hr report full

8/2/2019 Hr Report Full

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RECRUITMENT

The aim of the recruitment officer at this stage of the process is to attratct a group of

applicants, all of whom are at least minimally qualified. From these, he can, after

collecting information about the candidates, choose the most suitable to fill the vacancy.

Potential applicants can be found both inside and outside the organization.

INTERNAL APPLICANTS

In large organizations it makes a good sense to allow existing employee to apply for any

vacant positions.It is easier to assess the existing employees suitability as their abilities

are known to the organization. Furthermore, having a policy of permitting employees to

apply for vacancies in the organization will motivate and help to retain some workers

who may be bored with their jobs or who may have developed certain new skills which

they would like to put into useful practice. Suitable internal applicants may be sourced

through an employee audit or through a job posting and bidding system.


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EXTERNAL APPLICANTS

There are a number of different methods of attracting people to apply for vacancies in

an organization. These are :

1. Employment agencies and consultants.

2. Campus recruitting.

3. Employee referrals

4. Unsolicited applicants

5. Advertising in the mass media

6. Through the internet.

The method chosen would depend largely on the state of the labour market and the

level of the vacancy in the organizational hierarchy. Where a tight labour market exists,

several of the methods may be needed to attract a pool of qualified candidates and if

the situation is bad enough the company may need to be rather creative to find ways of

getting people to apply.


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SELECTION

Selection is the process of choosing the most suitable applicant from a group ao

applicants, for an available vacancy.

To choose the most suitable candidate, information must be collected and each

applicant carefully assessed. This is teh most crucial step in the recruitment process. If

an unsuitable worker is recruited, not only will it be necessary to go through the

harrowing process of dismissing the worker but also the recruitment process with all its

finacial and time costs will hav eto be repeated.Its obviously worthwhile to spend time

and money at this stage to ensure only suitable candidates are employed.

The most popular techniques available to help collect informatiob about

applicants are:

a) The application form.

A well designed application form enables the organization to collect factual

information about the candidate. An application form can provide a framework for

the employment interview. For the selected candidate, it becomes a basis for a

permanent personal record although more information will have to be obtained

once the recruits report to duty. While a different form for each different

classification of employee would be unwidely, the organization should prepare at

least two forms, one for manual workers and machine operators and another for

higher level skilled, executive and managerial jobs.The sections on a form can be

divided into :


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- Personal details of the applicant

- Educational qualifications

- Working experience

- Interests/recreational activities

All the questions included in an application form should be relevant to helping the

employer decide whether or not the applicant is the suitable for the job.

b) The reference heck

The only way to check on the truthfulness of candidates statements about

themselves and to discover other peoples opinions of them is to contact referees

directly like speak face-to-face or over the phone. The information even there are

not a lot but still useful to the employer.

c) Test

Testing is an attempt to introduce some objectivity. While tests are valuable tool

in the hands of an experienced recruiter, they must be treated with caution.

Before looking at the various test available, two crucial concepts must be

discussed. To be usable, tests must be valid and reliable. The most popular

types of tests are; performance tests, aptitude tests, personality tests and

intelligence tests.


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THE RECRUITMENT AND SELECTION PROCESS

Job analysis defines the duties and human requirements of the companys job. The next

step is to recruit and select employees. We can envision the recruitment and selection

process as a series of hurdles.

1. Decide what positions to fill through personnel planning and forecasting.

2. Build a pool of candidates for these jobs by recruitting internal or external

candidates.

3. Have candidates complete application forms and perhaps undergo initial

screening interviews.

4. Use selection tools like tests, background investigations and physical exams

to identify viable candidates.

5. Decide who to make an offer to, by having the supervisor and perhaps others

interview the candidates.

The recruitment and selecting process starts with employment or personnel

planning. This is the process of deciding what positions the firm will have to will, and

how to fill them. Personnel planning embraces all future positions, from maintennance

clerk to CEO.However, most firms call the process of deciding how to fill executive jobs

succession planning.

Employment planning should flow from the firms strategic plans. Plans to enter

new businesses, build new plants or reduce costs all influence the types of positions the

firm will need to fill (or eliminate).


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Succession planning is a systematic technique for ensuring that top management and

other key position are field quickly in the event of the loss of a senior officer. Some

organizations are skeptical about the effectiveness of succession planning in the current

business climate whereby change is so rapid. Nevertheless, it remains a key human

resources management tool for ensuring the success of organizations.

Succession planning is part of risk management. It is a technique for averting a crisis in

the event a senior manager leaves the organization whether voluntarily or because of

an accident. Recruiting and selecting a replacement when a top manager leaves cannot

be rushed. The process can easily take 3 to 6 months to complete. In the meantime,

investor and customer confidence in the organization may disappear. To avoid such

catastrophes, companies prepare plans so that someone is always ready to take over if

a senior manager is lost.

Succession planning is not only about avoiding crises. It is closely allied to talent

management. Organizations need to prepare senior managers for orderly promotion

into the top ranks. Further down the organizational hierarchy, executives need to be

prepared to become managers and a steady stream of talented executives needs to be

recruited.

