HUMAN RESOURCE

MANAGEMENT
FINAL PROJECT

BBSUL (BSB)
MBA 3.5 (REG # 35)

Shiraz Soomro
Shirazsoomro91@gmail.com
 QUESTION NO. 1
Prepare a report on relationship between organizational trust and job satisfaction from the
research articles published on google scholar.

Introduction
Social scientists consider trust as an effective factor in the organizational complex, and see it as
crucial for inter-organizational collaboration. Trust in organizations is useful for creating a
culture in which collective goals are important for the expansion of collaboration within
organizations (Chathoth et al, 2011, 233). Trust reduces the cost of exchanges, affects
interactions among individuals, and undermines the shakiness of cooperative behaviors (Ranca
& Iordanescu, 2013, 437). Researchers believe that organizational trust is an important factor in
promoting collaboration in an organization that ends with progressive behaviors and
performance outcomes (Lee et al., 2013, 408). Job satisfaction is one of the most important
factors that increases the efficiency and satisfaction of the individual, as well as the success of
the job.
One of the problems of today's organizations is the lack of trust between employees and
managers. In organizations, especially government agencies, there is a significant gap between
employees and management and the demands of the two. As a result of this gap, decisions are
usually faced with executive problems. Because employees are demonstrating stubborn
decisions, they also do not trust employees and do not trust them in the decision-making
process, and this creates a climate of distrust in the organization (Moghimi, 2011, 43). The
result of distrust will be the emergence of behaviors such as rumors of overthrow, controversy,
politics, and misery in the organization. It takes energy from organizations and increases costs.
In such an organization, talking about topics such as self-management and self-control,
cooperation, creativity, and comprehensive quality management are useless; and most
attempts to increase productivity will not yield a desirable result. Because achieving the goals of
the organization requires the cooperation of its members with each other, the most important
way is to facilitate cooperation, mutual trust among the employees, as well as trust between
the employees and the managers of the organizations (Abtahi, 2012, 98). In this regard, the
issue of employee job satisfaction is also important because sometimes due to the lack of
confidence in the organization and the lack of job satisfaction, employees are looking to leave
the organization and seek a different job. For this reason, attitudinal studies can be a valuable
tool for better understanding of managers from employees in the organization. Considering the
importance of these two attitudes, organizational trust and job satisfaction, in this research, the
researcher explains the relationship between organizational trust and job satisfaction.
Therefore, this research can identify the status of organizational trust and employee's job
satisfaction and design and implement the necessary plans to increase these characteristics. In
fact, with the help of this study, the officials of the Agricultural Bank could offer some measures
to improve the job satisfaction of their employees and increase their sensitivity to this work.
Trust means the beliefs that individuals have about the future behavior of the opposing group.
There are three broad streams of trust literature: first, inter-organizational trust; that is, as an
intra-organizational phenomenon, such as trust between employees and supervisors or
managers, or among colleagues. Second, trust between organizations, an inter-organizational
phenomenon, and third, trust between their organizations and their customers, which is a
marketing concept (Shirazi et al., 2012). Organizational trust is a mental state in which a person
tends to accept vulnerability to another and based on positive expectations of another's
behavior; and also having positive and reliable expectations about other motivations given that
the trusting person places himself in a position of danger (Bluhm, 2014, 105).
Organizational trust is divided into two dimensions of trust between the individual
(communicative) and the impersonal. Personal trust can be divided into two dimensions.
Horizontal trust relates to trust between employees and vertical trust that relies on trust
between employees and their managers. These credentials are based on qualifications,
benevolence or credibility. The impersonal type of organizational trust refers to institutional
trust and refers to the trust of members in the organization's strategy and outlook, its business
competence and technology, fair structures and processes, and human resource policies of the
organization (Ellonen et al., 2008).

JOB SATISFACTION
Job satisfaction, an unquantifiable measure, is described as a positive emotional reaction that
you feel when you do your job or when you are at work. Leading companies are now seeking
to quantify this sensation, with worker satisfaction assessments being a standard of most
workplaces.
It is important to note that job satisfaction ranges from employee to employee. In the same
workplace, with the same circumstances, variables that make one employee feel comfortable
about his or her career can not relate to another employee. It is also important to provide a
multidimensional approach to employee happiness, spanning the following areas:
 The demanding essence of jobs, bringing workers to new heights
 The level of comfort (short trips, access to the right technology platforms and flexible
hours)
 Daily recognition of the immediate management and the company as a whole
 Reasonable salaries for workers to retain a decent quality of life
 Guarantee of career development in accordance with the personal advancement goals
of employees
 10 FACTORS THAT DETERMINE EMPLOYEE’S SATISFACTION LEVEL

There is no concept of job satisfaction, and the variables leading to that will depend on the
essence of your workplace. For eg, a happy worker in the manufacturing sector looks different
than a happy software developer. There are, however, ten attributes that a workplace that is
oriented towards employee well-being and productivity would have in common.

