of it.”
In respect to the current university strategy, the respondents mentioned the university events: all of them believe that the events are a useful recruitment tool.
Outcome 3: Competitive Advantage of AUE
The respondents believe that the main benefits of the AUE include:
friendly environment: “the administration listens to the students and solves their problems” (6);
affordability (5);
flexible schedules (4);
extra activities (3).
the American style of the University (2);
the emphasis on practice (2);
excellent teaching (2);
the quality of service (2);
innovativeness: “a new vision, new approach” (2);
good student-faculty ratio (2).
These suggestions are mirrored by the suggested competitive advantages of AUE that include friendly environment (4), the quality of service (4), the brand name (2), the emphasis on practice (2), and the flexible schedules (2) along with fast growth (2), the American style, affordability, and innovativeness.
Outcome 4: Recruitment Plans and Possibilities
5 of the respondents believe that the faculty members can take an active role in student recruitment. The possible actions include informative (5 persons) and supportive (2 persons) functions.
The respondents suggested that the following factors attract new students to any university:
knowledge (5);
career building (5);
friendly environment (4);
service quality (4);
the brand (2);
financial incentives, for example, discounts (2).
Concerning the best marketing plan for AUE recruitment purposes, the respondents suggested using the social media (6) and the word of mouth (3).
10 of the respondents suggested that the best way of reaching undergraduates is visiting schools; 5 of them mentioned social media as a tool for the same purpose. Only one of the respondents suggested reaching student’s parents.
To reach graduate students, the respondents suggested:
contacting them via the Alumni Department (7);
advertising through media (5);
visiting workplaces or gatherings (4);
using word of mouth (2).
The respondents also mentioned the need for a first-class service that would speak for itself.
Recommendations
The opinion of the AUE employees concerning the university can be considered trustworthy. From their responses, it appears that there are no obvious difficulties in the field of AUE recruitment strategy, but there is always room for improvement. Summarizing the answers of the respondents, it can be suggested to:
maintain the friendly environment (along with other competitive advantages);
emphasize the maintenance of the quality of the service;
promote the advantages primarily with the help of new technologies and social media while taking into account other advertising types;
reach undergraduates by visiting schools;
reach graduates with the help of the Alumni Department.
target the students themselves, not their parents.
Recent studies indicate that unqualified educators teach approximately 5.5 percent of the lessons in the impoverished school districts, which is a factor that explains the poor performance of students in such institutions (Boyd, Lankford, Loeb, & Wyckoff, 2005). On the contrary, unqualified educators teach only about 0.5 percent of the lessons in the imperative schools. Racial discrimination in the education sector is, however, a common phenomenon in the US, which dates back to the 16th century when non-native speakers were not allowed to access schools preserved for the whites. Today the problem is still quite evident in most learning institutions as schools located in poor districts suffer the inadequacy of qualified staff (Kozol, 2012).
There is little evidence in literature exploring the issue of staff inadequacy in the poor school districts but studies link the problem to low incentives in such institutions in terms of consideration for the services of teachers. This study investigates the gap in the quality of education between schools for the wealthy and the ones for the poor concerning the quality of education. The study will also seek to establish that impoverished school districts are inadequately staffed hence leading to poor performance as compared to their counterparts in the imperative institutions. Furthermore, this research study will also shed light on the interventions being made by governmental and non-governmental organizations in an attempt to close the widening gap between the rich and the poor regarding the provision of quality education.
Need for Highly Qualified Teachers
Most studies connect excellent school performance to the availability of qualified teachers and good pay for such educators since high remuneration boosts their morale (Darling-Hammond & Berry, 2006). The US government recognizes this fact and has enacted the No Child Left Behind Act [NCLB] aimed at ensuring equal education opportunities for all including the poor (Omenn Strunk & Robinson, 2006). Under the Act, no child should be discriminated during the acquisition of education and teachers are obliged to provide quality education devoid of bias based on the financial status of the student (Marx & Harris, 2006). However, imbalance in the education sector is evident in the US; the well equipped and staffed schools are preserved for the rich while the lowly plied and poorly outfitted ones are set for the poor (Darling-Hammond & Berry, 2006).
