Employing Senior Employees

Employing Senior Employees

1. Recruitment

The recruitment of senior lecturers in human resource management is vital in the progress of the institution. This process should hence be carried out cautiously, especially because the position has a lot of effect on the operations of the institution. I would, therefore, take time in the evaluation to avoid making decisions in a rush. I would also consider promoting from within the institution because this would avoid many processes and problems that will be incurred from employing someone externally. Promotion from within would lead to someone who is already exposed to the work environment (Ekwoaba et al., 2015). There should also be specific and requirements that are future-minded. This can be done by creating a list, writing down what is involved, consider the years that are coming, and rank all the characteristics.

I would also consider using behavioral interview questions because they are more effective in the determination of how to fit the interviewees are for the job. They should be asked the times they were successful in their careers and the environment they were exposed to. A careful screening process should also be carried out on the specific areas that are crucial for the management of human resources. The screening can be done on the references, the background checks, and the education of the subject.

2. Job description

Job title

Senior lecturer in human resource management, they will be in charge of the operation involving the lecturing about human resources management at Middlesex University.

Job summary

The employee will be expected by the institution to organize, control, plan, and direct all the process that involves the management of the team teaching human resource. They will, therefore, be in charge of the roles of all employees and the way activities will be carried out to provide effective learning environment.

Responsibilities and duties

He or she will be lead in developing strategies on time management within the institution. They will be in charge of all the activities that facilitate the relationship between the students and the lecturers, staff and the learning environment. The allocation of duties and responsibilities among all the employees, employee relations and representation of the needs of the students and employee’s needs to the board are other duties.

Qualifications and skills

They should have the required documentation regarding education levels and achievement. Their experience of dealing with the issues that take place in the daily learning of the students and deliverance of duties by the employees should be excellent. They should hence have the prowess to deal with all the issues that affect normal learning and meet the goals set.

3. Personal specification

Job title

The leader of the lecturers in the human resource department

Job summary

The preferable employee in the selection should have the ability to lead people as ineffective leadership skills. These skills will facilitate the organization, direction and development of strategies that will help their subjects to teach the students more effectively.

Responsibilities and duties

They must be able to come up with strategies to enhance the relationship between the students and the teachers in this department to facilitate smooth learning. They act as the intermediary between their students, teachers, and the board; hence, they should represent them fully. They should ensure that the relationship between these three parties embraces sustainability and there is effective communication. They should address all the disputes in the department among the students, teachers, student’s leaders and the administration.

Qualifications and skills

They should have the most effective skills in leadership and problem-solving ability. Their experience can highly influence this in the field which gives one exposure. They should have excellent communication skills, just, be ethical and transparent. They should have the ability to make people collaborate in working together and achieving the goals that are set by the department as a team.

4. Selection

The selection of the senior lecturer should be guided by three important criteria; capabilities, value, and cultural fit. The capabilities are the skills and characters of the employees which can be defined by the experience they have in the field and achievements in the fields that are required. The evaluation of all the factors that are crucial in deciding the capabilities of the employees would, therefore, be crucial in selecting a lecturer in human resource management.

The value that is brought by the lecturer in human resource management is also an important factor to consider in the selection of a candidate. The value should be gauged as in the investment that is being made on a particular person. They should have what it takes for the salary that is invested in them by giving the expertise that is required on them in the field. Their future potential and networks should also be used in the determination of their value in helping the institution grow and having an impressive network of individuals to facilitate this (Stojanović et al., 2016). They should also be fit for the culture that is embraced in the organization because it has a significant impact on the morale and spirit of working as a team. These factors facilitate the productivity of the workforce and the rate at which they meet the goals that have been set.

5. Interviewing

Good questions

1. Why should we hire you out of all the candidates?
2. What is the biggest challenge facing the institution?

• What are you passionate about the job?

1. What do you seek to achieve in five years?
2. What is your management style?
3. Define success in your perspective?

These are good questions because they focus on knowing the interviewee better in relation to the position they are being selected for (Kuhn, 2015). They give the employees more confidence to talk about their abilities because they are focused on determining their strengths and plans they have for the future of the organization. They are, therefore, effective in determining the values, capabilities, and how culturally fit the interviewee is to the needs of the institution.

Bad questions

1. What is your race?
2. Do you have children?

• Which is your religion?

1. What are your current earnings
2. Which country do you come from
3. Who did you vote for?

These questions are dismissing and do not focus on helping the interviewee to talk more about their skills. They do not allow the subject to be more confident and talk about how their services can be of importance to the institution. They are focused on issues that are elements of discrimination in the workplace, which is not a good sign for an employee (Kuhn, 2015). The employee needs to know their background does not have any effect of whether or not they will be selected for vacancies.

References

Ekwoaba, J. O., Ikeije, U. U., & Ufoma, N. (2015). The Impact of Recruitment and Selection Criteria on Organizational Performance.

Kuhn, K. M. (2015). Selecting the good vs. rejecting the bad: Regulatory focus effects on staffing decision making. Human Resource Management, 54(1), 131-150.

Stojanović, D., Slović, D., Tomašević, I., & Simeunović, B. (2016, December). Model for selection of business process improvement methodologies. In Toulon-Verona Conference” Excellence in Services”.