Does your company care about its employees?

Note, treatment is not enough – to express this service frequently to staff through
newsletters, promotions, indirect praise, paid benefits, and other means of contact.
Companies with a high degree of worker satisfaction, such as Google and Starbucks, often
feature employee engagement and productivity stories as part of their communication
approach.

Does the workplace have room for employees to engage in their hobbies?
Today, most of us spend a large portion of the week at work, but that doesn't mean we want
to neglect our passions or personal interests.
Workplaces where workers have enough spare time to read a book, to catch up with news,
to have a nice lunch, for example – and where such activity is not perceived to be calming –
may increase work satisfaction.

What is the average interval between promotions?

The new market climate is fast-paced, and staff can turn to greener pastures if rewards are
not forthcoming.
A strong rule of thumb is to maintain the gap between executive promotions below the
average job length. For example, if workers remain with the company for an total of five years
and two months, raises can be arranged for at least two years. If such transfers are not
necessary, include cross-training opportunities and allow each employee a chance and
experience new positions within the company.
Most specifically, educate your staff about promotion practises in your organisation so that
they know what to expect and what to expect.

Do employees feel respected by their peers?

The workplace where workers are constantly criticized or under some sort of investigation is
primed for discontent. You may identify their frustration through one-on-one interactions
with workers, or through confidential data obtained from employee satisfaction surveys, and
then take necessary steps to enhance their experience in this field.
Is there a culture of two-way feedback?
Employees require daily feedback (both positive and constructive) to realise they are on the
right track.
They still want to express their thoughts with managers / HR / Senior Management to lead
the future of the business. This two-way input culture is important to preserving employee
happiness. It is twice as important for you to act on the input you get.

Where do you stand on the issue of work-life balance?

Companies would strive to create a high-performance non-toxic community where success is
not prioritized above well-being. Positive work-life balance is an important part of this.
According to Udemy 's 2019 Occupational Satisfaction Survey, the work-life balance brings
value to the jobs of 37% of professionals. Compulsory work-from - home days, compensated
time off and flexible work benefits are perfect ways to help workers do this.

How do employees rate their relationships with their reporting heads?

We've always learned the axiom that workers don't leave their jobs, they leave their
supervisors. And this is supported by research – the Gallup survey showed that 75% of
voluntary unemployment can be traced to the actions of immediate managers, not to the task
itself.
Again, tailored work satisfaction assessments (implemented on a team-by-team basis) will
help to sort this out.

Does your organization follow fair and inclusive policies?

Diversity and diversity at the workplace have a positive effect on the bottom line of
companies, while at the same time enhancing the community and working climate within the
organization. By maintaining fairness to all the workers, regardless of age, ethnicity or
disability, you will raise the overall level of satisfaction around the company.
In other words, work fulfilment should not be limited to a small few – everybody, around the
organization, should enjoy the same degree of well-being.
Can employees nurture their creative instincts in their jobs?
Although this varies on the particular business area, workers must not be stifled when they
display a sense of innovation in their work.
Indeed, learning and growth programs should be used to improve imaginative capabilities,
make the business more competitive. Otherwise, you risk getting a population that seems
unheard of, with the same restrictions put on them over and over again.

Do employees feel secure about their role?

Employment security is also a significant concern as technology complements current systems
and automation challenges legacy operating models. As a future-oriented boss, you need to
clarify explicitly how the position of the employee will change over the years and equip them
for this change.
Employees do not feel uneasy in their work – you can guarantee this by ensuring a clear flow
of contact with frontline workers and senior management.
Apart from necessities such as wages, employment insurance and job facilities, these ten
aspects go a long way to enhancing or adversely affecting employee happiness. And here's
why you can't afford to have workers who are unhappy.

5 REASONS WHY JOB SATISFACTION IS IMPORTANT

While consciously focusing on job satisfaction, you end up with workers who are more
motivated, more interested and willing to walk the extra mile. This supports the business in a
variety of ways.

