Instructor: Danielle Camacho JOB TITLE: Human Resource Administrative Assistant/ Receptionist JOB SUMMARY: The HR Administrative Assistant/ Receptionist is an entry level position that performs a variety of different administrative tasks in a high profile environment. This position is assigned to the HR front desk for receptionist coverage along with greeting guests and other internal personnel with excellent service in person or telephonically. Ultimately, HR Administrative Receptionist supports not only the HR Directors goals but the company goals as well by focusing on HR office accountability, customer service and work efficiency.
KEY RESPONSIBILITIES: Type, file, answer phones, scheduling, dictation, and data entry. QUALIFIERS: Type 50 words per minute, knowledge of computer skills, ability to read and interpret documents, knowledge of English language and effective oral and written communication skills. CONTACT INFORMATION: Send cover letter, resume and completed application to: 18205 NW Chemeketa Lane Portland, OR 97229 *Position open until filled Job ad: Recruitment Plan: I plan on recruiting for this position for 30 days. If after 30 days I do not find a suitable candidate, then this position will remain open until I fill it.
The two places that I will start to do my recruiting are the company website and employee referrals. First, I would like to see if there are any internal candidates that are interested in the position from the company website. Also, with an employee referral, I will offer a monetary incentive if I hire that referral and they stay for six months to a year. Since this is an entry level position, the next place I will do my recruiting is a college website. This job does require a degree, so I would like qualified applicants.
Also, I will check to see if the college has an alumni section that I can post the job since some colleges offer lifetime career placement services. The next place I will recruit is by posting an ad in the classified section of my local newspaper. This job doesn’t require any travel, nor will I be paying for traveling expenses, so someone local is a good idea. The hours of the position are 9am to 5pm, and that could be right during traffic time for commuters. I would want someone who lives fairly close so I could guarantee they will be more punctual than not, especially during the winter months of Oregon.
Lastly, I will recruit on commercial job boards such as monster. com, CareerBuilder, etc. While their massive reach will bring me quantities of resumes probably from unqualified candidates, there is the occasional “diamond in the rough”. Even though chances are I will receive plenty of resumes who aren’t fit for that job in particular, I could have a pool of resumes at my disposal so that I am not under pressure to find a candidate for a different position that opens up. Whatever recruiting process I use, I will make sure to make it readily available for potential candidates to apply for the job.
Lots of people do their recruiting at night because they are working during the day, so a 24/7 job hotline would be a good thing. I don’t want prospective candidates to get frustrated because they can’t send their resume to me and not apply (because it isn’t user-friendly and they have no one to call and ask) causing me to potentially lose out on some qualified people. Selection Method: Experience and degrees are great ways of measuring an employees’ potential and qualifications for the job that I just recruited for, but now I need to select the right candidate who will fit into my companies “family”.
We select our significant other with great care and often have checklists of strengths that we look for and “deal breakers” of things we won’t put up with. In order to get to know our significant other we go on multiple dates and see their character and attributes in many different scenarios that life presents. Everyone puts their “best foot forward” whether on a first date or on a first interview. Since we spend about 80% of our life at our jobs, we want to select someone who not only has the qualifications and degrees we look for, but the personality too.
This selection process may take a little longer than just a standard interview (but like I said before), we take great care in selecting a mate, so it shouldn’t be any different when selecting an employee. First, after narrowing down a list of potential candidates that qualify based on education and experience, I would get feedback from my colleagues on what type of person they like to work with – this way I am involving them in the process and allowing them to communicate to me some of their ideas.
After all, they are the ones who will work daily with this person and I want to foster a pleasant working environment. Next, I have narrowed it down to a small pool of candidates (10-12); I will set up interviews with them. I would like two or three people from different departments to be in on the interview so we can collaborate together on who we liked best based on character and personality. No single technique of interviewing can predict how that person will be on the job, so I will also use a personality and skills assessment test and a background check.
After these processes have taken place up to this point, I will narrow it down to my top three or four candidates. Now I want to see the potential (3-4) candidates in different types of scenarios. I would like them to meet other people in the company by coming out for lunch. This gives the other employees the opportunity to ask questions to the potential candidate in an informal type of interview. I also would like the potential candidate to shadow different people in different roles in the company to understand what everyone does on a daily basis.
Afterwards, I would like employee feedback on how they felt about the potential candidates. All of this can be done on the same day. If I am willing to invest in that person long term by hiring them, I think taking a day out of their life to see if this is a good fit for both of us – is an investment in their future too. Lastly, I will gather all the information that I collected from the selection process that I described and make my decision based on the data I gathered.
Education and experience, employee feedback, the interview, personality and skills assessment tests, background check, shadowing other people, informal meeting with employees in a non-threatening environment, should be enough for me to make an informed decision about which candidate is right to join my company’s “family”. Literature Review: According to the Harvard Business Review, 80% of turnover is caused by bad hiring decisions. These are costly mistakes. The US Department of Labor calculates that it costs one-third of a new hire’s annual salary to replace him/her.
These figures include money spent on recruitment, selection and training plus costs due to decreased productivity as other employees fill in to take up the slack (Yager, 2012). Once the decision has been made to hire an employee, there are several ways you can go about recruiting for the position. Posting the position internally on your job opportunities bulletin board can help hiring costs for recruiting, especially if the employee is making a lateral move. Sending out an email to notify staff that a position has been posted and there is an incentive for referring someone also cuts down on recruitment costs.
Referrals and hiring internally would be the most cost effective and productive way to assure you can get the best candidate. If no qualified internal/referral candidates apply or are right for the position, extend the search to external candidates. This allows you to develop your candidate pool of diverse applicants. If other job opportunities arise, there is a plethora of resumes to choose from rather than scrambling to quickly find a candidate, possibly resulting in a bad hiring decision. A college website would be another recruiting opportunity since people are just graduating and eager to get out in the workforce.
