Recruitment and Selection Strategies of Senior Level Employees (Essay Sample)

Recruitment and Selection Strategies of Senior Level Employees
Student Name:
Institution:
Memo
TO: CEO, Human Solutions Software, Inc. (HSS)
FROM: Human Resource Director
DATE: 20th April 20, 2017
SUBJECT: New Recruitment and Selection Strategies of Senior Level Employees
Following the initial meeting and presentation regarding human resource challenges in the company, I have come up with strategies to be used in the hiring process especially of senior level employees. Upon your go ahead, my team and I did extensive research on the human resource situation in the company and consulted other sources to come up with relevant strategies to be implemented in the hiring process of senior level employees in the company. The strategies have been streamlined to go in tandem with the HSS vision, mission, and objectives. An overview of the strategies includes:
* Adopting new Recruitment Approaches such as headhunting, referrals, executive professional job boards and LinkedIn
* Selection approaches agreed to include a focus on the organization needs assessment, position requirements, and candidate requirements.
* Metrics used to measure the effectiveness of the hiring process which includes time taken to fill the vacancy, interview to offer ratio and offer acceptance rate.
Look forward to a scheduled meeting to further expound on the new strategies we formulated. Thank you
Recruitment and Selection of Senior Employees
Recruitment is a step in the hiring process which involves broadcasting to different platforms looking for qualified persons to apply for a vacant position in the organization. The selection process follows and entails scrutinizing to find the right employees. It involves interviewing and undergoing other tests to choose and A level employee for the organization. The hiring process of a senior executive becomes more challenging to the recruiters owing to the skills and experience the candidate has. It is difficult for the organization to assess the individual’s skills unless robust human resource strategies are crafted to choose the best among the pool of candidates.
Recruitment
Senior executive recruitment is quite different from the general one because candidates have specific objectives they want to achieve in the company. For the most senior level employees, the company can head successful executives from other organizations.
Headhunting
It is a high personalized approached made to an individual with high stature in a certain field or company and can duplicate the same success in the organization. The recruitment technique is most effective for a candidate with a proven track records and who continues to produce results on the current place of work (Guthridge et.al 2008 p.26). Headhunting means there should be a motivating factor to warrant the employee to leave a successful organization. Some of the factors include improved remuneration package, additional benefits such guaranteed insurance covers among others.
Referrals
Referral is one of the sure ways to get qualified candidates, especially for the executive role. It entails a recommendation from the company employee and streamlines the hiring process. Referrals at times can be misused by hiring managers to recruit friends and family members (Croteau, 2012). There should be a high stake in the referral process and only qualified candidates are selected to the next level of the hiring process.
Executive professional job boards
The company can use professional job boards tailored for the executive job postings. Job sites such as Monster.com cover a wider view hence not effective. Executive job boards are likely to attract the right candidates based on experience and skills.
LinkedIn
The professional social network is gaining traction as the favorite for most companies as a recruitment platform (Caswell, 2015). LinkedIn is effective because of its networking algorithms that promote exchange among executives. Its search engine is also effective in specifying the year of experience and skills required for a suitable candidate.
Selection
Executive selection is the most critical part of the hiring process as it determines the most suitable employees. Human resource managers should formulate a working strategy on the selection framework to be used in the selection candidates in the organization. Some of the things to consider when selection process includes:
Organizational Needs
Organizational needs assessment of should be conducted on the candidate to gauge the work environment such as strengths, strategy, needs and long-term goals. It entails the understanding of the internal and external environment of the organization (Sessa et.al 1998 p.2). Understanding the organization's culture will drive the goals, core values and beliefs of the company. The executive's knowledge, skills, and expertise can also be matched to the organization's context.
Position Requirements
Job analysis is essential in the selection process as it defines the job in terms of activities and tasks (Sessa et.al 1998 p.3). The tool is a guidance to determine and predict the success of a candidate; it does not necessarily mean the perfect candidate but one that fits the specified requirements of the position.
Candidate Requirements
Other than the requisite skillset and experience, the candidate must fulfill the interpersonal characteristics and soft skills such as communication, leadership and team building. Of consideration are the executive’s activities, interpersonal contacts and their approach to accomplishing work (Sessa et.al 1998 p.4).
Evaluation of the Recruitment and Selection Process
Any process started needs evaluation to trace its success or failure. The hiring process in an organization is a daunting task as research shows that on average, 25% of new hires leave their company within the first year of coming on board (Sexton, 2015). The new hire turnover can be normal is a competitive environment but should be of concern if the employees are going to your competitors. It is essential to evaluate the hiring process and the metrics of concern include:
Time it takes to fill a vacancy
The metric measures the average amount of time it takes for the company to get the vacancy filled. The rationale is that vacant positions cost money and the faster it is filled, the better the company saves. It is also a critical indicator for the hiring manager satisfaction (Sexton, 2015). By measuring the average time needed for slate (three qualified candidates for a job) and the percentage presented within the target period, it is quick to identify whether the team is meeting the hiring manager’s expectation and speed. If targets are regularly missed, dive on the root cause issues such as recruiter efficiency, advertising effectiveness, and proactive sourcing capabilities.
Interview to Offer Ratio
This measures the number of candidates a hiring manager needs to interview in order to hire. Ideally, it should be a ratio of 3:1, for every three candidates one is hired. When the ratio is higher, there is a cause of concern on the recruiter on whether they present poor candidates (Caswell, 2015). It is a waste of time and resources for company and the hiring manager to conduct many interviews without a success.
Offer Acceptance Rate
It is the percentage of offers made to candidates that have been accepted. The ideal percentage for the ca...