Satisfied employees translate into satisfied customers

If workers are dissatisfied at work, the odds are that this would be mirrored in their
experiences with the client. Contact centers, in particular, cannot afford to have disgruntled
workers – this is likely to show in every word they utter and every initiative they work on.
Also in non-customer-based occupations, low satisfaction may lead to process failures – for
example, higher manufacturing failure rates and weak software development code. That's
why employee loyalty is important to customer-centric businesses.

Voluntary turnover will come down

Often, restructuring can be beneficial for companies, as it adds new talents to the enterprise.
However voluntary turnover is different – you risk losing top talent that you've carefully
educated over the years.
Also, this talent takes tribal awareness as soon as it leaves the business, which may intensify
the market for the goods and service offerings. In the other hand, happy workers are less
likely to resign.

You increase the chances of referrals

Employee referrals are the most effective recruiting tool, bar none. Jobvite's study showed
that referrals accounted for 7 per cent of all submissions, but for an incredible 40 per cent of
all workers. Workers who are happy with the working conditions and salary levels are far more
likely to recommend their mates than disgruntled employees.
Non-compensation related considerations make up a significant portion of this advantage,
since employers can analyze several considerations before selecting anyone else.

Satisfaction is directly linked to your productivity

Employees are more likely to put their best to work every day in a healthy working
atmosphere. For example , studies by the Social Business Foundation and the Centre for
Competitive Advantage in the World Economy (CAGE) of the University of Warwick showed
that satisfied workers are on average 20% more productive than unhappy employees.
There is also a secondary explanation for this – high-satisfaction workplaces offer priority to
employee well-being. They are also more likely to look after themselves and resolve stress /
burnout / health problems before they have an impact on their job.

In the long term, you can dramatically reduce HR costs

Usually, you need to manage all fixed and variable costs as part of your HR schedule. Low
satisfaction might dramatically reduce the variable component of this equation – disgruntled
workers need tailored surveys, advanced learning and growth, additional job assistance, and
could potentially contribute to re-hiring and retraining costs in the event of turnover. All of
this requires you to commit more than you thought.
By making work satisfaction a focus for your company, you will keep ahead of the curve to
ensure that no unprecedented problems occur due to low satisfaction.
As a result of these incentives, more and more companies are engaging in work satisfaction
programs. And this has had a huge effect on employee satisfaction, as seen in the following
figures.

CONCLUSION

Detailed research has found that the correlation between employee satisfaction and
organizational performance is higher than the correlation between occupational efficiency
and work satisfaction. Job satisfaction may be seen to assess organizational success more
firmly than organizational performance defines employee satisfaction. In favor of this point,
the empirical findings of this report have shown that the majority of employee satisfaction
indicators have had an effect on organizational success.
This is rational, given that corporate progress is something that workers usually do not have
the ability to truly know or personally experience the beneficial results of. Effective
organizations are not obligated to provide staff with any extra rewards or advantages
resulting from corporate performance. In practice, employees always earn the same salaries
and other forms of compensation, regardless of how good an organization is. This statement
may clarify the poor link between organizational success and work satisfaction.

REFERENCES
 http://www.bookpump.com/dps/pdf-b/1123523b.pdf
 http://www.emro.who.int/emhj-volume-25-2019/volume-25-issue-9/organizational-
trust-employee-commitment-and-job-satisfaction-in-turkish-hospitals-implications-for-
public-policy-and-health.html
 https://www.researchgate.net/publication/282870358_Organizational_Trust_and_Job_
Satisfaction_A_Study_on_Hotels/link/5620f50808aea35f26805045/download
  http://mgmt.iaufb.ac.ir/article_669128.html#:~:text=The%20results%20of%20this
%20study,and%20job%20satisfaction%20of%20employees.&text=Therefore%2C%20in
%20general%2C%20increasing%20job,many%20benefits%2C%20including%20employee
%20productivity
 https://search.proquest.com/openview/9c8190aa1767aec0f251f68961eb521e/1?pq-
origsite=gscholar&cbl=36482

 https://www.researchgate.net/profile/Serif_Demirdag/publication/282870358_Organiz
ational_Trust_and_Job_Satisfaction_A_Study_on_Hotels/links/5620f50808aea35f26805
045/Organizational-Trust-and-Job-Satisfaction-A-Study-on-Hotels.pdf
 https://www.tandfonline.com/doi/full/10.1080/1331677X.2016.1163946

