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HRMT 19014 – HR Planning, Recruitment & Selection – Term 2, 2019 Assessment 3 Individual Presentation Due date 14th October, 2019, 11.45 p.m. (AEST) Weighting 35% Length 10 minutes Learning outcomes 1, 2, &4 Graduate attributes 1-4 & 6-8 Format Presentation, APA style referencing Task This task requires you to read a business scenario (provided at the end of this document) and make a 10 minute individual recorded presentation. You may opt for PowerPoint voice-over or similar software application in this process. The marker should be able to see the presenter to assess presentation skills. In your presentation, you should assume that you are the HR manager of Sportsworld (the organisation referred to in the case) and make a presentation to the CEO, addressing the following: • Critical analysis of the current situation, • Identify potential business, ethical, and legal considerations, • Provide recommendations for Sportsworld, • Incorporate a minimum of five (5) peer reviewed journal articles to justify your points. Marking Criteria Introduction (10%) - Introduction of the task and content (as the HR Manager) Analysis and application of knowledge (25%) - Critical analysis and demonstration of relevant knowledge. Addressing all parts of the assessment (i.e. presenting business, legal, ethical issues and recommendations) Presentation delivery (25%) - Clear articulation and presentation of ideas. Demonstrates professionalism. Conclusion (10%) - Clarity and conciseness of conclusion with appropriate references to presentation task and content. Visual aids (20%) - Competent and appropriate use of visual aids. References (10%) - Appropriate use of referencing to justify your points. Consistent use of APA style of referencing. Late penalty : Applied according to policy [-5%× 35 = -1.75 marks/day] Plagiarism NOTE: Copy detection software (TurnitIn) is used in this course and work found in contravention of the copying and plagiarism rules will be investigated. Severe penalties apply in the case of proven instances of copying, plagiarism and academic dishonesty. Policies and Procedures for Assessment You should familiarise yourself with the following policies and procedures at http://policy.cqu.edu.au: • Assessment and examination policy and procedures • Assessment of Coursework Policy • Assessment of Coursework Principles • Assessment of Coursework Procedures You can also find useful information pertaining to assessment submission and support services on the CQU website: https://www.cqu.edu.au/student-life/new-students The School of Business and Law generally uses the APA (Author/date) style of referencing. More information on the styles used by various schools can be found at https://www.cqu.edu.au/student- life/services-and-facilities/referencing/cquniversity-referencing-guides http://policy.cqu.edu.au/ https://www.cqu.edu.au/student-life/new-students https://www.cqu.edu.au/student-life/services-and-facilities/referencing/cquniversity-referencing-guides https://www.cqu.edu.au/student-life/services-and-facilities/referencing/cquniversity-referencing-guides http://webfuse.cqu.edu.au/Assignment_Extension/ HRMT 19014 – Human Resource Planning, Recruitment & Selection Term 2 – 2019 Illustrative case for Assessment 3 Jodi has been appointed as HR Manager for Sportsworld, which operates a chain of sporting goods stores. Not long after she begins her role, the CEO summons her to discuss a performance management issue concerning of one of the company’s store managers, Andrew. The CEO expresses his concern that Andrew’s store, once one of the most profitable, has been underperforming ever since he was appointed a year ago and continues to lose money. He is also concerned by the fact that the store now has the highest staff turnover rate in the company, and the highest level of complaints by the customers. Andrew is due for his annual performance appraisal, and the CEO asks for Jodi’s advice as to how he should address Andrew’s poor performance. Jodi looks up Andrew’s personnel file and surprised by the lack of documentation surrounding his initial appointment. Indeed, there only seems to be a copy of his application and CV, and the signed offer of employment. It is not evident from the file exactly how Andrew was recruited. Further investigation revealed that Andrew has submitted an unsolicited application at a time when there happen to be a store manager position about to open-up. The then HR manager had been impressed by Andrew’s application and CV and invited him in for an informal interview. Andrew had apparently come across as a very professional and personable individual and given the he appeared to have a strong background in retail management, the HR manager had recommended to the CEO that he be appointed to the position, thus saving the company time and money that a formal recruitment and selection process would cost. Jodi is concerned at the lack of a thorough recruitment process and decides to contact some of Andrew’s previous employers. It only takes a couple of phone calls to reveal that Andrew has somewhat chequered background. His previous employer has dismissed him for the poor financial performance of the store he managed. The one before told Jodi that, apart from presiding over a significant financial loss, Andrew had also been the subject of a formal grievance by an employee, alleging sexual harassment. He had resigned before the grievance was dealt with and so it was never pursued. Several employees came forward with stories of Andrew’s rather abrasive management style and his tendency to disappear from the store for hours at a time. Alarm bells are now ringing for Jodi. Clearly, the man should never have been employed. This unpleasant scenario is an example of how quick and dirty recruitment and selection process can back fire. Adopted from Haasbroek, G.D., Poisat P., Sono, T., and Schultz