Staffing Process: Recruitment, Screening, Selection & More - Report Sample

Introduction

The staffing process involves recruitment, screening, and selection of employees to fill particular job openings in companies. It is also responsible for orientation, training, termination, and employee retention (Kuncel, 2018). The process may be handle outside the organization through outsourcing contractors to conduct the process on behalf of an organization. Various steps need to be followed during the staffing process (Greer et al., 2016). One of the steps includes workforce planning. The organization determines the number and type of employees they need to consider in their selection process. The employment of the personnel is the second process. The number and type of personnel are selected and recruited as required by the organization. The applicants can be assured of various job positions in the organization.

Is your time best spent reading someone else’s essay? Get a 100% original essay FROM A CERTIFIED WRITER!

Save 25%

The next process involves placement. Under this process, the employees are posted to the job positions that suit them better after they report. The process is essential because it ensures that the right employee is in the right position (Gatewood et al., 2015). Training may be provided to the new employees to facilitate them to adjust to the new environment. After the placement, the employee is taken through the induction process. It involves introducing the new employee to the rest of the team, units, and their supervisors. The basic rules, such as working hours and the procedure, are introduced (Kaplan et al., 2018). The training process follows to help the employees boost their skills and knowledge about the working process. The sixth process includes the compensation of the employees. The wages and salaries are fixed to them based on the levels of operation and the nature of the work the management assigns them. The final process involved in staffing is the performance appraisal. It deals with the rating of the employees based on their performance. Their transfer and promotion are based on the appraisal process (Benokraitis, 2019).

Affirmation Action Program

There are several groups of people that are historically disadvantaged or discriminated against. They include people living with disabilities in a community. Affirmative Action Program provides such a group with favors in an organization to allow them to work like any other person in society (Wilkin & Wenger, 2014). It is essential in transparency promotion within an organization because it encourages communication to the public about the recruitment process. The individuals who miss the opportunities through this program are notified of the reasons for their rejection. In some cases, AAPs are enshrined in the law. It is accompanied by the diversification of workforce and hiring factors fulfillment, and hence, Sleep tight resorts may opt to use it.

An internal audit is necessary to enhance the effectiveness of AAPs. It involves identifying the set of people in an organization's workforce, which may be grouped according to their race, sex, age, or disabilities. The audit helps the human resource manager identify the set of less disadvantaged people in the organization. After the audit, the HRM goes ahead in analyzing the legal threshold set by the legislature to perform an external audit on matters concerning AAP. Affirmative action is developed to fulfill the organization's needs after the external audit. The number of opportunities influences the development of affirmative action goals in an organization, thus matching them with the available opportunities. The disadvantaged group is considered in the selection to fulfill the AAPs.

Resort Responsibility

Sleep Tight Inn is under the obligation of law to promote the AAPs, and therefore it has to fulfill. It is associate with social demographics such as permanent employees. The organization demographics may determine an annual employees' leave for a particular period. These are some of the requirements that the resort is obligated to follow by the court of law. Therefore, all AAPs developed by organizations should adhere to legal obligations (Hepple, 2014).

An organization may be required by the law to set some positions aside for the disadvantaged people in society. In such cases, the management spares a specific number of positions in the organization as guided by the law (Leslie et al., 2014). For instance, the law may state that a specific sector should have five employees, where two of them are female to facilitate gender balance (Burzynska & Contreras, 2020). Social demographic-based AAPs includes gender and the race that is included in the affirmative action. Failure to obligate to the instruction provided by the law may lead to severe consequences to the organization.

In our scenario, the resort should follow all the legal obligations set by the court of law concerning the community's disadvantaged group. However, it should follow a procedure that starts with internal audits. Therefore, Mr. Jones could have conducted an internal audit that is typically guided by various legal frameworks. After the audit, he would have determined the number of position present for consideration (Park & Liu, 2014).

Conclusion

An external audit would have followed to help him understand his team's type of disadvantaged group. He should not have been driven by fear to employ all the individuals living with disabilities if it was not necessary (Hancock, 2018). Instead, he would have picked the appropriate number out of the total people living with disability and notify the rest of their rejection reasons. An effective affirmative action program is responsible for such scenarios, and it helps the managers to make the right decision for their companies.

References

Benokraitis, N. V. (2019). Affirmative action and equal opportunity: Action, inaction, reaction. Routledge.

Burzynska, K., & Contreras, G. (2020). Affirmative action programs and network benefits in the number of board positions, 15(8).
https://journals.plos.org/plosone/article?id=10.1371/journal.pone.0236721

Gatewood, R., Feild, H. S., & Barrick, M. (2015). Human resource selection. Nelson Education.

Greer, C. R., Carr, J. C., & Hipp, L. (2016). Strategic staffing and smallfirm performance. Human resource management, 55(4), 741-764.
https://doi.org/10.1002/hrm.21693

Hancock, M. N. (2018). The jurisprudence and impact of affirmative action.
http://hdl.handle.net/11021/33953

Hepple, B. (2014). Equality: The legal framework. Hart Publishing.

Kaplan, D. M., Palmer, J., Thompson, K., Dustin, S., Arroyo, C., Perera, S., & Marx, R. D. (2018). Teaching human resource management: Recruitment, selection and staffing. Edward Elgar Publishing.

Kuncel, N. R. (2018). Judgment and decision making in staffing research and practice. In D. S. Ones, N. Anderson, C. Viswesvaran, & H. K. Sinangil (Eds.), The SAGE handbook of industrial, work & organizational psychology: Personnel psychology and employee performance (p. 474–488). Sage Reference.

Leslie, L. M., Mayer, D. M., & Kravitz, D. A. (2014). The stigma of affirmative action: A stereotyping-based theory and meta-analytic test of the consequences for performance. Academy of Management Journal, 57(4), 964-989. https://journals.aom.org/doi/10.5465/amj.2011.0940

Park, J. J., & Liu, A. (2014). Interest convergence or divergence? A critical race analysis of Asian Americans, meritocracy, and critical mass in the affirmative action debate. The Journal of Higher Education, 85(1), 36-64. https://doi.org/10.1080/00221546.2014.11777318

Wilkins, V. M., & Wenger, J. B. (2014). Belief in a just world and attitudes toward affirmative action. Policy studies journal, 42(3), 325-343.
https://doi.org/10.1111/psj.12063.