Question No. 2 (a)

Role of Organizational trust in Human Resource Management.
Developing trust in the workplace is a key organizational predictor of performance. Many
organizations have stumbled and even failed outright where a lack of trust, doubt and suspicion
have grown between the leadership, management and employees. Previous studies have found
that mistrust in the workplace predicts high turnover rates, increased absence through sickness,
lower levels of productivity, performance and employee satisfaction.
Understanding the process of developing trust in the workplace is therefore incredibly
important. An interesting study recently published looks at developing trust in the workplace,
how this is linked to performance and what role of HR has to play in this process.
The 3 factors which create a lack of trust:
Three factors in particular were found to create low levels of trust and to restrict developing
trust in the workplace:
 Low involvement in decision making
 A lack of opportunity to be able to evaluate and give feedback to the organization on
the effectiveness or otherwise of their performance appraisals and
 Excessive control by management and managers not listening.
What helps with developing trust in the workplace
The study, a meta-analysis, found that there a series of factors which aid developing trust in the
workplace. These include:
 Co-dependency where the managers and employees depend on each other to get the
job done
 Mutual respect
 High levels of engagement, particularly in decision-making
  Open communication
 Fairness, particularly in appraisals
 Being part of a high performing team
 Delegation of responsibility
 Equality of the distribution of resources
 A focus on relationship building
The role of HR in developing trust in the workplace
The researchers further found that trust tended to increase in organisations where Human
Resources functions have as an explicit aim of helping people to develop trust. In particular the
study found that where HR functions explicitly focus on helping to develop:
 Open communication
 Fairness in appraisal
 Delegation of responsibility
 Equal distribution of resource
 Equitable treatment
 Relationship building
 trust factors increase significantly.
HR strategy for developing trust in the workplace
The study identified that where HR functions have a three pronged strategy for developing
trust, there is a significantly increased likelihood the organisation or company will also increase
the levels of trust across the board. HR functions should explicitly and overly target developing
trust:
 Within and throughout their own function first
 Then between themselves and the managers and employees and finally
 Help to facilitate the creation of these dimensions between the managers and
employees themselves.
The researchers identified that: “a low level of trust affects their individual performance, team
performance, the level of commitment and the engagement they have.”
REFERENCES
 https://www.tandfonline.com/doi/abs/10.1080/09585190500239135?
mobileUi=0&journalCode=rijh20
 https://journals.sagepub.com/doi/full/10.1177/1059601117725191
 https://www.oxford-review.com/blog-developing-workplace-trust/
 https://www.researchgate.net/publication/321108615_The_Mediating_Effect_of_Orga
nizational_Trust_on_Human_Resource_Management_and_Affective_Commitment
 https://link.springer.com/chapter/10.1057/9780230349421_9
 QUESTION 2 (B)
What is job satisfaction and how it can be achieved through training and development,
succession planning, compensation and benefits?
Employment satisfaction or job satisfaction is a measure of the satisfaction of employees with
their jobs, whether or not they enjoy work or particular elements or dimensions of employment,
such as the quality of work or management. Employment satisfaction can be assessed in
cognitive, emotional and behavioral elements.
Researchers concluded that employee training has a positive impact on job satisfaction; such as,
increasing productivity where employers and employees were able to contribute their
performance through employee training and share the benefits from training.
Succession planning focuses on employee development and retention. Job satisfaction and job
engagement are two important components that provide actionable insights into the
workforce. The final results indicated a positive correlation between succession planning and
job engagement and job satisfaction independently. The value employee training as a
compensation and benefits packages has increases the performance human resource outcomes
normally increases the performance, satisfaction and productivity also stay there and
attracting. The perception of employee about the organization benefits policy.
References
 https://www.toolbox.com/hr/engagement-retention/articles/what-is-job-
satisfaction/
 https://www.longdom.org/articles/the-relationship-between-employee-training-and-
development-and-job-satisfaction-in-uganda-management-institute-an-empiri.pdf
 http://www.iosrjournals.org/iosr-jbm/papers/Vol17-issue4/Version-
4/B017440513.pdf
 https://www.researchgate.net/publication/304337626_Succession_planning_job_eng
agement_and_job_satisfaction_the_missing_link#:~:text=Succession%20planning
%20focuses%20on%20employee,actionable%20insights%20into%20the
%20workforce.&text=The%20final%20results%20indicated%20a,engagement%20and
%20job%20satisfaction%20independently
 https://scialert.net/fulltext/?doi=rjbm.2017.80.90#:~:text=Mangi%20et
%20al.&text=revealed%20that%20compensation%20has%20optimistic,provided%20to
%20the%20institutions24
 QUESTION 2 (C)
How Organization concern for employee impact organizational trust?
Rooted in the notion of social exchange, the organizational-concern view proposes that
employees tend to show more organizational trust because their organizations have looked
after them by giving them satisfying jobs, fair treatment, inspirational leaders, interesting work,
and so on.
As we know that Organizational trust is defined as an employee's feeling of. confidence that the
organization will perform actions that are beneficial, or at least not therefore, if Organizations
keep employees concern at priority there will be greater enhancement in Organizational Trust
which is beneficial for the organization.
REFERENCES
 https://ir.uiowa.edu/cgi/viewcontent.cgi?
article=1799&context=etd#:~:text=Organizational%20Trust%3A%20%E2%80%9CThe
%20global%20evaluation,beneficial%2C%20or%20at%20least%20not
 https://onlinelibrary.wiley.com/doi/pdf/10.1111/j.1559-1816.2010.00625.x
 https://getlighthouse.com/blog/organizational-problems-root-cause-fix/
 https://www.shiftcomm.com/insights/5-tips-for-overcoming-challenges-in-company-
growth/
 https://www.indeed.com/career-advice/career-development/management-challenges
 QUESTION 2 (D)
Does individual identification impact organizational culture
Individual identity is the concept you develop about yourself that evolves over the course of
your life. This may include aspects of your life that you have no control over, such as where you
grew up or the color of your skin, as well as choices you make in life, such as how you spend
your time and what you believe.
The performances of employees are influenced by the degree of identification they attach with
the organization. Employees who identify themselves with the organization are likely to be more
motivated to work and achieve the organizational goals.
The identity orientations of majority and minority individuals link to cognition, affect, and
behavior of members of each group, as well as to diversity-related organizational outcomes.
Activating a relational identity orientation may promote benefits and inhibit disadvantages
associated with diversity.
REFERENCES
 https://study.com/academy/lesson/what-is-personal-identity-definition-philosophy-
development.html#:~:text=Personal%20identity%20is%20the%20concept,time%20and
%20what%20you%20believe
 https://www.jstor.org/stable/259264#:~:text=the%20identity%20orientations%20of
%20majority,inhibit%20disadvantages%20associated%20with%20diversity
 https://core.ac.uk/download/pdf/145015339.pdf
 QUESTION 3