The difference in performance between the schools meant for the poor and the ones for the rich is a clear indicator that qualified teachers play a vital role in the performance of the students. Students from schools perceived to be for the rich record outstanding performance while learners from the institutions alleged to be for the poor obtain poor grades (Rebore, 2015). Therefore, there is a need to equalize the quality of education in all schools to ensure that every child benefits from the skills imparted. Incentives should be created to encourage qualified teachers to work in the poverty prone districts to boost the quality of education in those areas.
Impact of Lower Salaries
Research indicates that the monetary compensation of staff is a key motivating factor and plays a significant role in the recruitment and retention of the best talents (Brownell, Bishop, & Sindelar, 2005). Matching salary with the work performed by an individual is a tool that most researchers have recommended as an incentive to attract and retain the most excellent abilities. In the US education sector, the aspect of matching compensation with the hardships that come along the line of service has not been achieved. The traditional single-salary compensation structure grants equal remuneration to all teachers in every district regardless of the working environment and job demands (Rebore, 2015). Given that the poor learning institutions are located in unpleasant areas and there are no incentives to attract and retain qualified teaching personnel in these regions, most teachers prefer working in more secure environments and attend to the well-prepared students if no hardship allowance is afforded in the impoverished school districts.
Well prepared students, qualified colleagues, and adequacy of resources in the imperative schools act as the key driving forces that make teachers reluctant to accept transfers to the impoverished schools (Brownell et al., 2005). The difficulties associated with teaching in impoverished schools are reflected in the compensation structure of teachers working in those institutions, which harms motivation and increases staff turnover. Studies in economics argue that salaries should be determined through deliberations of issues regarding the working environment with factors like availability of recreational amenities and difficulty of tasks being considered (Monk, 2007).
Lack of incentives in the form of a pay rise is a great hindrance to the achievement of equal education opportunities for all and the problem can only be solved through the introduction of a compensation structure that accommodates the interests of teachers working in impoverished districts. Devoid of such a structure, high staff turnover will continue to be experienced in the poor school districts as teachers utilize their supremacy to transfer to their favorite schools. However, through the American Federation of Teachers and the National Education Association, the American government is gradually replacing the traditional single-salary compensation structure with a modern arrangement that aims at offering better salaries for teachers willing to work in hard-to-staff districts (Kozol, 2005). If well managed, this strategy will go a long way in alleviating the gap that currently exists between the two types of schools regarding the quality of education offered.
Effectiveness of Incentive Programs
The US government and numerous organizations in the country have come up with strategies aimed at reducing the gap in the quality of education that exists between the rich and the poor (Brownell et al., 2005). An example of an organization that has been at the forefront in the implementation of incentive programs is the Teach for America (TFA). TFA is a nonprofit organization that recruits fresh college graduates to work for 2 consecutive years in areas where education inequality is highly evident. Despite criticism from teachers’ unions over the recruitment of ill-equipped staff, the organization has successfully run the project for over 2 decades now and has been successful in reducing the vice.
The government has also launched programs to cope up with the rising need for the provision of equal education opportunities in the United States. The most successful initiative is the North Carolina Teaching Fellows program based in North Carolina, which aims at recruiting enough teachers for the poverty prone areas (Jacob, 2007). The program aims at increasing the number of qualified teachers in the country thus boosting the education sector. Beneficiaries of this program are obliged to provide a four-years service in all schools countrywide. Studies indicate that the majority of the beneficiaries of the program teach in impoverished school districts.
In California, a similar program to the one in North Carolina is available, which aims at encouraging qualified teachers to work in hardship areas (Greenlee & Brown, 2009). The program pays a bonus of $20,000 to each teacher who accepts to work in areas considered poor. The amount is spread over 4 years, and the program has succeeded in bringing teachers to the hardship areas and improving the performance of poor students (Gorski, 2013). The program is premised on the fact that raising the pay of teachers increases their morale and encourages them to work in hardship areas.
