Human Resource Receptionist Job Ad
Tittle of the job: Human Resource Receptionist
Description of the Job
Persons in the position of human resource receptionist perform duties related to human resource at the administrative level, directing calls to the relevant associates and answering calls. An employee in this position must have several abilities outlined below to enable him or her perform effectively. Should be able to answer calls directed to him/her and channel them to the appropriate associates accordingly. Should be able to enter relevant data in the payroll system as required. Should scan and make entries of confidential documents in the employee’s database. Should be able to notify appropriate colleague about arrival of guests and sign the guests in. Should be able to create badges and maintain the system of badging. Should create divisional articles and presentation to be featured in the bulletin boards and company magazine and the communication tools of the division. Should be able to appropriately pass information concerning practices and policies to the boss and fellow employees. Finally, the employee in this position will be required to be able to organize projects for instance annual vacation events, assignments on charity, projects on wellness and health and any other related event.
Qualification for the Job
The applicant should have a high school diploma or a GED. Be excellent in written and spoken communication skills. Be able to recognize issues and give relevant solutions. Be capable of performing a trouble shoot. Being able to meet strict deadlines. Have excellent computer skills including knowledge in Microsoft excel, PowerPoint word. Have elaborate organization skills. Must be detail oriented. Must be able to process documents with speed while avoiding minimal errors. Should have a minimum of two years of experience in a field relevant to the vacant field or an equivalent of a combination of experience and education or training.
Plan of Recruitment
Step 1: Vacancy Identification
Step 2: Conducting a review of the need on the need to fill the position
Step 3: Determination of the most effective strategy for recruitment
Step 4: A Request to recruit form is prepared
Step 5: The selection methodology is determined and the selection panel is established
Step 6: Receiving and collating applications
Step 7: Selection process begins with the reviewing of the applications shortlisting candidates
Step 8: Assessment of the short listed candidates.
Step 9: Recommendation of the outcome
Step 10: Making an offer verbally to the preferred candidate and discussion of the conditions of employment.
Step 11: Making a written offer regarding employment to the candidate
Step 12: The unsuccessful candidates are advised.
Step 13: Make appointments and start the process of induction
Process of Selection
This process is to be conducted by the front office manager and the human resource manager. They together organize a panel that will conduct the process of selection. They assign and agree on the roles that will be carried out by each panel member. They will then settle on other aspects of selection such as the criteria to be employed, the method of short-listing candidates and the mode of conducting the interview. The methods of selecting the appropriate candidate are explained below.
This method involves posting of a job vacancy in within the company for the employees to see. It can be used in the process of recruitment because it is quite cheap for the organization. This kind or recruitment has several advantages alongside saving on costs. It also saves time because the organization does not have to follow the processes of advertising that are time consuming. It can also boost the morale of the selected employee and it also ensure smooth continuity in the processes of running the organization. The individual selected does not have to undergo serious training.
This involves looking for someone from outside the organization to fill in a vacant position. It applies different techniques that include advertisement, publications, newspapers and other communication media. It has the advantage of exposing the selection panel to a greater pool of experts from which they can choose the best. This can help in diversification of the organization as new experiences and ideas are injected in the organization.
Use of employment agencies
These are firms that assist the organization in selecting the best candidate for the job. This method is more appropriate as it saves the organization from handling a large volume of recruitment data. The agencies are also in contact with a pool of skilled manpower that could be fit for the job but is not in the job market at the time of recruitment.
This is an approach of selection that is suited to predict the performance of the applicant in a job in the future and it involves oral responses and queries. It has several advantages. The interviewing body can determine if the applicant has the right social and communications skills necessary in the job. The applicant’s job knowledge can be assessed in the process. The applicant can also get the opportunity to pose questions concerning the job. The interview process can undergo modification to collect the required information.
Selection and recruitment is the process by which the organizations identifies the requirement of a given job, defines them with respect to the holder of the job, advertises the position and selects the appropriate individual to occupy the vacancy. For an organization to succeed this process must be carried out efficiently. The human resource department is responsible for carrying out these duties.
The sources of recruitment are the areas where qualified candidates for the job can be found. The sources can be either external or internal. Sources that are cost effective and reliable should be preferred for use by the organization. Well, internal recruitment saves time and money but has the problem of leaving another position vacant. External recruiting can assist the organization in diversification, as there is a large group of experts to select form. Arthur says that advertising is the best mode of external recruitment. It is appropriate where time is limited and where finances are limited too. The traditional methods of recruitment like use of newspapers and job fairs can also be used.
Various employment agencies can also be used for recruitment purposes as they can access a large pool of candidates and they can be used when positions are needed to be filled quickly. They could charge exorbitant costs for their services, but they save the organization from handling large amount of data. The recruitment process of an organization can be reactive or proactive. Reviewing of the application of the candidates gives the recruiter an opportunity to be well versed with the credentials of the candidates. An examination of the responsibilities of the requirement of the job is done during job analysis. Job description is that process of providing a summary of the relevant responsibilities for the job.
The tangible skills of a candidate are the behaviors that are tangible and that must be able to be done to enable the employee perform a particular task. Skills are gained through the experiences of an employee in the previous job and can incorporate knowledge as indicated by Mclntire and Bucklan. In the process of hiring and employee, someone of the appropriate skills should be selected. This increases the chances of him or her performing in the said position. The cultural fit is also important in selecting employees alongside the right skills as depicted by research noted by Watt.
In the process of interviewing, recruiting and selection of the best employees who are up to the tasks, a comprehensive approach needs to be applied. The business incurs a lot of costs during recruitment and this can serve to increase productivity. Employees who are culturally fit should also be considered during the process. The selected candidate should be able to express the values and the competencies that are expected by the organization as indicated by Watt.
Arthur, Diane. Recruiting, interviewing, selecting & orienting new employees. 3rd ed. New York: AMACOM, 1998. Print.
McIntire, Sandra A., and Mary Ann Bucklan. The job analysis kit. Odessa, FL: Psychological Assessment Resources, 1995. Print.
Watt, B. (2005) How to hire for cultural fit. HR Leader. Retrieved on August 8, 2010 from: http://www.humanresourcesmagazine.com.au/articles/e6/0c02dbe6.asp