The Recruitment & Selection Process of The Canadian Armed Forces Vs. Scotiabank
Introduction The Canadian Forces is a federally funded, crown organization in charge of our country’s defense and freedom (can add more detail for each organization. i.e. brief history). Scotiabank is one of the five largest financial institutions in Canada, and is a name many people recognize and trust. These two organizations are very different in many ways such as how they are managed, funded and even perceived. The goal of this report is to detail each organization’s recruitment and selection processes, and then compare them in terms of similarities and differences. The Canadian Forces Recruitment The Canadian Forces use a variety of tools to attract and retain its members. In the eyes of the world and Canadians a like, the CF are portrayed as an efficient and effective group of professionals. They achieve this by demonstrating, professionalism, courage, honesty, loyalty and respect. Using employer branding as a recruitment tool they promote these core values and benefits to attract eligible Canadians. Employer Branding: The Canadian forces use employer branding to attract Canadians who are fit for duty. In doing this they have made available a wide array of benefits for their soon to be members. These benefits include training, health and dental care, vacation, pension, maternity leave, personal support, leisure time and moving cost[1]. The CF also
I will be describing the recruitment and retention process and documentation process in McDonalds. I will be analysing the process in which McDonalds recruit staff into the business. I will also be identifying the ways that McDonald holds onto their staf
P1 Unit 4: effective people, communication and information Application form analysis Introduction I will be describing the recruitment and retention process and documentation process in McDonalds. I will be analysing the process in which McDonalds recruit staff into the business. I will also be identifying the ways that McDonald holds onto their staff so that the staff can become trusted loyal people toward the company. I will also be explaining all 5 different processes which are: recruitment planning, skills auditing, evaluating sources, method of application and I will be making a flowchart of all these process, In order to assist me when I want to create my own application form. Recruitment planning I will understand the process in which people go through fill in a job vacancy before it has been occurred. Recruitment Planning is used to find out how many workers and what types of workers are required. McDonalds will then plan what vacancies exist as they might have left due to the fact that: sickness absence, Maternity cover, or they could be on a holiday period. The latter are examples of non permanent vacancies. Efficient planning maintains PRODUCTIVITY. Productivity is when a company reaches there aims, also productivity is the amount of output created. Furthermore productivity is to aachieve your organization's mission and get your problems solved. Skills
Recruitment Case Study. During the recruitment process BHS use many documents such as Job description forms, application forms, person specification.
British Home Stores (BHS) Business History Over the past 70 years, Bhs has grown from a single store in Brixton in 1928 to a multinational retail company both in the UK and overseas. At the beginning when the store first opened the highest price of any item they sold was one shilling they sold lighting and had self service cafes and food departments. BHS became a public company in 1931. In 1945 it was decided prices should not be sole marketing strategy, so they introduced a policy of quality and value for money. In 1985 they started successfully overseas programme with their first franchise store in Gibraltar. As their store abroad done very well they then decided to open others in Europe and the Middle East. In 1986 they came together with Habitat and Mothercare to form Storehouse. This had a stronger presence within their merchandise ranges and store design and 'Bhs' replaced British Home Stores as the registered company name. Their first store dedicated to homewares was opened in Bath in May 1998. In May 2000 Philip Green bought Bhs from the Storehouse Group. Bhs Ltd is now a private retailer. They continue their commitment to delivering a great shopping experience to their customers, through stylish fashion ranges and homewares at prices that stand for a good value. The store has many outlets It now has more than 185 stores in the UK and employs over 12,000
A critical evaluation of the key influences within the recruitment and selection process.
A critical evaluation of the key influences within the recruitment and selection process Environmental influences determine how human resource specialists within an organisation formulate an approach to recruitment and selection. Both processes determine what kind of people are employed and set the crucial parameters of human capability in the organisation. Martin and Jackson (1997: 47) define the whole procedure as employing 'the right people in the right jobs at the right time'. The need to recruit may emerge 'when an organisation takes place through changes of policy, technology, locations, mergers, acquisitions, demerger...' (Heller, 2002: 90) Storey and Wright (1998: 235) believe '...it provides an opportunity to consider options other than recruitment and selection', such as the potential for restructuring workloads or departments and redeploying existing staff. Ineffective recruitment and selection '...defeat subsequent attempts to build competence and commitment, and to develop potential'. (Harrison, 2002: 56). The negative effect increases turnover and has a disruptive effect on the use of managerial time. 'It is important to know what the person will contribute and what induction training will be required'. (Collins, 1993: 29). The targeted market depends on staff numbers, skills, competencies and experiences required. Additional considerations are age
Describe the recruitment, retention and documentation process in Tesco, include job descriptions and person specifications.
Unit 4: Effective People, Communication and Information Describe the recruitment, retention and documentation process in Tesco (includes describing job descriptions and person specifications. Guide to Recruitment Systems at Tesco Tesco is a major international company with many job opportunities, including management, graduate, school leaver and apprentice posts. We feel the need to have people with the right skills and behaviours to support its growth and development of our company. Tesco has clear organisational structures, detailed job descriptions and person specifications. It provides user-friendly ways of applying for jobs and a consistent approach to recruitment and selection. This means it can manage its changing demand for staff. Here at Tesco we use a workforce planning table to help us predict the likely demand for new staff in both managerial and non managerial roles. An example of this would be in 2008/2009 we calculated that to support its business growth there will be a demand for around 4,000 new managers. We do this planning process runs each year from the last week in February. To check this we have quarterly reviews where we can adjust staff levels and employ more staff if needed. Jobs come available due to: * New stores open and new staff are needed * Member of staff retires or gets sacked At Tesco we aim to attract the right standard of
In this assignment I want to describe the recruitment and retention process and documentation in M&S.