Conclusion
Research links performance with highly qualified teachers that can impart the necessary skills to learners in the course of their teaching. Teachers are ethically bound to meet the educational needs of students and help them pass their exams. Through the federal No Child Left Behind Act, the government aims at providing quality education for all devoid of discrimination based on race or financial status. However, the Act is yet to be executed fully as students from poor school districts suffer a great shortage of teachers. The widening gap between the two types of schools is attributed to low motivation among teachers in the poor institutions coupled with the lack of incentives to attract and retain qualified educators.
Hence, there is a necessity to match education in all regions of the nation to ensure that every child achieves the skills taught. Factors such as well equipped students, the sufficiency of resources, and competent coworkers in the imperative institutions make qualified educators unwilling to admit transfers to the impoverished school districts. To overcome this problem, different programs have been executed to increase the morale of teachers and encourage them to teach in hardship areas to improve the quality of learning in those districts.
References
Boyd, D., Lankford, H., Loeb, S., & Wyckoff, J. (2005). The draw of home: How teachers’ preferences for proximity disadvantage urban schools. Journal of Policy Analysis and Management, 24(1), 113-132.
Brownell, M. T., Bishop, A. M., & Sindelar, P. T. (2005). NCLB and the demand for highly qualified teachers: Challenges and solutions for rural schools. Rural Special Education Quarterly, 24(1), 9.
Darling-Hammond, L., & Berry, B. (2006). Highly qualified teachers for all. Educational Leadership, 64(3), 14.
Gorski, P. C. (2013). Reaching and teaching students in poverty: Strategies for erasing the opportunity gap. New York: Teachers College Press.
Greenlee, B., & Brown, J. J. (2009). Retaining teachers in challenging schools. Education, 130(1), 96.
Jacob, B. A. (2007). The challenges of staffing urban schools with effective teachers. The Future of Children, 17(1), 129-153
Kozol, J. (2005). The shame of the nation: The restoration of apartheid schooling in America. Random House Tower, New York: Random House LLC.
Kozol, J. (2012). Savage inequalities: Children in America’s schools. New York City: Broadway Books.
Marx, R. W., & Harris, C. J. (2006). No Child Left Behind and science education: Opportunities, challenges, and risks. The Elementary School Journal, 106(5), 467-478.
Monk, D. H. (2007). Recruiting and retaining high-quality teachers in rural areas. The Future of Children, 17(1), 155-174.
Omenn Strunk, K., & Robinson, J. P. (2006). Oh, won’t you stay: A multilevel analysis of the difficulties in retaining qualified teachers. Peabody Journal of Education, 81(4), 65-94.
Rebore, R. W. (2015). Human resources administration in education: A management approach (10th ed.). Boston, MA: Pearson.
The context of public education has drastically changed in various nations. The districts or regional stakeholders currently documenting the nation’s fortunes remaking are restructuring on a vast global scale. Newly established academic requirements and the selection and recruitment processes have recently emerged. Generally, these are meant to raise workers’ satisfaction and provide clear objectives. The scope of recruiters’ functions is enormous, including identifying staff requirements, hiring and retaining the best employees, and supporting personal competency development.
Recruitment Methods and their Importance
There is no disputing that finding qualified candidates for employment in the educational sector can be difficult, but there are still openings. According to Pavlou (2021), this role is challenging since instructors have certain obligations to teach children useful skills and are primarily responsible for determining whether or not learners will like the school. As a result, they significantly affect the institution’s general reputation. Some methods for recruiting personnel in the education sector include talent pool, advertisement and promotion.
