Job Description, Recruitment Advertisement, And Selection Criteria For Human Resource Manager

Key features of good quality job descriptions

A Job Description is a piece of document that is used to describe a job profile. The good job description consists of several important sections such as the company name or employer’s name, heading information, job summary and position, job objectives, required qualifications, special or additional requirements, job responsibilities or key responsibility areas, job location. The heading information should contain the title of the job, pay scale, job position, shift hours and timings, possibility of weekend work and overtime work and possible incentive range.

The job summary should outline the general responsibilities associated with the job profile, describing the key activities or tasks and the job purpose, work environment and professional relations and general expectations on the job position. The Qualifications section should outline the required educational background, work experiences, professional or academic training as well as technical skills that are needed for the job. The special requirements section should outline the additional conditions that are needed or desirable for the job position. The job responsibilities is one of the most important section in job description that describes all the responsibilities and tasks associated with the job position and the accomplishments that are expected of the position (Kishore & Sutcliffe, 2015; Oulton et al., 2016; Baker, 2017).

Job Description can be used for several purposes. Recruitment is one of the most important uses of a job description in which the document is used to advertise and highlight the necessary job requirements in order to invite the right candidates for the interview. Training is an important process in which job description can be used to educate the trainees of the the activities and responsibilities associated with the job profile and therefore help them to be prepared for the interview of the job role.

Job Description is also a part of organization’s Legal Requirements due to which they need to clearly outline and describe every detail associated with the job profile, including the position, functions, remunerations and qualifications for the purpose of maintaining records. Effective job descriptions can also help to set expectations of the candidates and new joinees about the responsibilities they need to undertake in the given position. Job Description can also be used to assess employee performance based on the key responsibility areas and thereby identify employees who can be given rewards and recognition (Bratton & Gold, 2017; Hollenbeck & Jamieson, 2015; Foster, 2014).

2. Job Description for HR manager

Heading Information:

Position: Human Resources Manager

Reporting to: Senior Manager

Vacancy: 01

Pay scale: 25,000 to 35,000 AUD per annum

Working Hours: 40 hours per week

Overtime: NA

Weekend Work: NA

Job Summary:

Developing workplace policies, directing and coordinating human resources activities like selection and recruitment, training and skills development, compensation planning, employee relations, employee benefit planning, performance evaluation and addressing employee concerns.

Job Responsibilities:

• Conducting interviews with selected candidates and analyzing their performance
• Selection of candidates and developing their induction program
• Developing employee and workplace policies
• Assessment of employee performance
• Conducting exit interviews
• Developing employee payment structures
• Preparing and giving presentations to the board of directors about organizational and employee performance
• Evaluating employee appraisals
• Maintaining attendance and performance records
• Developing employee relations
• Coordinating between different departments
• Developing training and skills development programs for new and old joiners
• Administering benefit programs
• Responding to employee grievances, feedbacks and complaints
• Investigating behavioral issues
• Maintaining organizational code of conduct, ethical practice and fair workplace policies
• Maintaining workplace safety
• Maintaining a positive workplace environment

3. Selection criteria for HR manager

Qualifications:

Educational Qualifications: MBA in HR

Work Experience: 5 to 10 years.

Skills and Abilities:

Language Skills: Ability to read, write, interpret and analyze complicated documents. Good communication and presentation skills. Proficiency in English.

Computational Skills: Ability to use logical calculations and analytical thinking to resolve problems. Ability to use formulas, graphs and statistical data to analyze and prepare reports.

Different ways in which job descriptions can be used

Certifications: HR Certifications needed

Technical Skills: Knowledge in HR systems, Database Systems and  Employee Management Systems. Strong knowledge about labour laws and best practice guidelines.

Personal Qualities:

Creativity, versatility, commitment, strong theoretical and practical knowledge, intuitiveness, leadership skills, effective communication skills, ability to work under pressure, empathetic, logical, critical thinking, accountability, responsibility, honesty, transparency, compassionate, conflict management, emotional intelligence and enthusiasm (Fred & Kinange, 2018; Armstrong, 2016).

Special Requirements:

• Knowledge in human psychology is an added advantage
• Proficiency in using Microsoft Office application is important
• Knowledge is statistics is desirable

4. Recruitment advertisement for online recruitment

Example of an online recruitment advertisement:

Job Title: HR Manager

Job Summary:

We are looking for an individual for the position of an HR Manager who can help to maintain the and develop our organizational culture, develop and update workplace policies and help to develop talent within the workforce. The manager would also be responsible to take interviews of candidates and consolidate with Operations Manager on the selection of the new employees, develop training programs. Additionally, the manager would have to coordinate with the employees, their welfare and skill development and assess overall performance and compliance to organizational policies, preparing reports as and when needed.

