Arslan Ahmed

PRELIMINARY STEPS FOR RECRUITMENT AND ADVERSE IMPACT CASE STUDY ANALYSIS This document looks at the preliminary processes that should occur before the recruitment process and also analyzes the need to consider company’s employees for the recruitment process. Furthermore, it looks at Olam Resources, an organization to see if it is fulfilling the requirements of the four-fifths rule and whether or not the various groups for recruitment to the organization are facing adverse impact. Hp [Pick the date] Contents PRELIMINARY STEPS BEFORE RECRUITMENT ............................................................... 3 Identify the need for recruitment ............................................................................................ 3 Develop recruitment policies .................................................................................................. 3 Develop job descriptions and person specifications ............................................................... 3 Decide on the relevant recruitment methods .......................................................................... 4 THE NEED FOR INTERNAL RECRUITMENT ...................................................................... 4 ADVERSE IMPACT ANALYSIS ............................................................................................. 5 Compliance Analysis .................................................................................................................. 6 PRELIMINARY STEPS BEFORE RECRUITMENT There are four HR processes that must happen before the beginning of the recruitment process: Identify the need for recruitment The first step most important is to see if there is a vacant position and if it really needs hiring. Also it must be considered what kind of a vacancy is it whether a newly created position or a replacement. For a newly created position it must already be a position budgeted at the start of the year while for a replacement it is necessary to consult with the concerned department to know whether it is essential to fill it. Also, after having judged the need for recruitment it is important to analyze whether the hiring will occur internally or externally. For recruitment purposes, knowing the need for recruitment makes the HR department realize the urgency and also calculate the budget required for recruitment. Develop recruitment policies Recruitment policy is needed to tell employees how they should act so they are in line with the organization’s strategic plan. A recruitment policy must address two factors: 1) the overall goal for recruitment and 2) the equality of opportunity. (FOOT, Margaret and Hook, Caroline, 2011) The organizations need to include the overall goal for recruitment to see that it is well matched with the overall strategic plan of the organization and also that it does not waste organizational resources in the recruitment process. The need for a policy for equal opportunity is to make sure the organization is in line with the legal requirements of not discriminating on the basis of gender or ethnicity. (FOOT, Margaret and Hook, Caroline, 2011) Develop job descriptions and person specifications This step sees the development of job descriptions (JD) and person specifications. A JD contains a job title, the super ordinate post the candidate will report to as well as the subordinate post reporting to him/her as well as the purpose of the job along with the major tasks and duties. A person specification contains the description of the most likely candidate according to the level of knowledge, skills and abilities required for the job. The recruitment process needs these documents as they allow the potential candidates to know what the job requires of them and whether they are up to the mark while they allow the organization to know exactly what is it they should seek in the ideal candidates. Also, they suggest the manner in which the organization should word the job advertisements to get the most suitable candidates. Decide on the relevant recruitment methods According to the JDs and person specifications, there are certain recruitment methods most suitable. The HR department must decide on these best methods, some of which are given below:  Job advertisements  Online recruitment  Application forms or CVs or typed personal statements or a combination of them. The HR manager will also need to consider what administrative actions will be necessary to support his/her chosen methods. For example, for walk-in submissions staff members will need to be allocated to the task. For the recruitment process, deciding earlier on about the recruitment method shows a crucial concern for planning ahead of time, planning within the budget and making sure that the recruitment process is perceived positively by the candidates without appearing biased. THE NEED FOR INTERNAL RECRUITMENT Some organizations give equal importance to internal and external recruitment by posting advertisements for jobs both inside and outside the organization, while others initially seek employees internally only. The reasons for the latter practice are:  Organizations feel they do not have to spend too much on advertisements and conducting tests as internal job postings make use of the intra networks or job boards.  Internal employees take lesser time to fill the vacancies and to adjust to the new job.  Internal employees have taken previous workshops and training that allows them to know what is expected at the new job.  Organizations give off nice signals to the employees that they are considered important particularly in cases of promotions. This keeps the employees in a healthy competition to be better and gives them motivation to perform well. (TORRINGTON, Derek et al., 2014) ADVERSE IMPACT ANALYSIS Adverse impact analysis uses four fifths rule to see if the protected groups have been discriminated against. The scores are shown in the table below. The calculation is as follows:  First determine the groups’ proportion to the total.  Those groups which are less than 2 percent in proportion to total are not considered in the analysis, which are Blacks-Others and Gypsy/Travelers.  Next, the pass percentage or selection rate for each group is calculated.  Next, to know four fifths score, the pass percentage for each group is divided by the percentage of the group with the highest pass percentage, which is in case of race Caucasian 79% and in case of gender Men 72%.  Next it is evaluated if the four-fifth score for each group is below or greater than or equal to eighty percent. Those below eighty percent faced the adverse impact and are in the red zone while those equal to or above eighty percent are in the safe green zone. (ADVERSE IMPACT) Table 1. Employment Test Data Group Number who took Group Proportion to Number who Percentage who Four-fifth Adverse the test the total passed passed scores Impact Caucasians 717 62.5654% 563 78.5216% NA NO Asian 207 18.0628% 48 23.1884% 29.5312% YES 89 7.7661% 43 48.3146% 61.5303% YES 11 0.9599% 2 NA NA NO 111 9.6859% 71 63.9640% 81.4603% NO 11 0.9599% 1 NA NA NO Men 806 70.3316% 581 72.0844% NA NO Women 340 29.6684% 149 43.8235% 60.7948% YES Total 1146 -% 728 Pakistanis Black Africans Blacksothers Black British Gypsy/Trav eler COMPLIANCE ANALYSIS Olam Resources is not compliant with the four fifths rule with regards to gender; women faced the adverse impact as they were discriminated against in selection. When we consider race, Olam Resources is not compliant with the four fifths as concerns the following groups:  Asian Pakistanis and  Black Africans In case of Caucasians, Blacks-Others, Black British, Gypsy/Traveler and Men the organization is compliant with the four fifths rule and these groups did not face adverse impact in the selection process. Bibliography ADVERSE IMPACT. Four fifths rule. [online]. [Accessed 19 Apr 2017]. Available from World Wide Web: FOOT, Margaret and HOOK, Caroline. 2011. Recruitment. In: Introducing Human Resource Management, Essex: Pearson, pp.160-184. TORRINGTON, Derek, Laura HALL, Stephen TAYLOR, and Carol ATKINSON. 2014. Recruitment. In: Human Resource Management, Harlow: Pearson, p.118.