Some colleges have alumni associations, so recruiting with them would help find qualified candidates since the position usually requires a degree of some sort. Putting an ad in the local newspaper about the position will help to find a local candidate since the position usually won’t cover travel expenses. The last place to recruit would be commercial job boards like monster or CareerBuilder. This can cause an excessive amount of resumes to come pouring in, but hopefully there will be a few qualified ones to choose from.
Once the recruitment process as taken place and there are a specific number of resumes that have been combed through for education and experience that fit the job description, it is time to select the best candidate. There are several tools that help identify the right people for the job. Interviews, employee feedback, personality and skills assessment tests, background checks, shadowing other employees, and informal meet and greet can provide the hiring manager with the tools to make an informed decision.
The more often you can set a scenario that a potential employee will not expect or could find to be an unusual method of interviewing, the better. It will give you a chance to see what the person is really capable of, as a person (Curry, 2012). Performance Evaluation: Once the selection process has taken place a candidate was selected for the job. Cathy Smith has been working for six months and it is time to do a performance evaluation. The performance of the employee should be an on-going process.
There should be an open door policy between the employee and the manager. Feedback should be daily, weekly and continuously, so there are no surprises once the performance evaluation arrives. There should be mutual trust and respect between manager and employee so that everyone is comfortable to speak about situations that arise. The evaluations are an essential part of an organizations existence. They are a good method to help develop an employee’s job performance and character within the company (Obarski, 2007).
In summary, performance evaluations are vital for career advancement, employee motivation, character development, attitude on the job, communication, and fostering a positive relationship between manager and employee. Performance evaluations provide a formal, documented review of an employee’s performance which will help their growth for future opportunities within the company. Below I have included Cathy’s performance evaluation: Annual Performance Review Employee Name | Cathy Smith | Title | HR Receptionist | Date of Review Period | 2012 | Supervisor Name | Claudia Aguilar |
Department | Human Resource | Exceeds Expectations = 5[employee has exceeded objective, time and quality] | More Than Satisfactory = 4[employee has slightly exceeded either time and/or quality] | Satisfactory = 3[employee has met objective, may be just under objective on time and quality] | Less Than Satisfactory = 2[employee has not met objective on either time or quality] | Needs Improvement = 1[employee far below on both time and quality] | Task | Objective/Measurement | Results | Comments | Ranking | Typing | 96% accuracy | 90% | Employee is well on her way to meeting this objective. 3 | | Complete within 48 hours of submission | Within 24 hours | Employee completes this objective well before it is due. | 5 | Filing | 98% accuracy | 82% | Employee is very close to meeting objective. | 2 | | Complete by end of the day | By end of each week | Employee needs to work on completing this objective daily. Must improve. | 2 | Answer phones | Answer within 3 rings | Within 2 rings | Employee exceeds at this task. 5 | | Screens calls | Forwards all calls | Employee needs to follow directions and screen calls before forwarding. | 2 | | Provide messages upon return or availability of staff | Messages not always given to staff | Employee needs to organize and prioritize. Put a system in place to giving employees all of their messages in a timely manner. | 2 | Provide information | Provide prompt and accurate information | Customers often request to speak to someone else | Lacking customer service skills needed. | 2 |
Input applications | 100% accuracy | 70% | Applications are being completed by the deadline, but not accurately. | 3 | | Complete by job ad deadline | Completed by deadline | | | Mail job flyers | No returns of flyers | 20% of flyers returned | Part of objective met. Returned fliers may not be the full responsibility of the employee. | 4 | | Mailed day jobs open | Mailed on time | | | Distribute staff mail | 100% accuracy | Unable to track, staff states not receiving mail | Time management and customer service may be the issues here. 2 | | By end of day | Mail sometimes not received by staff | | | | Overnights within 10 minutes | Overnights not timely, resulting in staff missed deadlines | | | Log checks | 100% accuracy | 100% accuracy | Objective met; however, payroll is very important and should be done accurately and timely. Time management may be an issue. | 3 | | Provide log/checks to payroll by end of each day | Payroll often calling for logs | | | Recruitment folders | Created before job ad opens | Files always ready | Objective met, but applications must be filed accurately.
Time management may be an issue. | 4 | | Applications properly filed | Applications often misfiled, discovered when applicant calls. | | | Job hotline | Recorded evening before job opens | Recorded timely | Most of this objective is met. | 4 | | Information accurate and clear | Information accurate, difficult to understand due to accent | | | Personnel forms | Completes by weekly deadline | Always behind, missing deadlines resulting in employee changes not processed timely | Much improvement is needed in this area. Results are not acceptable. | 2 | | 98% accuracy | 77% accuracy | | |
OVERALL PERFORMANCE EVALUATION RANKING | 45 out of 75 | Development Plan | As a result of this evaluation, the employee is not performing as expected. Objectives are not being met satisfactorily. Employee must improve on time management, accuracy, and prioritize the work to be able to complete tasks accurately, timely, and completely. Attend and complete eLearning employee training classes on time management and customer service within the next two weeks. Employee does well getting many assignments done, however, the end result is not accurate.
If time is managed correctly, employee should be able to slow down to achieve more accuracy and still complete the task by the deadline. Employee will be kept on a 6 month probationary period. If all objectives that were ranked below a 3 are not improved to a 3 by the mid year review, it will be determined whether the employee should be put in another position, or terminated. If employee disagrees with any of the rankings above, please submit a rebuttal for reconsideration. Rebuttal will be reviewed and if shown to be valid, rank or objective may be updated. |