H.B. (2017). Human Resource Management (2nd edition), Oxford University Press, Victoria , pp 237. Presentation activity Assuming that you are the HR Manager of Sportsworld, make a 10 minute presentation to the CEO, addressing the following: • Critical analysis of the current situation, • Identify potential business, ethical, and legal considerations, • Provide recommendations for Sportsword, • Incorporate a minimum of five (5) peer reviewed journal articles to justify your points. HRMT 19014 – HR Planning, Recruitment & Selection – Term 2, 2019 PowerPoint Presentation Week 2: The Recruitment process HRMT19014 HR Planning, Recruitment & Selection Learning Objectives On successful completion of this material, you will be able to: Define recruitment, Understand business case for recruitment, Understand the process of recruitment, Identify the requirements and challenges for recruitment, Identify alternatives for recruitment. 2 Recruitment defined Recruitment is the process of attempting to locate and encourage potential applicants to apply for an existing or anticipated job opening (Compton et al., 2014). It is about sourcing the right person at the right place in the right time at the right price. Aims to find the widest pool of applicants to provide the greatest opportunity to select the best people for the required roles in an organisation. Establishing the business case for recruitment Not simply a replacement. Each recruitment exercise is an opportunity to analyse the job and update the position description and person specification (covered in Week 4) You want to create a ‘pool’ of potential applicants that are; appropriately qualified or near qualified; skilled; and experienced. Establishing the business case for recruitment Your pool should be aware of your organisation’s business objectives and culture. You can communicate your culture in a number of ways; strategic planning documents; annual reports; social media; and word of mouth. Suggested key question to consider before proceeding with recruitment What is the purpose of the soon to be vacant job? What are the needs of the team that work around and with this position? How can the job be redesigned and improved to ensure the successful candidate does not want to leave the position? What is the right job-fit for the successful person in the position? Does the job record of the incumbent tell us anything? Is their a hire for this job already within the organisation? Recruitment in organisational context The main aim of recruitment is to ensure that the organisation is adequately and effectively staffed at all times and can meet (and often exceed) its strategic objective, mission or plan. Recruitment can no longer be conducted in isolation from other processes of the organisation. It should be linked to the overall business plan Should consider future needs of the organisation, new directions new products and services new technologies expansion or contraction mobility and flexibility of workforce Human resource planning and recruitment Recruitment has to be based on job design and analysis. It serves as the basis for selection, training and development, career advancement, and rewards. When preparing for recruitment, should refer to the HR plan to ensure that recruitment decision is aligned with short and long term HR requirements (i.e. competencies, diversity) of the organisation. Recruitment process Preparing to recruit Does the organisation need to recruit? Does the organisation know what they look for? Are the selection criteria valid? Who should do the recruitment? Sources of employees Where can we locate applicants? Will one method be better than the other (based on generational differences)? Use of consultants Should recruitment consultants be used? What should the organisation look for in consultants? Legislative aspects Not to breach legislation (e.g. equal employment opportunity, workplace relations, privacy) Recruitment process cont. Advertising What to be communicated Choice of media Methods of application Should there be an application or just the resume? Should information be submitted, emailed, faxed or posted? Special applicant categories Special consideration for people with disabilities or indigenous background Interactive stages Recruitment is not isolated – linked to other organisational functions and activities. Exchange of information between recruiter and recruitee Recruitment process Recruitment Funnel Source: https://www.talentlyft.com/en/blog/article/45/buying-a-recruiting-tool-identifying-recruiting-goals-and-challenges A checking system for recruitment requests Is there a genuine need to fill the position? How does the appointment fit budget? Is there a high turnover in the department? why? Is the request a symptom of unforeseen expansion? Is there someone in the organization who could do the job? Are there award or enterprise agreement provisions that require specific recruitment action? Is the apparent need for recruitment a sign of other problems? Requirements for effective recruitment A complete position description and the number of the position where job classifications exist The person specification, educational level, past experience, relevant personal characteristics Anything else that is relevant Selection criteria flows from the position description and person specification Who should recruit? Depends on size of organisation, level of position Small organisations may not have a dedicated HR officer Supervisor or Human Resource Officer Supervisor knows position requirements HR officer knows recruitment policy, procedure, and related legislation Executive appointments Involved a team of recruiters Agencies/consultants Shortlisting of candidates carried out by agencies or outside consultants Challenges for effective recruitment The need to make a Speedy Hire Examine recruitment tools and streamline the process Not having enough resources Increasing recruitment budget is