AMAZON

miercuri, 17 februarie 2010

HIRING POLICY



There are some steps to ensure a right hiring policy .

1.JOB REQUIREMENTS

Once a hiring policy and procedures are in place and the decision to recruit for a position has been made, the next step in the planning process is to identify the specific knowledge, skills, experience, and qualifications the ideal candidate needs to possess to successfully perform the essential functions required of the job.
Your job requirements should be analyzed and documented using clearly written job descriptions, prior to initiating the recruiting and selection process. This will help to ensure your company’s hiring practices remain focused on recruiting and selecting qualified candidates .

2.JOB DESCRIPTION POLICY

Job descriptions are important tools for documenting the essential requirements of and skills needed to successfully perform on the job.  Accordingly, reasonable efforts shall be undertaken to develop and maintain job descriptions for all job classifications in accordance with the following provisions:
  Job descriptions shall be developed for new positions that have been authorized by the Director of Human Resources prior to initiating the hiring process.
  Job descriptions shall be reviewed and modified for current positions within a reasonable period of time following a material change in the essential duties of the position.
  Job descriptions for current positions shall be reviewed, and modified as necessary, on an annual basis or more frequently as deemed appropriate by the Director of Human Resources

3.SELECTION CRITERIA

Well-developed selection criteria can assist in attracting candidates with the appropriate qualifications and provide employees involved in the selection process with a uniform and consistent method for assessing applicants. Experience has shown that the most common mistakes occur when:
  • The criteria does not relate to the essential tasks required of the job. This creates the potential for subjective decision-making and thereby, the opportunity for discrimination to occur.
  • The metrics used to measure an applicant’s qualifications are too low.  In this scenario, most candidates will satisfy the requirements, which makes it difficult to discern who is truly qualified.
  • The metrics used to measure an applicant’s qualifications are too high. This can discourage qualified candidates from applying, and encourage candidates with inappropriate qualifications to apply.
  • Inappropriate metrics are used to assess applicants.  For example, selection criteria may include a requirement for a minimum of five years of supervisory experience when a more accurate measurement would be a candidate’s demonstrated ability to supervise.  Having served in supervisory role for five years at one company does not guarantee they can perform successfully at another company.  The reason for this is there may be a disparity in the essential duties required by one company as compared to another.
Your selection criteria should be developed, prior to initiating the recruiting process, by:
  • Reviewing the specific requirements contained in the job description.
  • Determining the level of skills necessary to perform essential and desired tasks.
  • Selecting metrics that measure whether or not a candidate meets the requirements for the job.
  • Testing whether the selection criteria are capable of measurement.
  • Avoiding the use of discriminatory language or statements concerning gender, race, etc.

4.SELECTION POLICY

Hiring selections shall be based solely on a job candidate’s overall qualifications and ability to perform the essential functions of a specific position, with or without reasonable accommodation. 
The Director of Human Resources shall develop written selection criteria for each position being recruited, prior to initiating the hiring process. Criteria shall include, at a minimum, appropriate metrics that may be used to measure the essential and desired requirements stated in the position’s job description. The criteria developed shall be documented on a form deemed appropriate by the Director of Human Resources.  Blank forms shall be distributed to members of the selection committee prior to the scheduled interview date.  A form shall be completed in its entirety for each applicant interviewed and returned to the Director of Human Resources within two workdays following the date of the interview.  The Director of Human Resources shall review all forms and meet with the members of the selection committee to make a final selection.

5.RECRUITING SOURCES

Once the job requirements and selection criteria for the position have been determined, employers are immediately faced with a decision— how to generate the applications needed to fill its labor needs. Whether or not a particular vacancy should be filled internally or externally typically depends on the nature of the job, availability of qualified candidates, company policies, and recruiting costs. Some employers find it necessary to use several recruiting sources in order to generate a sufficient number of qualified applicants. This is especially true in tight labor markets or when searching for specialized skills. 
Although similar in many respects, internal and external recruiting sources differ in terms of planning, effort and time required to implement, and cost. Therefore, every employer should weigh the pros and cons of recruiting employees through each source based on your company’s own needs. Irrespective of the source(s) selected, employers must use fair and consistent practices that comply with applicable regulatory requirements.
The following briefly evaluates some of the merits of using internal and external recruiting sources:

Internal Sources for Recruitment

Many employers try to follow a “promote from within” policy when filling job vacancies because:
  • They can capitalize on investments made in recruiting, selecting, and developing current employees. 
  • Promotions reward employees for past performance and motivate them to continue their efforts.
  • Job opportunities created by promotions help protect other employees from layoffs and send a positive message that the company supports career development. 
  • Management is already aware of the job history and capability of internal candidates, which may be a more accurate predictor of the candidate’s success than data gained about outside applicants through the selection process.
  • The use of internal resources may facilitate compliance with requirements, maximize prior investments in existing human resources, eliminate the need for orientation, minimize training time, and reduce recruiting time and associated expenses.

Applicants hired from outside of the company may also be a source of new ideas and knowledge, which could help to expand the company’s internal capabilities and prevent the inbreeding of ideas and attitudes.
Companies who decide to use this recruiting method need to develop a system for locating and enabling qualified job candidates to apply for the position. This involves establishing formal procedures for using and communicating system requirements. Two of the most common methods used to maximize the motivational value of a “promote from within” policy are job posting/bidding and skill tracking. Posting internal jobs is effective only when done before external job postings are made available. Employees should be made aware of vacancies by placing notices in areas where employees regularly frequent such as lounges, elevators, and near time clocks. Postings should also be placed in circulating publications (newsletters, memos) and on company bulletin boards. A system of internal job postings will allow for the upward and lateral mobility of employees.

External Sources for Recruitment

Companies typically use external recruiting sources when they have exhausted their supply of internal candidates, are recruiting specialized talent or higher level positions, or have made a conscious decision to recruit externally. An array of sources exists to choose from including, but not limited to: newspaper and trade publication advertisements, educational institutions, labor and community organizations, job fairs, employee referral programs, state agencies, professional search firms, on-line recruiting sites, employee leasing, temporary agencies, billboards, and past employees. The amount of time, effort, and cost involved varies by source. The first five sources stated require the company to take a more active role in the process, while the remaining sources inherently limit the company’s role.

6.RECRUITING POLICY

Company endeavors to be an equal opportunity employer and to hire individuals on the basis of their qualifications.  Therefore, potential employees shall be recruited utilizing all available resources and in a manner known to be in compliance with applicable regulatory requirements. 

Guidelines

  • Written requisition forms shall be completed for additions to the workforce and replacements, and approved by the President before initiating the recruiting process.
  • The current job description for the position shall be developed or reviewed and revised if necessary, before initiating the recruiting process.  The job description shall include all of the essential functions and related requirements of the job. 
  • Written selection criteria and related procedures shall be developed and distributed to selection committee members prior to initiating the recruiting process.
  • Assessments may be used to confirm the qualifications and suitability of applicants for a position in accordance with applicable regulatory requirements. 
  • Procedures shall be established to monitor the recruiting and selection process in order to ensure the fair and equitable treatment of all applicants.
  • Applicants may be recruited using internal and/or external sources, as deemed appropriate and approved by the Director of Human Resources.  However, reasonable efforts shall be made to fill positions from within where possible (Refer to policies on job vacancies and promotions/transfers).
  • All negotiations, offers of employment, and related commitments may be made only by the President or the Director of Human Resources.  Such actions shall be documented and confirmed by letter to the applicant. Copies of the form and letter shall be maintained in the Human Resources Department.
  • A conditional offer of employment shall be extended until all hiring requirements are satisfied.  The Director of Human Resources shall be responsible for developing specific operating standards to administer the terms of this policy.

7.JOB VACANCY POLICY

Company believes in providing eligible and qualified employees with the opportunity to advance within the organization. Therefore, when job vacancies occur that are deemed appropriate for posting by the Director of Human Resources, a job vacancy announcement shall be posted on employee bulletin boards for a minimum period of five (5) work days.  The requirements for the vacancy will be listed along with the filing deadline date. Employees may indicate their interest in the position by submitting a Transfer Request or Job Bid form to the Director of Human Resources on or before the specified filing deadline, or by scheduling a meeting with a Human Resource Representative.  Non-company employees may submit a completed Employment Application form to the Director of Human Resources on or before the filing deadline. 
To be eligible to apply for a posted vacancy, employees must meet the minimum requirements for the position, have completed their introductory period, and be an employee in good standing in terms of their overall work record. 

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