Human Resource's Recruitment Policies and Guidelines

Case Study
Student's Name
Institutional Affiliation
Course Full Name
Instructor Full Name
Due Date
Case Study
Scenario 1
Qn 1
As a recruitment expert, some of the positions I may need to recruit for include executive-level positions such as CEOs, CFOs, and CTOs, as well as managerial positions such as HR managers, marketing managers, and project managers. Additionally, I may need to recruit technical positions such as software developers, data analysts, and cybersecurity experts. These positions are crucial for any organization to achieve its goals and objectives. Recruiting the right talent can be a significant challenge.
Qn 2
The existing recruitment policies and guidelines vary from organization to organization. However, they generally cover job posting, candidate screening, interviewing, and hiring (Harter, 2018). These policies and guidelines can cause challenges such as legal compliance issues, bias in the recruitment process, and difficulty attracting top talent in a highly competitive job market (Milkovich et al., 2017). For example, some organizations may have policies that restrict recruitment from certain demographic groups or geographic regions, which can limit the pool of qualified candidates.
References
Milkovich, G. T., Newman, J. M., & Gerhart, B. (2017). Compensation (12th ed.) [EBSCOhost version]. Retrieved from HYPERLINK "https://eds-p-ebscohost-com.ezproxy.umgc.edu/eds/ebookviewer/ebook?sid=9cdc2b38-9d69-462c-b8f2-fd1178efa6de%40redis&ppid=pp_v&vid=0&format=EB" \t "_new"
https://eds-p-ebscohost-com.ezproxy.umgc.edu/eds/ebookviewer/ebook?sid=9cdc2b38-9d69-462c-b8f2-fd1178efa6de%40redis&ppid=pp_v&vid=0&format=EB
Harter, J. K. (2018, September 10). The requirements of a diverse and inclusive culture. Gallup.  HYPERLINK "/workplace/242138/requirements-diverse-inclusive-culture.aspx" \t "_new" /workplace/242138/requirements-diverse-inclusive-culture.aspx
Qn 3
In order to meet these challenges, I would recommend several strategies. These include ensuring that the recruitment policies are compliant with applicable laws and regulations, implementing blind resume screening to eliminate bias, and using technology to improve the recruitment process, such as using data analytics to identify top candidates (Noe et al., 2019). Additionally, I would recommend that the organization develops an attractive employer brand that highlights the company's culture, values, and opportunities for professional growth and development.
References
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2019). Human Resource Management: Gaining a Competitive Advantage (11th ed.) [PDF file]. Retrieved from HYPERLINK "https://leocontent.umgc.edu/content/dam/course-content/tus/hrmn/hrmn-300/document/HRMN%20300%20Text%20Chapter%201_new.pdf" \t "_new"
https://leocontent.umgc.edu/content/dam/course-content/tus/hrmn/hrmn-300/document/HRMN%20300%20Text%20Chapter%201_new.pdf
Qn 4
My recruitment strategy would involve several key elements, such as defining the job requirements and qualifications, sourcing and attracting candidates through a variety of channels such as job boards, social media, and employee referrals, conducting rigorous candidate screening and assessment, and maintaining ongoing communication with candidates throughout the recruitment process (Lumen Learning, n.d). Additionally, I would work closely with the hiring managers and other stakeholders to ensure that the recruitment process aligns with the company's goals and objectives and that we are hiring candidates to contribute to the organization's success (Milkovich et al., 2017).
References
Milkovich, G. T., Newman, J. M., & Gerhart, B. (2017). Compensation (12th ed.) [EBSCOhost version]. Retrieved from HYPERLINK "https://eds-p-ebscohost-com.ezproxy.umgc.edu/eds/ebookviewer/ebook?sid=9cdc2b38-9d69-462c-b8f2-fd1178efa6de%40redis&ppid=pp_v&vid=0&format=EB" \t "_new"
https://eds-p-ebscohost-com.ezproxy.umgc.edu/eds/ebookviewer/ebook?sid=9cdc2b38-9d69-462c-b8f2-fd1178efa6de%40redis&ppid=pp_v&vid=0&format=EB
Lumen Learning. (n.d.). Introduction to Foundations of Human Resources Management. Retrieved from HYPERLINK "https://courses.lumenlearning.com/wm-humanresourcesmgmt/chapter/introduction-to-foundations-of-human-resources-management/" \t "_new"
https://courses.lumenlearning.com/wm-humanresourcesmgmt/chapter/introduction-to-foundations-of-human-resources-management/
Scenario 2
Qn 1
The program manager's performance issues should have been addressed earlier to avoid needing her replacement. It would have been more productive for the vice president to provide the program manager with constructive feedback and guidance on improving her performance rather than simply promising to talk to her (Lumen Learning, n.d). It is unclear whether the program manager was given adequate support and resources to carry out her responsibilities effectively. However, her lack of communication with the client is a significant concern (Milkovich et al., 2017). The decision to replace her was appropriate, given the client's dissatisfaction with her work and missed deadlines. However, it would have been preferable to address the performance issues earlier and provide the program manager with an opportunity to improve.
