Recruitment and Selection in New Zealand

Recruitment and Selection in New Zealand

Part A: Recruitment and Selection in New Zealand (LO3)

 

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The most advanced organisations are rising to meet the new challenges by morphing their HR strategy, generally focussed on the HR function, into a people strategy that sets the direction not only for the HR department but also for all aspects of a business in which the capabilities of people are relevant. ‘Recruitment and Selection’ is an essential part of this strategic planning for an organisation. The use of testing is also a key component of recruitment and selection. To understand the current challenges faced by many organisations during this process, discuss the following:

 

Do we recruit and select for the role or for the organisation?

What is considered as a perfect ‘fit’ during the recruitment process?

Is the job interview still the most popular form of assessment for recruitment?

 

EITHER:

PART B: Induction and Socialisation (LO5)

 

  1. Induction

 

You are to develop an induction programme to take place over several weeks for your chosen organisation and the job you used in earlier assignments. Plan for least one full day induction, with two follow-up sessions. Your induction programme should be in the form of a detailed schedule of clearly sequenced events and clearly outline all necessary information for new employees. Your plan should include:

  • Pre-induction preparation

  • Responsibilities for tasks

  • Venue

  • Timings

  • Topics and tasks

  • A list items for induction package etc.

  • Evaluation processes

 

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  1. Socialisation

 

Explain the difference between induction, socialisation, and training. In your answer you should describe the three-stage cycle of socialisation that an individual will experience in a new job or company. In your answer give examples from you have experienced either in a new job or institution or a new country. Outline the support from a supervisor or company that would be useful during socialisation.

 

 

 

OR: PART C: Training and development (LO5)

 

1.What is the difference between training development and learning?

  1. Case study: Training plan

 

You are the HR Manager in a company. You are approached by a manager to address problems in the warehouse team. The manager is not sure what the problem is but has had feedback internally and from customers that there is confusion and lack of processes around the tracking and invoicing of goods received in the warehouse. He believes some training or development would help.

 

2.2. What types of questions would you ask to find out the problem?

2.1. What types of data would you consider, to discover the training needs?

2.3. You have done an investigation established that part of the problem is a training gap around on the accounting procedures of the goods received in the warehouse. You decide on these objectives for training:

 

-Distinguish between packing slips invoices and statements

-Check figures on suppliers’ invoices

-Code invoice amounts to appropriate accounts

-Complete standard invoicing processes without error in three minutes

Design and present a detailed training programme to meet these learning objectives. Consider

  • Type of training
  • Venue
  • Trainer
  • Topics
  • Timings
  • Delivery Methods
  • Medium of delivery
  • Evaluation

 

Provide reasons for each choice.

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PART D: Learning organisations (LO5) Compulsory

 

  1. Describe what is meant by a learning organisation and why this approach to learning may be useful in times of change.

  1. Identify at least one archetypical organisation problem or issue that a team may identify. Give an example. Identify what the fundamental problem in this issue and the possible solution a team may identify.

  1. Critique the learning organisation approach.

 

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