CASE STUDY NO.

AZTEC INDUSTRIES RECRUITMENT POLICY

Table of contents

I. Introduction………………………………………………………………………...3

II. Identify and analyze the problem of the Aztec Industries……………………..7

III. Problem solving and recommendations for HRM John Blair………………….9

IV. Conclusion………………………………………………………………………….18

V. References………………………………………………………………………....19

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 I. Introduction

Recruitment and selection are not only fundamental but also a critical activity of

Human Resource Management, since it is the primary method of recommending

talents to firms and organizations. In an era of growing global competitiveness,

high-level individuals are critical to the survival and development of businesses and

organizations. As a result, as eligible management, determining which strategy to

recruit and select is most relevant for their firm becomes extremely crucial.

This assignment will argue about the necessary principles which the recruitment and

selection process should have and what key points should be focused on by HR

managers. Furthermore, several suggestions and measures could be provided to

Blair, the HR manager of Aztec Industries, to decide on which approach is most

appropriate for their organizations.

When the HR department concludes that a new candidate is needed to fill a vacancy,

policies must be devised to evaluate whether the applicant should be hired internally

or externally based on the position description and requirements.

Approaching the internal labor market will be separate from reaching the external

labor market, and thus HR managers will need to devise policies that are suited for

advertising the new vacancy in the labor market chosen, while carefully adhering to

the key principles of Employment Law from the beginning stages of recruitment. As a

result, line managers must demonstrate a duty of care, be reasonable, and make

judgments based on natural justice, while avoiding prejudice in the job advertisement

and selection process.

1. Context of recruitment and selection

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The recruitment and selection process is concerned with identifying, attracting, and

choosing suitable people to meet the organization’s human resource requirements.

(Anderson, 2001), it also can be explained like Watson said: “Recruitment and

selection are conceived as the processes by which organizations solicit, contract and

interest potential appointees, and then establish whether it would be appropriate to

appoint any of them” (Watson, 1994).

Hiring the right person in the right place at the right time is crucial to organizational

performance. In other words, 'fit' is the basic factor the HRM should be concerned

about. 'Fit' got more mature from the traditional psychometric view to the social

exchange model. But in the social exchange model, “‘fit’ relates to the matching of

expectations and needs of the individual with the values, climate, and goals of the

organization” (Stephen Bach, 2005).

Recruitment and selection are the two different stages in HRM theoretically.

Recruitment ‘searching for and obtaining potential job candidates in sufficient

numbers and quality so that the organization can select the most appropriate people

to fill its job needs’ (Dowling and Schuler, 1990). And the selection is the next stage

in the employment cycle. It is the process to predict which candidates are qualified

and good for the development of the organization.

So after understanding the context and identifications of recruitment and selection,

making sense of the processes of recruitment and selection is the first stage for the

HR manager’s decision-making.

The significance of a successful selection process begins with collecting all of the

applicant's details from his application form and ends with inducting the candidate

into the organization.

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To be effective and efficient, recruitment and selection processes must be

incorporated into the broader corporate plan. The organization type and strategies

within its life cycle are essential elements in identifying the need for recruiting,

selecting, and developing employment strategies by the needs and demands of the

business.

Human resource planning can ‘provide organizational planners with specifics about

the desired demand for human resources in the business planning period' (Compton

et al, 2009, p9), as well as the capabilities required. Furthermore, the situation in

which the company finds itself at any given time might have an impact on the

recruitment and selection activities.

2. Recruitment process

Job analysis is the initial stage in the organization's recruitment process. It is critical

to collect information regarding the overall nature and structure of organizational

positions. The ‘fit' principle is used to determine if a structure is eligible. Is this

person a good fit for the job, or is this individual a good match for the organization?

What about employee performance and documentation? The answers to these

questions should be discovered all through job analysis.

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This period involved data collection and materials retrial, such as employee

performance appraisal and records, and so on. Job holders' records are a vital factor

that should be concerned as well. Job holders could use interviews, structures,

questionnaires, diaries to record their activities and get information to gain valid job

analysis. Considering the reports from colleagues is another approach within the job

analysis. So those three aspects underlay job analysis in the first stage of

recruitment in organizations.

The next stage is the job description, person specification. Firstly, the function of job

description gives the applicants or recruitment agencies an orientation about the

organizations’ needs. The staff will design the employment contracts and begin to

prepare the selection techniques to ensure the next stage’s normal operation. The

other benefit of the job description for the recruitment process is to provide the

applicants a fair condition without the recruiters’ subjective bias.

