Introduction | 5:15 mins
Welcome to the first week of Human Resource Management in Agribusiness. In this section we will be talking about recruitment of staff, in particular position descriptions and job advertisements.
Recruitment can be referred to as the attraction, selection and appointment of individuals for positions that become vacant or are created.
In essence, organisations need to find the right person with the right skill set at the right time to fit the organisation. Getting the wrong person for a position can become very costly for organisations so managers or supervisors need to look closely at the requirements of the organsiation when a position becomes vacant.
When a position does become vacant in an organization quite often the manager will grab the previous employees position description, read through it, make a couple of tweaks and then get on with the job of advertising the position. Managers are usually down an employee, other team members or the manager themselves is normally covering the work load of the employee that has departed until a replacement is appointed. Therefore, managers tend to rush this process of getting the position description ready for advertisement.
However, getting the position description right for a position is critical as it sets the scene for who applies for the position, who gets shortlisted and who succeeds in getting the position and every organization is after the right person for the job.
I am sure you have heard many times, people are the most important asset of any organisation so managers or supervisors need to spend some quality time looking at what they need in the organization, not just tweaking what they already had. It may be the case that they don’t need to change anything which is great but they do need to spend time analyzing the job requirements.
Things can change dramatically in organisations in short spaces of time and when someone leaves it is a perfect opportunity to reevaluate where the organization is heading, and do we have the right people with the right skills to get there. So essentially managers need to start at the end point, what sort of skills and attributes does the organization need in the next couple of years to achieve its outcomes. Then work back from there.
Spending this time on developing the position description to meet the outcomes of the organisation will not only produce a better position description but it will also be more likely to attract a quality prospective employee with the appropriate skill set.
Once the position description is ready there are a couple of options for organisations, they can advertise the position themselves or they can appoint a recruitment company to take care of the process. Many organisations that do not have their own human resource departments tend to use recruitment companies when recruiting at a senior level. Less senior positions are usually handled by the organisation.
For example, I previously worked in local government, anything at a Directors level or above we used a recruitment company, any positions below that the Directors and other key staff were directly involved in the recruitment.
Whether the organization is handling the recruitment or a recruitment agency there needs to be a decision made on how and where to advertise.
I have read many job advertisements that wouldn’t encourage me to apply for the position.
Whether organisations like it or not, everyone is competing for the best and brightest to join their team, therefore the advertisement must sell that organization. Why would someone want to work there, what are its selling points? These are the things that need to be in the advertisement because you want the applicant to think, hey that sounds like a great fit for me and then they go further and download the positon description and put in an application. Every advertisement must have a hook that will appeal to the sort of person the organization is trying to attract.