BTEC National Diploma in Business Introduction to marketing Introduction: In this assignment I want to describe the recruitment and retention process and documentation in a selected business. Task 1.1 Reasons Why M&S may need to Recruit new Staff > For expansion reason: If M&S hope to or want to expand their shop they will need to recruit new staff, so that the new staff they recruit can be involved in the day to day running of the new store they just opened. > To cover shortage of staff: Shortage of staff occurs if for example workers are on sick, maternity leave or on pregnancy leave. When workers are on thes leave the duties that those workers are normally doing needs to be performed by someone else that is why M&S recruit new staff. > Poor performance: If M&S workers are under performing, they might be dismissed or put on redundancy. Therefore, new employees will need to be recruited. > Diversification: If an organisation diverse into providing other types of goods or services and their current employees doesn't have the skills to provide these. Their employer might need to employ new staff to cope with this. M&S for example diverted into providing other ranges of products like home wares and furniture. > To comply with government law: Government law makes organisations to recruit a right amount of staff based on gender, race and disability. M&S could get in
Recruitment & Selection Process
WHAT DOES SHAKESPEARE SUGGEST IS TO BLAME FOR ROMEO AND JULIET'S DEATHS? Romeo and Juliet is a tragic story written by William Shakespeare. This drama is set in Verona and takes place over a period of five days. Throughout the story there is a lot of tension between the characters. The story ends with the two main characters of the story dying thus ending the ancient grudge between the two families. I believe that the adults are to the blamed for the death of the two lovers. If the story is looked into depth there is a lot conflict between the characters. By the end of the story there were three civil wars over a span of five days. This shows just how much the characters and the families hate each other. It is really the adults who should be blamed for the deaths of the two protagonists. Lord and Lady Montague, Lord and Lady Capulet, Nurse and Friar Lawrence are the people to be blamed for their deaths. Friar Lawrence says "In one respect I'll thy assistant be; for this alliance may so happy prove to turn your households' rancour to pure love,". This means that he was trying to be helpful and as a result of this there were four deaths. Friar Lawrence decides to marry Romeo and Juliet because he though that marrying the two couples would bring the two households the Capulet's and Montague's together as one, As a result Verona would be a peaceful town for everyone. "Thou hast
Described and appraise the recruitment process of Beijing Sifang Automation Co., Ltd (Sifang) through analysisd its strengths, weakness, timescales, and success ratio. The company's culture, management style and how these impact in the recruitment
Managing People and Organisations The appraisal of Sifang's recruitment process . Introduction Beijing Sifang Automation Co., Ltd (Sifang), which was founded in 1994, is a high-tech enterprise mainly engaged in R&D and Manufacture of power system protection relay devices and automatic control systems. These products have also been widely applied to other industries such as petrochemical, railway, coal and metallurgy in China. The company has 10 filiales and over 1000 employees. Professor Qixun Yang, the board chairman of the company, is not only an academician of Chinese Academy Engineering (CAE) but also a professor of North China Electric Power University. As a leader of the power system automatic protection field in China, he has many patents which are applied in Sifang. After graduation from North China Electric Power University, I entered in the marketing department of Sifang as a project staff. One year later, I was promoted to project manager. My responsibility was by using the ERP system to ensure the proper direction of the project at all times, kept all project members on track and make sure communication was taking place on all levels, to understand the basics and develop a workable solution, and interpret all types of user requests and translate them into necessary project goals. 2. The recruitment process of Sifang Barber's (1998) definition of recruitment
HRM - Recruitment
Introduction Today, strategic decisions are related to human resource considerations. For an example, in an information and knowledge-based economy, success depends on an organization's ability to manage human capital. Human capital refers to economic value of the knowledge, experience, skills and capabilities of employees. To build human capital, HRM develops strategies for ensuring a workforce with superior knowledge and skills. This means recruiting to find the best talent, enhancing their skills and knowledge with training programs and opportunities for personal and professional development, and providing compensation and benefits that enhance the sharing of knowledge and appropriately reward people for their contributions to the organization. The act of recruiting is the organization's ability to sell their culture and opportunities to individuals who are in search of employment, while simultaneously matching the needs of the organization with the qualifications of the individuals. Nowadays, employees are viewed as assets of the company. Employees, not buildings and machinery, give a company a competitive advantage. Employees take more responsibility and control in their jobs, especially in service industry, becoming partners in business improvement rather than cogs in a machine. It is because human labor can easily be replaced by machine. Clearly, the organization
Recruitment & Selection
Introduction This is a report that covers recruitment planning, recruitment practices, recruitment procedures, selection practice & recruitment and selection legislation on my chosen business, the Metropolitan Police Service. The Metropolitan Police was established on 29 September 1829 by then Home Secretary Sir Robert Peel. The Met, as it is called colloquially, was London's first organised police service, charged with maintaining law and order in the capital city. When it started, there were just 1,000 officers, policing less than 2 million people across a seven-mile radius around Charing Cross. It was the third official non-paramilitary city police force in the world, after the City of Glasgow Police and the Paris Police. Until the middle of the 18th century, no police force operated in London. One of the priorities of the police force from the beginning was "maintaining public order", and they were very active, for example, against the major Chartist demonstrations. The force continued to be controlled directly by the Home Secretary until 2000, when the newly created Greater London Authority was given responsibility for the force, through the Metropolitan Police Authority. The MPA is made up of members appointed by the Mayor of London and the London Assembly, and several independent members. However the Metropolitan Police Commissioner is still appointed by the Home