The person specification is an important element that should be considered during

the selection process. Following Rodger's seven-point strategy, specification

contains various details such as physical makeup, accomplishments, general

intelligence, unique aptitudes, interests, temperament, and circumstances. Those

seven elements are always employed in modern selection processes, but the

drawback is rigidity, thus organizations are focusing on a set of capabilities as the

most important aspect in person specification.

3. Selection process

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There are three key factors to consider throughout the selection phase:

dependability, validity, and usefulness (Stephen Bach, 2005). The reliability is

included in ‘testee' and ‘tester.' The term 'testee' reliability refers to the value of the

selection technique being consistent over time. In other words, if a selection process

determines a person is passionate, the same result should be obtained throughout

time. The term ‘tester reliability' refers to the fact that the aim of any selection

technique should be well-targeted, the principle of this well-targeted technique

should be trustworthy. The same principle applies to ‘testee' reliability. The most

common sort of validity and usefulness is criterion-related validity.

This research is useful to organizations because it suggests that some selection

procedures are more valid than others and that it is preferable to try and validate the

selection methods employed systematically within a given organizational

environment rather than relying on intuition or secondary data. Unfortunately, the

research also implies that the most valid procedures are not the most popular.

Rather, most businesses rely on the tried-and-true trifecta of short-listing, interviews,

and references (Cook 2003; Millmore 2003).

Shortlisting and analyzing applicants to see if they should be awarded a job are the

two basic approaches for selecting candidates.

A variety of methods can be used to make selection decisions, but the first thing to

note is that the interview remains the most common method, often used alone,

although increasingly combined with additional methods (Shackleton and Newell

1991).

II. Identify and analyze the problem related to the HRM issues

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This process must, as a minimum, identify root causes which the Aztec Industries

are facing. Inability to recruit a sufficient number of subjects within a reasonable time

is recognized as a constant threat to the success of clinical research (Chang 1990,

Mason 1999, Gross & Fogg 2001, Rubin et al. 2002). With the matter that Aztec

Corporation has been awarded a very large Department of Defence contract worth

$15 million.

The last recruitment policy of Aztec Business had the following issues:

Aztec’s growth rate required adding an average of 25 new employees a year.

Associated with the majority of new employees were unskilled and recruited by

advertising in the Herald and the Telegraph newspapers and most jobs were filled on

a ‘first-come, first-served’ basis. Things have changed, HRM Blair has only six

months to manage this project. Furthermore, he has to fill up the vacancies with 200

extra workers who are semi-skilled and skilled.

The basic recruiting and selection hypothesis is that it gives the organization a

competitive advantage through recruitment and selection models. ‘The overall goal

of the recruiting and selection process should be to achieve the number and quality

of personnel required to meet the company's human resource demands at the lowest

possible cost' (Armstrong, 2006, p409). Recruitment and selection can be very

expensive and time-consuming procedures, but if done correctly and properly, these

processes can provide a significant competitive advantage to the organization in the

sector.

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However costly, the benefits of effective and efficient recruitment and selection,

along with appropriate policies and procedures for retention, could outweigh the

costs as well as reduce the costs of high labor turnover. Recruitment and selection in

context the recruitment and selection decisions are affected by different factors

internally, such as “the organization’s corporate planning”, “human resources”, “labor

market conditions” and “economic conditions in general” (Compton et al, 2009, p18).

To accomplish the required number, Blair particularly spends an abundance of time

and budget. Besides, he is facing with following challenges:

- Fast hiring

- It is difficult to retain employees due to large industrial growth.

- Recruitment time is not long enough to consider among candidates.

- Attracting the right employees.

- Creating an efficient employment process.

This actively demonstrates that Blair must discard his prior recruitment course and

carry out an effective and efficient hiring and retention process.

III. Problem solving and recommendations

After identifying the source which Aztec Industries and Blair are confronting, in this

part, solutions, and recommendations will be performed to work out the hiring and

retention process.

1. Recruiting employees

The following are the things that Blair should take into consideration to create an

effective hiring process.

RECRUITMENT PROCESS

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A thorough recruitment procedure is required for a business to conduct effective

recruitment. According to Aswathappa (2005, p.135), five essential stages must be

considered in the recruitment program.

