Running Head: RECRUITMENT PLAN

Recruitment Plan

Name

Tutor

HRM637 – Workforce Planning, Development & Outsourcing

1 May 2020
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Abstract

Hiring the best candidate to fill a given position in the organization entails a systematic
process. After completing a job analysis, there is a need to develop a recruitment plan, which
details how to get a successful candidate for a position. This paper will highlight the recruitment
plan for the Assistant Manager- Events Operations at Jing Dong. In this case, some critical
elements of the recruitment plan will be highlighted. This includes the approach to be used in the
recruitment, whether targeted or open and the message that should be incorporated in
advertising. Besides, the plan will also highlight the strategic goals, the time frame within which
the vacancy should be filled, and the administrative and organizational concerns associated with
getting the incumbent for the vacant position.

Recruitment Plan – Assistant Manager- Events Operations position

Organization: Jing Dong

Department: Operations Division

Job Title: Assistant Manager-Events Operations

Strategic planning, communication, along with implementation, takes place after the job
analysis has been concluded. The flow of this process is as follows: 1. Definition of the
recruitment goals; 2. Making organization and administration decisions while simultaneously
selecting open vs. a targeted approach; 3. Considering potential applicant reactions for recruiting
methods; 4. Creating a communication message and select media; 5. Implementing strategy and
evaluating ongoing outcomes.

The organizational goal is critical in strategic planning, and this entails the attraction
goal, along with the speed and time frame in which to fulfill those goals (Fahed-Sreih, 2018).
Some issues have to be addressed before the employees are attracted to the organization, and this
includes: 1.) Strategic goals relating to the recruiting process have to be identified to determine
the type of employees and the talents required in the recruitment. 2.) Time frame within which
the vacancy should be filled. 3.) The number of employees the organization needs for the
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position. 4.) Administrative and organizational concerns to include budgeting and the staff
requirement in actual recruiting.

When it comes to the goal of attraction for who to be considered for application for the
Assistant Manager- Events operations, the incumbent's requirements can be derived from the job
analysis, which outlines the required Knowledge, Skills, Abilities, along with Other Attributes
(KSAOs). Some of the desirable requirements are attaining the set minimum educational
qualification, work experience, compatible competencies, and specialized training. In addition to
the job requirements, personal fit to the organization/ person-organization (PO) fit is also another
critical factor to consider. This refers to the compatibility between an individual with the
organization (Catano, 2010). The criteria to confirm this is the determination ton whether the
person portrays organizational values. The organizational norms and values are desirable
attributes for a firm's employee. An example of this includes mutual need fulfillment, similarity
among individual employees, team members, and personal goals.

In organizational positions that follow a given educational system, there are some
personnel in line for advancement opportunities within a firm that seeks to utilize mobility paths
in attaining higher positions with greater responsibilities and an increase in incentives. This kind
of opening in the organization may attract internal and external recruitment, depending on how
the advertisement has been targeted. However, this is mostly done through internal recruitment.

However, it is noted that both the attraction of internal and external employees as a strategy
to fill a vacant position is not commonly used simultaneously. However, it is recommended that
employers provide promotional roles to their existing employees to strengthen a desirable
employer-employee relationship. On the other hand, for internal recruitment, this can help build
a sense of loyalty, job satisfaction, and long-term engagement. Nevertheless, external
recruitment may also be required to get the candidates with the most competitive KSAOs.
External recruitment can also provide a platform for newer talents and new skills set, which may
increase the firm's potential growth.

For the case of our vacant position of Assistant Manager- Events Operations, there will
be external recruitment. This will help in ensuring that Jing Dong hires the best and competitive
skills in the market. Also, through external recruitment, the firm will be able to effectively meet
the gender balance requirement in recruiting the incumbents for the Assistant Manager- Events
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Operations. Besides that, through this kind of recruitment, the firm can inject new blood in its
day-to-day undertakings.

The goal of timeframe or speed is also essential. In this case, there is a need to have some
moderation. The organization has organizational members who serve to cover up the vacant
position until it is filled. The timeframe goal is usually more specific, as every application has a
set deadline.