Talent pool databases are the most common source of qualified personnel in learning institutions. Essentially, this method is frequently applied for substitute or short-term contracts since the candidates are often readily available. The bulk of employment decisions requires choosing between two or three prospects (Smith, 2021). Recruiters should always search the talent pool databases for applicants and previously unsuccessful candidates suitable enough to save. For teachers, the strategy entails the creation of a Priority Placement Pool (PPP) that is centrally maintained and given preferential consideration for all openings. Teachers who qualify for inclusion in the PPP must submit an application form. The required staffing is computed by comparing the allowed ratio to the total number of employees. In essence, it entails using information and organizing the duties of the existing and upcoming workforce. The school districts must determine the number, kind, and recommended qualifications for each staff classification.
Another method used by schools to source staff is direct advertising. The approach seeks to find candidates with the skills needed for that particular role. For the teaching staff, those in PPP are considered first; nonetheless, if none qualify, then the position is advertised. The increased emphasis on candidate experience has been one of the significant developments in recruiting, and many institutions have departments devoted to this crucial acquisition issue. Learning transformations may result from teachers’ experiences in the new context (Juusola & Räihä, 2018). The applicant experience begins before a person submits an application for a job and continues through the onboarding procedure. In this case, an approach for selecting candidates includes reading references’ feedback and conducting interviews.
Promotion and transfers is another common method for recruiting staff in educational institutions. Helping people retrain and expand their abilities has long been one of the main goals of learning organizations. According to Mikołajczyk (2021), this demand has been for a long time due to significant demographic and socioeconomic changes. Senior staff is retiring or transitioning to advisory roles creating vacancies. The labor market is filled by low-level workers being moved to fill these gaps. A promotion entails moving up the corporate ladder, receiving more duties, and receiving a wage raise (Smith, 2021). In contrast, a transfer is a horizontal relocation that does not come with new obligations or income (Smith, 2021). Employees may take on a similar function in a different department or be reassigned to the same work in another sector or location. The strategy increases instructors’ chances of finding long-term, permanent jobs. Furthermore, the personnel will not need to submit written confirmations of their fundamental abilities. Registration with the proper professional association is a requirement for many instructors upon qualification.
Some recruitment methods are more effective than others since they can lower expenses, increase an institution’s reputation and source the best talent. Recruiters can locate a lot of applications by posting job ads on the careers website, job boards and social networks. Professional associations can be a great source of candidates when schools need to fill a position requiring a high level of ability. Additionally, it promotes the educational institution’s branding and improves its overall reputation. However, the strategy can be quite expensive, which is a disadvantage for poor schools.
Conclusion
Recruiters in educational institutions have a wide range of responsibilities, including determining staffing needs, selecting and keeping the finest workers, and assisting with developing personal competencies. Every school district could have a different organizational structure to meet its objectives. The planning of instructional budgeting is driven by central leadership administration, notwithstanding variances. Generally, the secret lies in knowing how to attract staff by enhancing the school’s appeal to both current employees and potential top graduates. School infrastructure aims to provide a secure, up-to-date, suitable, and welcoming physical environment for learning while supporting educational programs. Higher student achievement in a school results from having appropriate personnel. Effective hiring entails more than just selecting the best candidate for the position. A quick and effective acquisition process can cut expenses, improve a firm’s standing with customers and job seekers, and make sure the best person is found, engaged with, and hired by the organization.
Educational institutions must interact with various other stakeholders to ensure that all activities function smoothly. Educational institutions are entrusted with recruiting appropriate candidates to fill teaching positions to achieve their purpose of providing education. Non-teaching members of the organization are also recruited to assist with the day-to-day educational activities. This paper aims to evaluate the various ways utilized in the staff recruiting process at educational institutions, concentrating on their significance, effectiveness, and the correlations between these three variables.
Methods Educational Institutions Use to Recruit Administrators, Teachers/Instructors, and Staff Members
Department of education advertises vacant positions in learning institutions for professional teachers. When hiring new teachers, recruiters look at a candidate’s previous experience in the sector, expertise in relevant fields, and familiarity with specific grade levels (Acikgoz, 2019). The human resources manager at an educational institution is responsible for developing a recruitment procedure. This individual ought to have previous experience working in public relations. A school brochure could be put on a prominent building to advertise the school.