Planning

Planning, according to Aswathappa (2005, p.135), comprises transforming available

job vacancies and related information into well-defined objectives or targets that

must be met. This is accomplished by specifying:

- The number of applicants who will be contacted

- Applicant type

Organizations typically draw a high number of applicants throughout the recruitment

process. The firm receives a variety of answers from people contacted. A certain

percentage, for example, will be unqualified or uninterested. However, the firm's

management team must estimate the number of competent applicants who will fill

the open positions. The sort of contact, on the other hand, refers to who the job

information will be directed to HR managers should make this obvious by describing

the job’s tasks responsibilities, and qualifications. These facts should be provided in

the form of a detailed job description.

Strategy development

Once the type and number of personnel are determined, the human resource team

must decide how to obtain them. Management can employ a variety of tactics. This

requires deciding whether to engage in employee training or recruit experienced

professionals (Aswathappa, 2005, p.135).

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The technique of recruitment must also be determined by the company. Adoption of

technology is one of the most effective techniques that should be considered.

Furthermore, the HR manager must select which labor market has the requisite job

searchers and when to look for the appropriate talents.

Searching

Recruitment should not begin until the HR manager confirms the existence of

openings. When applications are received, the human resources department must

screen them. Communication is essential during the search process. However, care

must be exercised to ensure that the firm's qualities are not exaggerated. To ensure

the effectiveness of the search, the HR manager must assess the reliability of the

media chosen (Aswathappa, 2005, p.135).

Screening

This aids in the removal of undesirable candidates, hence simplifying the recruitment

process. However, caution must be exercised to avoid rejecting qualified individuals.

A comprehensive criterion should be used during the screening procedure. The

criterion should take into account the applicants' knowledge, interests, talents, and

aptitude to do the job.

Evaluation and control

This is significant since large costs are incurred during the procedure. These include,

among other things, recruiter pay, advertising expenditures, administrative

overheads, and the cost of outsourcing. The HR department can identify this

thorough evaluation.

- The application's return rate

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 - How many candidates are qualified for the position?

- The cost of recruiting

- The ability of the selected individuals to retain and perform

RECRUITMENT SOURCE

1. Internal recruitment

Internal recruiting is the process of filling vacancies within a business from its

existing workforce. This is unlike external recruiting when a business looks to

fill vacancies from outside. In a year where the recruitment landscape has

looked very different, internal recruiting can be a great way to fill roles, fast.

Here are some of the main reasons companies might prefer internal

recruiting:

- Reduced time to hire

- Shortens the induction process

- Cost-effective

- Improved employee referrals

The disadvantage of internal recruitment:

- May stagnate the company’s culture

- Increased training costs

- Limited choices

- May leads to workplace hostility

2. External recruitment

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 External recruitment is the process of filling open roles of the company with

applicants, outside the current employee pool.

The benefit of external recruitment:

- Increased conversion rate

- Better quality candidates

- Attracts new skills and inputs

- Bring new business insights and ideas

Some drawbacks of external recruitment:

- Higher risk

- More expensive process due to advertising and interviews required

- Time-consuming

- Possibility of maladjustment

To sum up, everything that has been stated so far, J.Blair should choose External

Source (outsource workers from Sydney) because of the given advantages.

Besides, this is Aztec’s first government contract and certainly, the largest contract

ever won by the company so the workers are required to be semi-skilled and skilled.

This means external recruiting can brings a wide range of outstanding candidates to

help the company run this project successfully.

There are several methods of recruitment for finding candidates outside of the

company. The following are common external sources of recruitment.

1. Job posting

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 Post the job opening on the top job boards to recruit external candidates. The

job advertisement should include a detailed description including the skills and

qualities that the company is looking for. Blair should consider job board

integration with Aztec’s website and applicant tracking system. The applicant

tracking system will organize candidates who apply through the job board.

2. Social Media

Blair can use social media recruiting to find outside candidates. If a job seeker

has never worked for the business, he/she will need to build trust with them.

He/she should interact on social media consistently to form relationships.

3. Website

It includes job openings on the firm’s recruiting website. Blair can also

advertise jobs on their websites. The more he advertise a position, the larger

his candidate pool becomes. Increasing the number of interested candidates

helps him finds a good match for the vacancy.

4. Referrals

One great way to find candidates is through recruiting referrals. Blair can find

referred candidates through his network. Let the employees’ list and

candidate pool know HRM appreciates referrals. Hence, keeping in touch with

past candidates and clients who can refer him to leads.

RECOMMENDATION:

HR managers should examine the following to improve the effectiveness of recruiting

and selection.