STRATEGIC MANAGEMENT PLAN FOR COMPANY

What Is a Strategic Plan?
To understand strategic planning, we need to first define a strategic plan. A strategic plan is a
strategy that’s devised to achieve overall goals set by a business, accounting for resources,
market restrictions, stakeholder demands and more. A strategic plan sets its sights on the
future, where the business wants to be, not where it currently is. This means having to step back
from the day-to-day operations of a business.
Which Businesses Need Strategic Planning?
Strategic planning is a key function for any business that wants to remain vital and successful.
However, it is likely most important for growing businesses. Growing a new business is full of
risk, but knowing where the business is going and how it’s going to get there is a way to
mitigate that risk.
If businesses are successful in growing, then as their operations become more complex, their
strategic plans will have to respond by getting more sophisticated. Continuous growth is
difficult, but a strategic plan can help make it more accessible to rally the leadership and
resources necessary to support it.
What’s the Difference Between a Strategic Plan and a Business Plan?
A strategic plan is a type of business plan, but there are distinctions between the two. Whereas
a strategic plan is for implementing and managing the strategic direction of a business, a
business plan is more often the document that starts a business.
Key Components of a Strategic Plan
To create a strong strategic plan, one must first have a strong understanding of the business
that is to expand. How does the business work? Where does the business stand in relation to
competitors in the marketplace? Therefore, a strategic plan is built on the bones of the
following three foundational elements.

1) Where Is the Business Now?

Gather as much information on your business as possible. This includes internal
operations and what drives its profitability. Compare the business to competitors and
note the similarities and differences in detail. This isn’t a day-to-day operational study,
but a broader one that looks at the business in context to itself and its environment. But
 don’t go crazy; stay realistic in terms of your goals. Be detached and critical in your
analysis.

2) Where Do You Want to Go?

