Question
Task 1: Standards operation guide
Task 2: Interview preparation pack
Task 3: Simulated interview with peers
Task 4:Narrative-legislation and organisational practices
Task 5:Performance management and reward
Task 6:Supporting skills and knowledge development in the workplace
Solution
3COO4: Essentials of People Practice
Task One- Standard Operations Guide for Technow Recruitment
AC 1.1
As evidenced in CIPD (2018), there are a total of six stages of the employment lifecycle. The stages are illustrated in figure 1;
Figure 1: Employment Lifecycle Stages
Attraction– This is identified as the most critical stage for an organisation growth strategy. Itam et al. (2020) identified this as establishing an employer brand which include projecting an organisation image as a great place to work in the minds of employees and core stakeholders in external market. In my outsourced role as a people practice professional, the best practice would include raising brand awareness. This is by providing the partners with an opportunity of attending seminars and conferences, contributing to sponsorship in the technology sector. Also, part of my role would entail establishing a great culture which would lead to the current employees informing others on the great place of work within the organisation.
Recruitment– According to CIPD (2021) the most appropriate recruitment strategy would entail providing an optimal candidate experience, supporting collaborative resourcing anchored on elaborate criteria and process. Part of this include offering meaningful data applied in improving hiring results over time. For my outsourcing role in Technow organisation, the best practice would include asking for referrals from existing team. This is relevant owing to the technical nature of the positions to be filled in the organisation. Also, various recruitment platforms would be exploited to guarantee diversity in the process of recruitment.
Onboarding– This stage is executed after recruiting the top talent which is a critical phase of getting new recruits aligned to the organisation business environment and performance requirements of the new job. The rationale of this is informed by CIPD (2020) that note that lack of an effective onboarding would have effects on the organisation turnover levels, absenteeism and employer brand. As an outsourcing role in Technow organisation, the best practice would be coming up with a job descrption. As noted in CIPD (2020a) this would include details on the potential candidates details of job requirements including the responsibilities and objectives of the role. From this, Technow partners would need to outline entire expectations elaborately with regular follow-ups being done at all times.
Development– This include providing relevant capacity development opportunities for the team in an organisation. This is for appropriate skills development for offering an appropriate future career path in the organisation. In the current situation in Technow organisation, in my outsourcing role, external learning would be best reccomended. This would entail taking active role in conferences and seminars yielding immense benefits for skills development. Also, the team members could be encouraged in being their individual development. This is while rewarding the employees who learn in their own time.
Retention– At this stage, the organisation energy is kept for maintaining the top employees and to ensure happiness and sufficiently challenged in their roles within the team. As noted in CIPD (2021) the employee retention evidence the scope of employer retaining their employees and measured as a proportion of the employees with a particular length of service (one year or more) done as a percentage of the entire work functions. Here, my outsourcing function in the organisation would to ensure appropriateness of their culture. This is in terms of relationships among the team members, recruiting right people, appropriate communication and feedback (Sprigg’s continuous or 360 degree feedback tool).
Separation– Despite of this stage being the last in the employment lifecycle, it is relevant to treat it with great relevance being an onboarding process and strategic in regard to the extent in which it is implemented. In my outsourcing role, I would encourage the partners to always understand reason of resignation, approaching it with positivity and reminder to the team to maintain their forward looking.
AC 1.2
From a general context, CIPD (2020a) note that length and complexities of the recruitment process is varying depending on the size of an entity and available resources. The common stages that must however be adopted are as illustrated in figure 2;
Figure 2: Stages of recruitment process
Defining Role– This can start with job analysis to guide development of a job description and person specification. From this, the job description and person specification would be developed with job advertisement being clearly and accurately developed.
Attracting Applicants– As aforementioned, this can involve the use of internal recruitment for career progression and succession planning, referral schemes of the employees and external methods.
Managing the application and selection process– Tis would entail the evaluation of application forms, CVs and LinkedIn profiles, applications management and candidates (shortlisting and assessing the candidates suitability in their roles).
Making appointment– Prior this phase, the employers have the core role to check what applicants have right of working in a country and having relevant qualifications/credentials. This is by evaluating on their references and also medical examinations. Employment offer is made in writing, documentation and eventually an evaluation.
The methods available specifically for TechHow would include the following;
Recruitment Agencies
This is applied in sourcing the most appropriate individual for a vacant position and to work with the candidates for finding them a job role of interest (CIPD Community, 2020). In Techhow organisation, this could be used in managing the responses from their candidates, screening them and creating a shortlist.
This is appropriately used when the role to be filled does not have a fixed pay. The recruitment agencies have a potential of sourcing accurate data on salaries from Glassdoor, Indeed websites to come up with an approoriate rate.
Internal and external advertisements
This is also available which is used in recruiting for new positions from the already available employees internally and potential employees externally.
This is appropriately used in an event the organisation ought to be saving time and have constrained resources. Specifically, since Techhow is not a large organisation, this would be the best strategy as they are already encountering issues with their turnover. Also, the approach is more appropriate to harness the brand of the organisation and employer brand.
AC1.3
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