Duties:

• Conducting interviews
• Developing training for new employees
• Implementing skill development program for existing employees
• Developing employee benefit programs
• Coordinating with employees and multiple departments
• Performance assessment
• Audit policy compliance

Skills needed:

• Bachelors in HR related discipline
• 5 years experience in HR role and 1 year as HR manager.
• Developing performance reports and analyzing statistical data related to employee performance
• Ability to use HR related Database systems and software

5. Assessment/evaluation methods- 5-6 statements

The candidates can be assessed and their performance evaluated using the following activities:

Written Test: The written test can be comprised of psychometric tests that can evaluate the intelligence, abilities, personality and motivations of the candidates. This can help to understand their decision making aptitude, behavioral patterns and predict the future behavior and emotional fitness for the job position. The test can also evaluate their theretical knowledge about HR Responsibilities, performance evaluation framework, employee management and behavior theories (Winsborough & Chamorro-Premuzic, 2016).

Group Discussion and Activity: This is a group activity that can assess the problem solving skills, team working and coordination skills and communication skills. The round can consist of the candidates participating in a discussion on any significant topic related to HR management, and working together to analyze and find solutions to it and finally present a report to the interviewers (Bratton & Gold, 2017).

Personal Interviews: One on one interview would assess interpersonal communication skills and active listening skills. In this round, each candidate would be interviewed by a panel of interviewers who would test the knowledge of the candidate on several domains related to HR management (Winsborough & Chamorro-Premuzic, 2016).

6. Behavioral interview questions-

Question 1: Tell me about an incident in which you had to work under pressure, and what you did to achieve the expected or desired outcomes and what you felt about the situation.

Question 2: Tell me about an incident where you think you made a mistake while taking an action and what you think you should have done differently to achieve a better outcome.

Question 3: Give an example of a situation where you had to develop specific goals and objectives and how you communicated those goals and objectives as well as their outcomes.

Question 4: Describe to us a situation where a decision you made was not popular among the employees and how you handled the the feedbacks of the employees and how you used them to make changes to your decision.

Sample job description and recruitment advertisement for HR Manager position

Question 5: How do you react when an employee does not agree with your decision and how do you resolve the disagreement.

Question 6: Give an example of a situation in which you had to resolve a conflict in the workplace, how you addressed the situation and what the outcomes of your actions were.

7. Interview Panel Members and justification for their selection

Interview panel for HR Manager Position would require a panel of interviewers such as:

Senior manager of Human Resources: The senior HR manager can assess the knowledge of the candidate on HR Management practices, theories and policies and thus understand fitness for the job position. The senior manager would also scrutinize the work experience and educational background of the candidate and assess the management aptitude (Kramar, 2018).

Senior Accounts Manager: The senior accounts manager can assess the candidate about policies related to employee reimbursement and salary calculations and thus understand the ability to prepare employee benefit policies (Sikora & Ferris, 2014).

Word Health and Safety Manager: The WHS manager can analyze the knowledge of the candidate on OHS policies and how to maintain them in the workplace (Desmond & Hansson,2017).

General Manager: The General Manager can evaluate the overall management skills of the candidate, how the person responds to various situation, understand the aptitude of the candidate for the position of the HR Manager. The GM would also evaluate the technical competencies of the candidate (Kramar, 2018).

Chief Executive Officer: The CEO can assess how the candidate plans to improve the organizational performance in a way that can improve the profitability of the stakeholders as well as improve the work culture and increase job satisfaction of the employee (Sikora & Ferris, 2014).

8. Induction and Orientation checklist

Outlined below is the schedule of the induction and orientation program for the new candidate(s):

Day	Activity	Responsible personnel	Completion status
Day 1	Orientation to the organization, its values and motto	General manager	Not completed
Day 1	Briefing on company background and company history	Senior Manager HR	Not completed
Day 1	Introducing to the organizational structure and leadership positions	Senior Manager HR	Not completed
Day 1	Training on the organizational policies such as employment terms and conditions, employee remuneration policies, employee benefit policies, work culture policies and leave policies.	Senior Manager HR, Senior Manager Accounts,	Not completed
Day 1	Briefing on employee confidentiality policies	Senior Manager HR	Not completed
Day 2	Briefing on Administrative policies	Senior Manager HR	Not completed
Day 2	Briefing on feedback policies	Senior Manager HR	Not completed
Day 2	Training on payment policies	Senior Manager HR	Not completed
Day 2	Training on the human resource policies	Senior Manager HR	Not completed
Day 2	Training on salary disbursements	Senior manager Accounts	Not completed
Day 2	Orientation to organizational policies	Senior Manager HR	Not completed
Day 2	Briefing on employee performance	Senior Manager HR	Not completed
Day 2	Orientation to health and safety policies	OHS Manager	Not completed
Day 3	Briefing on operational policies	Senior Manager Operations	Not completed
Day 4	Training on employee management system, learning management systems and HR database systems	Senior Manager HR	Not completed