Teacher job fairs are excellent opportunities to network with other local educators looking for new employment. They allow for face-to-face contact, during which applicants can meet potential teachers and get to know them a little before applications begin to be submitted (Acikgoz, 2019). As a result, it is essential to put one’s best foot forward when participating in these networking events to maximize one’s chances of being hired as a teacher at the institution.
Referrals from present or past educators and those from parents of students enrolled at the institution are still another option for recruiting educational teachers and instructors. Parents of students in the institution can also provide referrals. Before submitting their applications for jobs at the school, prospective employees can get a feel for what it is like to work there and get a sense of the sense of community the school strives to cultivate, thanks to references from current employees. Referrals can also be obtained through social media platforms to increase one’s chances of finding skilled employees.
Employers want the names of their educational institutions to be prominently displayed for prospective teachers and other potential employees to see when researching the most desirable school systems in which to work (Acikgoz, 2019). By utilizing search engine optimization (SEO), an institution’s webpage can be better understood by search engines such as Google, Yahoo, and Bing, which can result in higher positions on those search engines’ respective pages. Because of this, one will see an increase in web traffic on the school’s site, and it will be much simpler for teachers looking for work to determine whether or not there are vacancies at the school.
Some Recruiting Methods are Effective than Others
Referrals from current employees are consistently cited as one of the most productive techniques of new hire recruitment. They stay committed to their job since they have a solid commitment to working for the organization, possibly as a sign of gratitude to those who assisted them in finding employment (Sudibjo & Sutarji, 2020). New employees obtained through referrals are typically generally committed, highly professional, and far less likely to leave their jobs.
Steps in the Selection Process
In organizations, the purpose of the recruiting and selection processes is to identify and hire the best-qualified candidates to fill vacant jobs. Before being selected for further consideration in the HRM selection process, candidates must pass through multiple phases. Following the job vacancy posting, the business will begin to receive applications from candidates interested in the role. The second step in the recruitment and selection process is the preliminary screening of potential workers or candidates (Gitman et al., 2018). During this second phase, the selection process will reduce the pool of candidates from a large number to a more manageable group of between three and ten people who will be available for interviews. The third part of the selection procedure involves contacting the candidates who were shortlisted to perform an in-person or online consultation.
During a job interview, an applicant will be questioned either by their direct boss or the recruiter to assess how well they meet the position’s requirements. The interview offers some insight into the verbal fluency and sociability of the interviewee. It also provides the opportunity to ask the candidate about the job and market the position to the interviewed person. The final step is to offer employment to the candidate who demonstrates outstanding performance during the interview while considering knowledge and experience. Another factor that should be considered is the individual’s familiarity with the community in which the educational institution is located.
Importance of Sequence of Steps in the Selection Process
The process of acquiring qualified candidates for a particular position is known as employee selection. This method’s objective is to match the requirements of a job description with the experience, competencies, and qualities of individuals applying for the position (Nabeeh et al., 2019). It makes it easier for the interviewer to find the inner traits of the applicant, which in turn makes it easier to make the correct decision.
Conclusion
Recruiting educational personnel such as administrators, instructors, and subordinate staff varies from one educational institution to the next based on geography, community, and the agency responsible for recruiting academic employees. Education employees include administrators, teachers, and subordinate personnel. In addition to institution size, the number of open positions is also examined during the hiring process. Compared to smaller educational institutions, well-established schools’ selection processes typically require more time and effort. Referrals are one example of a recruitment approach that does not require a significant time commitment on the recruiter’s part but has the potential to be more effective than other methods for attaining the same objective. The entirety of the recruitment process is essential because it enables firms to acquire qualified professionals with prior experience and knowledge of the educational system. It subsequently leads to more significant outcomes for the learners.