Succession planning requires companies to :

Identify the knowledge, experience, skills and competencies needed for the key

positions in the organizations.

Identify existing workers who have required level of knowledge and skills so that

they are ready to be promoted.

Identify existing workers who can be prepared for the key positions. Appropriate

training and development activities will be provided to these employees.

Identify persons from outside the organization who could be attracted to join in an

emergency if no existing staffs are ready to step into the high-level vacancies

that may arise.

Many organizations establish a very senior management committee for this purpose.

The human resources specialist in the organization will act as secretary to the


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committee. Once talented employees have been identified, a variety of activities will be

planned and implemented. Development activities for senior managers are more likely

to take the form of assignments rather than classroom training. Depending upon the

nature of the business, the manager may be rotated through different departments so

that he or she has a thorough understanding of business. Wherever appropriates, the

manager could be given an expatriate assignment or he might be seconded to another

organizations to broaden his knowledge as well as his network of contacts.

A secondment is a temporary loan of the employee to another organization. Public

sector employees could be seconded to the private sector or to another public agency.

For instance, a university lecturer teaching economies could be seconded to the

Economic Planning Unit in the Prime Ministers Department to strengthen their

understanding of Malaysian economics. Secondments are usually for a fixed time period

of anywhere between 3 to 12 months. The employee gains new knowledge and skills

which he or she can bring back and use to the advantage of his or her employee. The

employee wages may be paid by either the employer or receiving host organization

succession plans need to be constantly updated and reviewed. Many changes affect

succession plan including:

Changes in the company business

People who may have been designated as stars ready to be promoted may

resign from the company.

New employees with talents and abilities may join the company.

The company that we choose for human resources planning is Valve Automation

Specialist. At Valser, we are committed and dedicated to continuously add value to our

customers in these areas:-

Cost Saving :

Valser is a One-Stop-Centre for AVS design, integration, testing, maintenance and

services; eliminating multiple subcontracts and multiple price mark-ups imposed

previously by manufacturer, overseas packager and regional agents.


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Single Point responsibility :

Valser provides total warranty on integrated AVS components i.e. valve, actuator

and control system covering design, repair & modification, replacement and

spare parts; starting from design up to testing and communication site.

Localization and Expertise Development :

Valser aspires to achieve 70% local content in AVS and continuously develop

local expertise and create job opportunities in the Malaysian oil & gas industry

with the Think Global; Act Local mindset.

Technology transfer to Malaysia :

Valser long term target in AVS business is to transfer technology to Malaysia

through partnership and JVs in areas of engineering, supplies, manufacturing,

testing, servicing, and diagnostics with internationally established companies en-

route to become a Regional AVS One-Stop Centre encompassing South East

Asia and Middle East Region.


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Valve Automotion Specialists have provide us the Staffing strategy for their

company. As said by the manager of the company, this is the main human resource

planning for the company, where they focused more on the recruitment and staffing.

Below are the staffing strategy for the Valser company from 2010-2012.

STAFFING REQUIREMENT (2010-2012)

Major Development

LOCATION TIMING REQUIREMENT

1. Labuan

2. Regional Valve &

Actuator stock Centre

3. R&D Centre

3rd Quarter 2010

2nd Quarter 2011

2nd Quarter 2012

15

5

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STAFFING STRATEGY

1. Employer Branding

a. Collaboration with universities/colleges Grab talent.

b. Utilization of company website.

c. Participation in employer handbook Graduate.

d. Job advertisement at newspapers.

e. Participations in Career Fairs

f. Cooperation with Labor Offices.

2. Internal Announcements Notice Boards/ E-mails.

3. Sub contracting 3rd parties.

4. Recruitment agencies.


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EMPLOYER BRANDING

a) Collaboration with universities/colleges Grab talent.

Participations in Career Fair

Acceptance of practical trainee

Courtesy visits/commubity works

Internships (Future Plan)

b) Utilization of company Website.

Submissions of resumes [email protected]

Notifications on job vacancies

c) Participation in employer handbook Graduate

Provide company profiles and contact details.

d) Job advertisement on Newspapers

General advertisement of job opportunities.

e) Participation in Career Fairs

Gather candidate potentials

f) Cooperation with Labor offices

Provide company profiles and contact details.
mailto:[email protected]:[email protected]:[email protected]:[email protected]


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OTHER AREAS

Compensation and Benefits

In order to have a competitive C & B Package, market survey within oil

and gas industry to be conducted every 2 years.

Training & Development

Provide continous training and development plan for every individual

employees.


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In Valve Automation Specialist, they provide task and functions that include the talent

management and succession planning. In this succession planning that Valser use are:

To facilitate open dialogue with top management in relation to

Talent Management and succession planning and pipeline matter. Conduct career aspiration chat with senior manager and match against the

needs of business.

Assess future workforce needs in the next 3 to 4 years.

Craft a desired success profile of General Manager and Senior Manager.

Link leadership development strategies to the vision and mission of company.

Define and identify high potential candidates to move up.

Able to construct the 9 box matrix or other model that able to categorize talent

according to their potential and performance.

Create and chart road map for staff personal development plan in the company

and create talent pool. Company will be spoilt for choice.


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