Outlined below is the document checklist which lists the important documents that needs to be briefed upon:

Sl. No	Document Name	Status
1	I-9 form	Not completed
2	W-4 form	Not completed
3	Employee consent and acknowledgement form	Not completed
4	Background check form	Not completed
5	Security policies	Not completed
6	Leave forms	Not completed
7	Non disclosure agreements	Not completed
8	Health and life insurance policies	Not completed
9	Occupational health policies	Not completed
10	Employee benefit policies	Not completed
11	Training program documentation	Not completed
12	Performance evaluation framework	Not completed
13	Compliance audit reports	Not completed
14	Employee retention policies	Not completed
15	Work from home policies	Not completed
16	Data security policies	Not completed
17	IT policies	Not completed
18	Recruitment policy	Not completed

9. HR audit process

The HR Audit is a process that helps to review HR policies, procedures, systems and documents in order to identify scopes of improvement and development of the HR functions and also assess compliance to the organizational regulations and policies (Mahalingam, 2014). The HR audit process can assess various aspects associated with HR Management such as:

Employee benefits

Hiring Process

On boarding Process

Evaluation of employee performance

Process of employee termination

Exit interview process

Designing job descriptions

Review form development

Review of employee files

The HR audit helps to understand the strangths of the organizational policies and also identify any scope for further improvement in the HR process (Bhatia, 2017). The main functions of the HR Audit process include:

• Ensure optimal usage of the HR resources
• Monitor compliance to administrative policies
• Helping to develop confidence in the management team
• Helping to maintain the organizational performance and culture
• Improving employee relations
• Performing performance reviews for the shareholders and stakeholders
• Developing a baseline for further improvement in HR processes

In order to develop an HR Audit process the following steps are involved:

Step 1: Outlining the scope of the process- this involved understanding the HR aspect that needs to be assessed.

Step 2: Developing a plan for audit- this step involves developing a plan that can be used to audit the aspect with respect to its compliance and performances in that specific domain. Also, a framework is also developed using which the performance or compliance can be assessed.

Step 3: Gathering and analyzing data- Based on the framework and audit plan, relevant data is gathered from employee performance reports and daily reports.

Step 4: Preparing the report- Based on the data collected, a performance report is generated containing graphs and tables to enhance visual understanding.

Step 5: Developing an action plan- the report can then be used to develop an action plan that can be used to improve the performance.

Step 6: Evaluation of the progress- After the implementation of action plan, the performance can be monitored to understand its performance and identify further scope for improvement.

References:

Armstrong, M. (2016). Armstrong’s handbook of management and leadership for HR: Developing effective people skills for better leadership and management. Kogan Page Publishers.

Baker, T. (2017). Management Myth# 3—The Job Description Helps the Employee Understand Their Organizational Role. In Performance Management for Agile Organizations (pp. 89-106). Palgrave Macmillan, Cham.

Bhatia, N. (2017). A comparative analysis and impact of HR audit on employees’ expectations and satisfaction with retention policies and practices.

Bratton, J., & Gold, J. (2017). Human resource management: theory and practice. Palgrave.

Desmond, M., & Hansson, H. (2017). The safety manager as a boundary spanner between communities of practice: The employment of a safety manager in a Swedish construction company.

Foster, E. C. (2014). Human resource management. In Software Engineering (pp. 253-269). Apress, Berkeley, CA.

Fred, M. O., & Kinange, U. M. (2018). An Empirical Study on HR Skills for Employees Recruitment Decision Making with special Reference to Information Technology Enabled Service Sector in Bangalore City. Asian Journal of Management, 9(2), 954-960.

Hollenbeck, J. R., & Jamieson, B. B. (2015). Human capital, social capital, and social network analysis: Implications for strategic human resource management. Academy of management perspectives, 29(3), 370-385.

Kishore, A., & Sutcliffe Jr, P. A. (2015). U.S. Patent No. 8,930,398. Washington, DC: U.S. Patent and Trademark Office.

Kramar, R. (2014). Beyond strategic human resource management: is sustainable human resource management the next approach?. The International Journal of Human Resource Management, 25(8), 1069-1089.

Mahalingam, M. S. (2014). Impact of HR audit system in IT industries in Tamilnadu in order to gain insight into the present scenario. International Journal of Management and Social Science Research Review, 1(3), 76-84.

Oulton, K., Geoghegan, S., Williams, A., Sell, D., & Wray, J. (2016). G631 An innovative approach to designing a job description for a new NHS specialist post.

Sikora, D. M., & Ferris, G. R. (2014). Strategic human resource practice implementation: The critical role of line management. Human Resource Management Review, 24(3), 271-281.

Winsborough, D., & Chamorro-Premuzic, T. (2016). Talent identification in the digital world: new talent signals and the future of HR assessment. People and Strategy, 39(2), 28.