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 - There should be no discrimination in the process. This will ensure that

equitable job opportunities are provided by the organization.

- Various and valid modes of communication should be employed to

reach a wide variety of potential applicants.

2. Selection process

Here’s what things Blair needs to examine to create an efficient and compliant

selection process.

1. Pre military review

It is a brief engagement with the candidate. This stage tries to gather

basic information about the candidate and determine whether or not he

holds the necessary skills and aptitude for the job. As a result, he is

either rejected or advanced to the next round of the selection process.

2. Written or Online test

Exams are administered to assess the candidates. The kind of tests

used is determined by the nature of the job and the format chosen by

the firm. At this stage, the most typical tests include aptitude tests,

personality tests, and technical assessments. The results of the tests

inform the firm about the candidate's ability to do job-related duties.

3. Final interview

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 The interview can be one-on-one or in a panel setting. It may also be a

behavioral interview or a stress interview, depending on the position.

The candidate's abilities and talents are evaluated concerning specific

job criteria. It is still a two-way conversation because the candidate can

ask questions about the position and the firm. The outcome of this

interview determines whether a candidate is rejected or selected.

4. Reference check

The company requests that the candidate give references, which may

include the contact information of a past employer or any two or more

unrelated individuals. Following that, references are sought via formal

letters or phone calls to confirm the facts provided by the candidate.

5. Selection

A decision is made based on the candidate's performance in the

preceding stages. If the candidate has performed well, he will be

chosen and given an offer letter outlining his position, wage structure,

and period of employment.

3. Training process

To meet the demands of Aztec, which are 200 semi-skilled and skilled

workers, Blair should consider some best methods of training and developing

employees at the moment.

Traditional training

1. Classroom-Based Training Programs

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 Classroom learning often takes place over one or more days in a

physical facility, either on- or off-site, and is directed by a skilled

facilitator. Employee groups go through a series of presentation slides

and activities, such as case study assessments or business policy

information. Employees find this method of training to be tedious as

well.

2. Interactive Training

Interactive training is one of the most effective workplace training

approaches because it actively engages learners in their own learning

experience. Simulations, scenarios, role plays, quizzes, and games

can all be used to provide instruction. Learners are more likely to retain

what they've learned if they practice their new skills and apply them in

real-world work circumstances. When done in person, however, it can

be time demanding, especially when learners demand constant

feedback from a content specialist.

3. On-The-Job Training

With on-the-job training, not only are employees actively involved in

learning, but they also participate in real activities that relate to their

current or future job. This is one of the most effective training methods

for succession planning. As employees are thrown in the deep end, this

form of training can result in rapid learning. Due to the extreme regular

input necessary, this experience can be a touch too stressful for some

employees, leave alone time-consuming.

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 Modern methods

4. Social Learning

Social learning, which originated with Albert Bandura's work in the

1970s, is typically defined as learning from others through observing,

imitating, and modeling their behavior. Social learning can also be used

as a deliberate workplace training strategy. Many conventional training

approaches do not include social learning, mostly because it is more

difficult to arrange, measure, and regulate. However, it can be quite

productive since people are pushed outside their regular tasks, gaining

new views and problem-solving skills.

5. Online training

eLearning, or online training, has become one of the most

well-acknowledged answers to the problem of how to successfully

teach staff. Online workplace training programs can include eLearning

courses, webinars, movies, and other media, and they enable content

to be delivered and tested in a variety of ways. Employees can learn

according to their learning style and immediate needs thanks to the

variety provided by online training.

IV. CONCLUSION

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 An organization's success can be aided by effective recruiting and selection.

Both internal and external sources of employees should be examined during

the recruitment process. This increases the likelihood of organizations

recruiting a diverse range of candidates. Furthermore, a detailed recruitment

and selection process should be followed.

V. REFERENCES

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Resources Workable. Retrieved May 25, 2021, from

https://resources.workable.com/stories-and-insights/common-recruiting-challenges

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Small Business - Chron.Com.

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ml

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Retrieved May 30, 2021, from

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Bleich, C. (2017, April 27). Top 10 Types of Employee Training Methods. EdgePoint

Learning.

https://www.edgepointlearning.com/blog/top-10-types-of-employee-training/

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Barcelos, K. (2020, June 15). Internal vs External Recruitment: Weighing the Pros

and Cons. Jobsoid.

https://www.jobsoid.com/pros-and-cons-internal-vs-external-recruitment/

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d-when/

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2021, from

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