Executive Summary
The present report provides an overview of the HR practices regarding the vacancy of accounting specialist filed by the organization. To conform to the guidelines and the policies of the organization as well as the legal guidelines in the United States, the paper provides an outline of the framework that should b followed when recruiting new employees and the critical issues that should be considered by newcomers.
Selection Process
Internal Recruiting
The company will consider any qualified candidates for the position of accounting specialist from within the organization. To provide more promotion opportunities, preferences will be given to internal recruits. In that regard, the method recommended for internal recruitment is job posting and bidding. A description of the position requirement will be posted on the company’s message board, as well as on the corporate portal of the company. In case candidates were selected for interviews they will be notified electronically on interview stages and the further stages of the selection (Bohlander & Snell, 2007, p. 202).
External Recruiting
External recruitment procedures will be implemented as well, where “potential candidates from the outside should be considered to prevent the “inbreeding” of ideas and attitudes” (Bohlander & Snell, 2007, p. 202). The following methods should be considered by the company as recommended when conducting the external recruitment procedures”
Advertisement
Considering the availability of the company’s corporate website, internet advertisement should be considered. In addition to the factor of saving costs, the factor of speed and the reach provided by such a method enforces the preference of such method, in terms of intensity. Nevertheless, other methods might be considered as well.
Technical Press
The advertisement in the technical press has the advantage of reaching a specific population, and because a specialist is required for the company’s vacancy, such aspect is specifically important. Considering the infrequent publication of such press, the advertisement will be given in advance (Torrington, Hall, & Taylor, 2008, p. 154).
A structured interview will be conducted with the candidates that passed the initial selection procedure and who conformed to the requirement of the vacancy. The following plan can be recommended for the interviewer to consider:
- Informal personal question, confirming the information provided in the application.
- Worker requirements questions: education and expertise
- Job simulation questions: assessment of the candidates’ knowledge in theoretical and practical aspects.
- Situational questions: an extension of the latter to include real or fictional scenarios, related to the culture of the company, e.g. the experience of the applicant working in a team, a case of an assignment with a fixed deadline, asking for the proposed actions of the applicant, etc.
Compensation, Incentive, and Benefit Plans
The compensation will be calculated based on local standards and practices, where the compensations of similar positions in the company will be taken as the standard. Incentive payments will be provided for employees taking the proposed position, which will be based on organizational performance expectations. The variables for performance measurements will be communicated to the candidate, outlining the importance of collaborative efforts. A flexible benefits plan will be offered to employees, where employees will be able to select individual benefits matching their needs (Bohlander & Snell, 2007, p. 493).
Script for Orienting New Employees
We, in HR, feel that it is important to address some sensitive issues during your early employment with our company, and thus, several guidelines corresponding with the company’s organizational culture and policies should be outlined.
Privacy
The company respects the employees’ right to privacy during their non-employment time. Accordingly, the employees should be expected to be monitored during work time, considering the company’s nature of the business and the corresponding level of confidentiality. Monitoring employees’ conduct is not uncommon for employers (Bohlander & Snell, 2007, p. 581), and in that regard, the company guarantees that the information recorded will not be used outside of the scope of employment. The rationale for using such a procedure is connected to the prevention of misuse of personal communication by employees, using employers’ electronic communications at work.
Immigration
To prevent violations of the immigration laws of the state, the company emphasizes that all foreign employees working in the company should fill out their part of Form I-9 and check their eligibility for work in the United States. The company, on the other hand, ensures that all employees and candidates for employment will be treated equally, regardless of their national origin or citizenship. “A worker who believes his or her employment rights have been violated may file a charge of discrimination with the Equal Employment Opportunity Commission” (Syed, 2008).
Sexual harassment
Because sexual harassment is a common phenomenon in the workplace, the managers and the supervisors of the company will take all precautions necessary to prevent such a phenomenon from occurring. In that regard, the company emphasizes following the guidelines suggested by EEOC to minimize sexual harassment in the workplace environment (Bohlander & Snell, 2007). The rationale of such precautions stem from the intention for
Training Proposal
Training
The challenges of the 21st century enforce the constant development of the employees’ skills and knowledge (Chen & Klimoski, 2007). In that regard, although the learning might be a lifelong process, the company emphasizes a structured training process, which rationale is supported by the fact that “researchers have shown that training outcomes and initiatives can also translate into improved firm performance” (Chen & Klimoski, 2007, p. 185). In that regard, the company outlined the following training pattern of the employees holding the position of accounting specialists:
- Workshop activities -a training seminar for newcomers working for a month in the company. The workshop will be designed for the assessment of the competencies and skills of the employees. Upon the completion of the workshop, the training needs of the employees will be identified, and a short program will be attended by the employees, which will be related to specific organizational procedures and structures (Torrington, et al., 2008, p. 421).
- A Qualification seminar – a training activity conducted after a year in the position, in which the employees will attend qualification raising seminar, in which the latest r=amendment of accounting practices will revise and discussed. Such seminars will help the employees be updated on the latest guidelines in accounting practices.
- Certification training sessions – preparation seminars after two years of work, through which the employees should pass a four-part examination for Certified Internal Auditor (CIA) (Career Path, 2010).
Each of the aforementioned training activities is instructor-led and is subject to modification during employment. Further professional development stages will be dependable on changes in the career path of the employee, and changes in organizational goals and objectives.
References
Bohlander, G. W., & Snell, S. (2007). Managing human resources (14th ed.). Mason, OH: Thomson.
Career Path. (2010). Jobs in Accounting. CareerPath. Web.
Chen, G., & Klimoski, R. J. (2007). Training and development of human resources at work: Is the state of our science strong? Human Resource Management Review, 17(2), 180-190.
Syed, J. (2008). Employment prospects for skilled migrants: A relational perspective. Human Resource Management Review, 18(1), 28-45.
Torrington, D., Hall, L., & Taylor, S. (2008). Human resource management (7th ed.). Harlow, England ; New York: FT Prentice Hall.