Now it’s time to decide what your top-level objectives are for the future. Start with a
vision statement, objectives, values, techniques and goals. Look forward five years or
more to forecast where you want the business to be at that time. This means figuring
out what the focus of the business will be in the future. Will that focus be different than
it is now, and what competitive advantages do have you in the marketplace? This is
where you build the foundation and motivate the change you want to grow.

3) How Can You Get There?

Once you know where you are and where you want to go, it’s time to draw the line that
connects them. What are the changes to structure, financing, etc., that are necessary for
the business to get there? Decide on the best way to implement those changes, the
timeframe with deadlines and how to finance it all. Remember, this is looking at the
business writ large, so consider major endeavors such as diversification, existing growth,
acquisition and other functional matters.
How to Develop a Strategic Plan?
Once you’ve answered the above questions and have a way to achieve the long-term goals laid
out in the strategic plan, the next step is making sure you have the right person to manage all of
its moving parts. They must be analytical, a creative thinker and able to grasp operational
detail.
That doesn’t mean the strategic plan is led by one person. It’s best to not do it alone; seek other
opinions. The people in your organization, from bottom to top, are all great resources to offer
perspectives from their standpoints. Don’t forget to take in the advice of stakeholders, including
customers, clients, advisors and consultants.
The Structure
In terms of structuring the plan, there are many ways to do so. But whatever structure you
decide on, be clear in advance, so everyone knows how the strategic plan will proceed.
Communication is critical. People must be aware of what is expected of them. The best way to
do this is by creating a planning document in order to get the process right. Not only that, it
offers a space in which you can collect all the details of the strategic plan. It should include a
consensus of those involved with drafting the strategic plan, be supported by the key decision-
makers and acceptable to other stakeholders.
The Business Owner
Don’t overlook the future role of the business owner. That person might have to change what
they’re responsible for. For example, they might focus on a smaller number of responsibilities or
solely on the strategic plan, while another takes over the day-to-day operations.

The Location
The location of the business is another consideration not to lose sight of. Relocation can offer a
real competitive advantage. Small businesses might be located at the convenience of the owner,
but as they grow it often serves the business to locate closer to its customer base.
Ownership Structure
Then there’s the ownership structure. As the business grows, the old structure might no longer
suit the greater range of the business. The owner might have to give up power in exchange for
equity in the business to allow it to have the leadership it requires to respond to the new
business environment.

QUESTION 4
What is personnel planning and recruiting?
Personnel planning and recruitment is one of the most essential activities that human resources
department engages in any organization, and in order to plan organization's human resources
requirements in both short run and long run, the organizations have to makes chooses and
careful selection to have the best candidates that might be an asset to the organization.
However, this paper highlights personal planning, the procedure for planning Organization's
human resources requirements, and subsequently recruitment process. Finally, the paper
focuses very briefly on the challenges that HR managers are facing in the 21st century.
PERSONAL PLANNING
The objective of human resources planning is to ascertain organization's human resources
needsin the long run and short run, and that the organization has the right type of employees
required with the right time, right skills and with the right numbers. Human resources planning
can categorically be two forms, Short term HR planning and long-term HR planning.
STEPS FOR PERSONAL PLANNING
The following are the essential steps for planning organization's human resources
requirements; HR planning should however be line with Organizational Objectives and
Strategies, the following are the key steps for planning organizations' personnel planning:

 Scan External environment for Changes affecting labor supply.

 Analyze Internal Inventory of human resources Capabilities.
 Forecasting.
  Survey of People Available.
 Human resources strategies and plans.
 Organizational Need for People.
RECRUITMENT
Good staffing and selection of qualified employees continues seems to be the greatest obstacle
that many organizations experiencing this generation in order to look for, attract, train
potential employees in order to make the organization's mission successful.
Recruitment Guidelines
 Vacancy identification
 Complete paper work to begun recruitment
 Approval to begin recruitment
 Submit to HR
 Review
 Create job announcement
 Approval of job announcement
 Job posting
 Application
 Selection
 Notification from work force planning
 Screening
 Interview
 Completion of selection
 Review of selection
 Reference check
 Offer of employment
 Appointment letter
 Applicant notification
Steps in recruitment process
 Staff Plans.
 Develop job analysis.
 Write job description.
 Job specification development.
 Know laws relating to the recruitment.
 Develop recruitment plan.
 Implement recruitment plan.
 Accept application material.
 Selection process