Director of Training and Development: Candidate Selection

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Table of Contents

Job Title: Human Resource Manager
Job Description: Human Resource Manager
Preferred Candidate Profile
Selection Procedure
Documentation and validation
Screening
Interviewing
Appointment
References

Job Title: Human Resource Manager

A human resource manager is the one in charge of hiring in any given organization. He is the administrative officer in charge of the welfare of the employees and a link between the management and the employees in an organization.

Job Description: Human Resource Manager

The core functions of a human resource manager in an organization are both administrative as well as managerial. He directly liaises with recruiting firms to hire new staff for their organization, determines the salaries and remunerations for the organization’s employees as well as keeping records of every employee.

The human resource manager is also well versed with the responsibility of soliciting for employee promotional appointments and awarding exemplary performance within the organization. He also offers advisory services to both the organizational management and the employees. More so, it is the duty of human resource manager to create a favorable working environment while advocating and fostering healthy mutual relationships between all the employees in the organization (Fine, & Cronshaw, 2010).

Preferred Candidate Profile

KSAOs (Heneman, & Judge, 2009).	Essential	Desirable	Selection procedures
Qualifications Master’s degree in Human Resource Management		Yes	Cognitive test
Bachelor’s degree in Human Resource Management.	Yes		Cognitive test
Professional qualification: Certified member of professional managers association	Yes		Cognitive test
Letter of good conduct from police	Yes		Criminal background checks
Skills and competences
Interpersonal skills	Yes		Cognitive test
Presentation skills	Yes		Cognitive test
Flexibility in duty	Yes		Cognitive test
Analytical skills	Yes		Cognitive test
3 years of experience in a busy organization		Yes	Sample job task
Written and oral communication skills	Yes		Cognitive test
Prioritization and responsiveness	Yes		Physical ability test
Ability to work independently	Yes		Personal and integrity tests
Skills and competencies
English	Yes		English proficiency test
Any other foreign language		Yes	French proficiency test

Selection Procedure

Selection is the final process that is carried out by the hiring panel after recruitment to identify the most suitable candidate for the advertised vacancy. Most suitable recruits from a recruiting firm go through the process in order to be considered for the appointment. The process may take the following procedure.

Documentation and validation

This is where the panel develops a work plan on how the intended hiring process is to be carried out. Interview questions for the exercise are also developed and subsequently ratified. The selection criteria, probable references as well application considerations are also developed. Finally, the list of applicants to be interviewed is also generated. All this information is documented for future references. Validation involves scrutiny of academic certificates of the applicants and any other relevant documents attached to the application letters.

Screening

After validating the academic transcripts as well as formulation of the work plan, the hiring panel then embarks on screening. The key requirements for the appointment are considered at this point. Successful candidates are shortlisted and communicated invited for an interview while the unsuccessful applicants are notified of the same through the appropriate media.

In this case, candidates who possess the key qualities are considered regardless of any other qualifications. This activity can take at most four days depending on the number of applicants and the required vital skills.

Interviewing

Here, the successful applicants are invited to appear before an interviewing panel. The panel may opt to a written interview, oral interview or both as deemed most effective. The drafted questionnaires are posed to the interviewees and their responses noted for evaluation. Apart from the formulated questionnaires, the applicants are given a chance to explain themselves in terms of why they should be considered, what they expect and what to be expected of them in case they are successful.

The duration of this stage is determined by the number of shortlisted candidates and the nature of the interview. Written interviews tend to take shorter duration but limit the scope of explanation of the interviewee to the target response requirement of the question. Oral interviews take long but offer a large platform for information gathering.

Appointment

This is the final stage of a hiring process. After the interview, the hiring panel deliberates on the responses of the applicants and determines the most suitable candidate without any malice, discrimination or whatsoever. It may include calling the provided referees to ascertain the personalities of the applicants. Applicants who do not meet the standards of the panel are rejected and subsequently informed of the decisions with or without the reasons behind the panel’s decision (Bohlander & Snell, 2011).

The panel shows appreciation to the applicants for their interest in the vacancy and effort to attend the interview. This might take a maximum of 48 hours or more depending on the organization. The interviewing panel then hands over the list of candidates considered for appointment to the human resource manager (Muchinsky, 2012).

Once the human resource manager receives the names of those recommended. He informs them as well as when to report to duty. In most cases, this is done through an appointment letter or a phone call. In some organizations, one is required to report for duty on the following day after notification.

Hiring by interviewing recruits from a recruiting firm in most cases offers the organization the best choice of staff. I will recommend the need to work with recruiting companies in case of any vacancy so as to reduce the chances of hiring less competent employees.

References

Bohlander, G., & Snell, S. (2011). Managing human resources. Independence, MI: Cengage Learning.

Fine, S. A., & Cronshaw, S. F. (2010). Functional Job Analysis: A Foundation for Human Resources Management. Mahwah, NJ: Erlbaum.

Heneman, H. G., & Judge, T. A. (2009). Staffing Organizations (7^th Ed.) Middleton, WI: McGraw Hill.

Muchinsky, P., M. (2012). Psychology Applied to Work. Summerfield, NC: Hypergraphic Press, Inc.

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