The use of a long and complex hiring process can be both beneficial and detrimental to an organization. While it can yield better qualified candidates applying for and ultimately selecting between for the job, it has a danger of resulting in not enough qualified candidates applying for the job or going through the long hiring process and could leave the organization with an unfilled skilled position (Youseff-Morgan, 2020). Another consideration an organization must make throughout the hiring process is the time, energy and money spent on recruiting applicants. If the position being hired for is a very highly skilled and niche position, it may make more sense for the organization to have a more complex hiring strategy as the return on investment could be substantial with the right candidate. If however, the job is an entry level position or there would otherwise be a large pool of qualified candidates, it could do more harm than good for the organization by creating an unnecessarily long and complex hiring process.
A study conducted by Zahra (2016) attempted to look at the impact of HR hiring practices with an offshore oil rig. They found exactly what was expected: the more “picky” the hiring team is choosing employees, the more efficient and safer the oil rig ran. This study was completed in a highly risky environment so it would be expected that safety is a top priority for the organization. This could also apply to most other industries as well though, if an organization hires specialty positions with more highly qualified individuals, it would stand to reason that the organization would get more efficiency out of that department.
Youssef-Morgan, C. M., & Stark. E. (2020). Strategic human resource management: Concepts, controversies, and evidence-based applications. Retrieved from https://content.uagc.edu/
Zahra Jafari, & Mohamad Hamed Khanmohamadi. (2016). Relationship between talent management strategy efficiency with attracting, recruiting and developing human resources (case study: Iranian offshore oil company). Problems and Perspectives in Management, 14(3), 388–395. https://doi.org/10.21511/ppm.14(3-si).2016.12
uty Head, Office and Site Managers report to the Associate Head who reports to the Executive Head. The Office and Site Mangers carry out most of procurement, financial and facilities management tasks. The Associate and Deputy Head manage HR and Marketing whilst overseeing the school budget. There is a strong need for a SBM in our school so he/she can manage the additional responsibilities the heads and deputy have undertaken, to ensure their time is dedicated to high standard of teaching and learning, not dealing with certain staff issues or the day-to-day budget, this will also enable more productivity from all resources through better management, a SBM would play an important strategic role in implementing best value by making the most of school resources in the most sustainable and environmentally friendly manner, so more is available for the school’s core activities. 1.4 Own Professional role and relationship with staff and SLT: My school works very closely with both stakeholders internal and external, acknowledges and actively monitors the concerns raised and takes their interests appropriately into account in decision-making however, from a business point of view I believe our external stakeholder group are more influential as some like the governors determine the schools budget, staffing structure and when required appoint Headteachers. LA monitors the performance of maintained schools in its area and ensures all improvement necessary, is carried out effectively and expeditiously. My role consists of daily involvement with our internal stakeholders, I believe stakeholder engagement is vital to the success and improvement in a school, I issue weekly newsletters to parents with school activity updates, arrange weekly staff meetings and assemblies for pupils, this is to ensure internal stakeholders are kept informed and the school is securing the community’s obdurate support. “Community-engagement strategies are also widely considered central to successful school improvement by many individuals and organizations that work with public schools” (Great School Partnership, 2014:1) As an admin officer reporting to the office manager, my role consists of: undertaking all office administration including weekly HR returns. As a recent member of the admin team I have developed exceptional working relationships with my colleagues and leadership team. My work experience and corporate background allows me to conduct myself in a professional manner and create a cohesive working environment. As an aspiring SBM and referring to the NASBM framework, I believe I obtain the required skillset to become a SBM. In my previous role as HR Supervisor I developed my personal skills to provide direction and facilitated change in the work place, I supervised staff and monitored their progress. I have acquired transferable skills in relation to process, systems and procedures. I currently fall in tier 1 on the NASBM Professional Standards disciplines, but believe with my previous experience can also fall in tier 2 in the HR and Marketing area, I am certain by completing this course I will develop my skills further in areas such as Finance and Infrastructure. Part 2 – Establishing your professional needs 2.1: Review own personal skills and characteristics as a learner My dominating style of learning is reflective; Learning style diagnostic supported this, reflective practice has increased my self-awareness, which is a key component of emotional intelligence, it also help>GET ANSWER