References
Milkovich, G. T., Newman, J. M., & Gerhart, B. (2017). Compensation (12th ed.) [EBSCOhost version]. Retrieved from HYPERLINK "https://eds-p-ebscohost-com.ezproxy.umgc.edu/eds/ebookviewer/ebook?sid=9cdc2b38-9d69-462c-b8f2-fd1178efa6de%40redis&ppid=pp_v&vid=0&format=EB" \t "_new"
https://eds-p-ebscohost-com.ezproxy.umgc.edu/eds/ebookviewer/ebook?sid=9cdc2b38-9d69-462c-b8f2-fd1178efa6de%40redis&ppid=pp_v&vid=0&format=EB
Lumen Learning. (n.d.). Introduction to Foundations of Human Resources Management. Retrieved from HYPERLINK "https://courses.lumenlearning.com/wm-humanresourcesmgmt/chapter/introduction-to-foundations-of-human-resources-management/" \t "_new"
https://courses.lumenlearning.com/wm-humanresourcesmgmt/chapter/introduction-to-foundations-of-human-resources-management/
Qn 2
Options for finding a new program manager include posting the job on job boards and social media, utilizing recruitment agencies, reaching out to professional networks and associations, and promoting the job within the company (Noe et al., 2019). It may also be helpful to ask for referrals from current employees or former colleagues. The job posting should clearly outline the qualifications and responsibilities of the role and emphasize the need for a candidate with strong communication and leadership skills (UMGCa, n.d). Screening and interviewing candidates should be conducted promptly to avoid delays in the project timeline.
References
Milkovich, G. T., Newman, J. M., & Gerhart, B. (2017). Compensation (12th ed.) [EBSCOhost version]. Retrieved from HYPERLINK "https://eds-p-ebscohost-com.ezproxy.umgc.edu/eds/ebookviewer/ebook?sid=9cdc2b38-9d69-462c-b8f2-fd1178efa6de%40redis&ppid=pp_v&vid=0&format=EB" \t "_new"
https://eds-p-ebscohost-com.ezproxy.umgc.edu/eds/ebookviewer/ebook?sid=9cdc2b38-9d69-462c-b8f2-fd1178efa6de%40redis&ppid=pp_v&vid=0&format=EB
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2019). Human Resource Management: Gaining a Competitive Advantage (11th ed.) [PDF file]. Retrieved from HYPERLINK "https://leocontent.umgc.edu/content/dam/course-content/tus/hrmn/hrmn-300/document/HRMN%20300%20Text%20Chapter%201_new.pdf" \t "_new"
https://leocontent.umgc.edu/content/dam/course-content/tus/hrmn/hrmn-300/document/HRMN%20300%20Text%20Chapter%201_new.pdf
Qn 3
Hiring the lead instructional designer for the program manager role has benefits and risks. On the one hand, the lead instructional designer is already familiar with the project and the team, which can expedite the transition and ensure continuity. The lead instructional designer may also have the leadership and communication skills to manage the project effectively. On the other hand, assigning the lead instructional designer to a new role could cause disruptions to the team and delay the project (Milkovich et al., 2017). The lead instructional designer may also lack the expertise or experience to manage the entire project.
References
Milkovich, G. T., Newman, J. M., & Gerhart, B. (2017). Compensation (12th ed.) [EBSCOhost version]. Retrieved from HYPERLINK "https://eds-p-ebscohost-com.ezproxy.umgc.edu/eds/ebookviewer/ebook?sid=9cdc2b38-9d69-462c-b8f2-fd1178efa6de%40redis&ppid=pp_v&vid=0&format=EB" \t "_new"
https://eds-p-ebscohost-com.ezproxy.umgc.edu/eds/ebookviewer/ebook?sid=9cdc2b38-9d69-462c-b8f2-fd1178efa6de%40redis&ppid=pp_v&vid=0&format=EB
Qn 4
The recruitment and retention challenges of quickly filling the position include the limited pool of qualified candidates, the competition from other companies for top talent, and the potential for high turnover in the position (Milkovich et al., 2017). In order to address these challenges, it is essential to offer competitive compensation and benefits packages, promote positive company culture and work-life balance, and provide opportunities for professional development and advancement within the company (University of Maryland Global Campus b, n.d). It may also be helpful to prioritize candidates with experience working on similar projects and demonstrating strong leadership and communication skills.
References
University of Maryland Global Campus. (n.d.). Lesson 3 script.  HYPERLINK "https://leocontent.umgc.edu/content/dam/course-content/tus/hrmn/hrmn-300/document/Lesson%203%20script.pdf" \t "_new" https://leocontent.umgc.edu/content/dam/course-content/tus/hrmn/hrmn-300/document/Lesson%203%20script.pdf
Milkovich, G. T., Newman, J. M., & Gerhart, B. (2017). Compensation (12th ed.) [EBSCOhost version]. Retrieved from HYPERLINK "https://eds-p-ebscohost-com.ezproxy.umgc.edu/eds/ebookviewer/ebook?sid=9cdc2b38-9d69-462c-b8f2-fd1178efa6de%40redis&ppid=pp_v&vid=0&format=EB" \t "_new"
https://eds-p-ebscohost-com.ezproxy.umgc.edu/eds/ebookviewer/ebook?sid=9cdc2b38-9d69-462c-b8f2-fd1178efa6de%40redis&ppid=pp_v&vid=0&format=EB
Scenario 3
Qn 1
In order to retain existing employees, several steps can be ta...