The number to be filled for the vacant position will depend on the organizational
requirement relating to the position. For instance, for the case of Jing Dong Company, this firm
hires a total of 43 Assistant Managers-Event Operations. The number of expected applicants or
incumbents for the position is usually indicated in the job advert. In some cases, the hiring firms
choose to keep this a secret. In looking for the candidates to fill the position, the firm can use
available or targeted recruitment methods. However, for the case of Assistant manager- Events
Operations, the firm will use a targeted recruitment method as specific KSAOs are required for
this position. These various requirements of the position will be highlighted in the targeted job
advert. The reason targeted recruiting will be used is because it helps narrow down the pool of
desired talent, thus making the recruitment process only target more qualified applicants
(Prescott, & Rothwell, 2012).

For the organizational and administrative concerns, this may entail determining whether
there will be the use of in-house or the use of an external recruitment agency. In some cases,
external recruitment may be time-consuming, and this is usually if the position does not attract
applications (Bhattacharyya, 2006). In this case, in-house recruitment will be used within the
operations division as this vacancy is from this department. Hence, there is no need to coordinate
with the other departments, leading to centralized recruitment efforts.

Apart from determining whether to conduct in-house or external recruitment, the other
administrative and organizational issue is on budgeting and the return on investment (ROI).
Various budget items should be included in the recruitment process. This includes the cost of
advertising, equipment, and other expenses to include logistics to bring the candidates to the
interview venue. The recruitment charges will be incurred by the hiring department, which is the
operations division. There will be no expenses incurred to the potential candidates.
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After all the issues are addressed, such as the strategic goal, the time frame, and the
administrative and organizational concerns, the potential reactions of the recruitment method's
application should be considered. This will help select the communication message tools, the
content to be covered, and the media to be used, with factors such as ROI being key. Still, on the
applicants' reactions, it is noted that the recruiters have some influence over the applicants'
reactions. The attitude and the knowledge that the recruiter demonstrates the position will
influence the applicant, and this is also job characteristics. To enhance recruitment efficiency, the
organizations can take the initiative of training the recruiters well on the knowledge of the
company and the recruitment process, training them on the interpersonal aspects of recruiting,
finding creative ways that may be used to employ positive recruiting efforts, along with
sensitizing them on ethics so that the organization may not be found to violate the ethical laws.
Besides, it is also expected that the organizations work in collaboration with the marketing
department to develop a cohesive brand image about the organization.

The vacant position's marketing position in the various social media platforms after the
strategic planning phase is also critical. In this case, the focus of the communication message
should be realistic in capturing the employment brand. The advertising methods used may be
associated with differences in tones and content that can bring about some differences in the
implementation of a successful recruiting strategy and the types of applicants attracted to the
open position (Turner, 2005). The message type to be used will depend on the labor market, the
vacancy characteristics, and the applicant's characteristics. For the case of our position, Assistant
Manager- Events Operations, the use of realistic messages will not be sufficient for potential
candidates with considerable job experiences.

The type of communication used to fill our vacant position will be targeted messages
because they are suitable for attracting a specific employee and focuses on the preferences of the
applicants and how the organization matches those needed preferences. The use of targeted
messages will work well for our case. This form of communication is best suited for the
applications with some specific KSAOs, which is similar to our Assistant Manager- Events
Operations position.

In posting the targeted message for the job advert, there will be various communication
media to include word of mouth, brochures, direct contact, organizational websites, and referrals.
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There is a need for the recruiters to promote the brand or the organization to the potential
candidates to increase the messages' effectiveness. To attract a large pool of applicants,
recruiting media reported having the most remarkable turnout, including social and professional
networks such as LinkedIn and CareerBuilder. In case the recruitment would have taken an
internal approach, which ours do not, there would be the use of memos, emails, and employee
referrals.

On getting applications, there is the need to evaluate the quality of the applications before
shortlisting the potential candidates and scheduling an interview. After successfully getting the
right candidate for the position, there will be a Human Resource Information System (HRIS).
This will optimize employee satisfaction by making the hiring process convenient as well as
enjoyable for the employees. The use of the HRIS usually simplifies the internal promotion when
using internal recruitment in better tracking the employees who may be due or available for
promotions.

In summary, the recruitment plan for Assistant Manager- Events operations include steps
such as 1. Define recruitment goals; 2. Make organization and administration decisions while
simultaneously select open vs. a targeted approach; 3. Consider potential applicant reactions for
recruiting methods; 4. Create a communication message and select media; 5. Implement strategy
and evaluate ongoing outcomes.

In conclusion, getting the best candidate for a vacant position such as the Assistant
Manager-Events Operations requires following systematic procedures from job analysis to carry
out a recruitment plan. The recruitment plan entails choosing the means of communication,
whether targeted or open. Apart from that, there will also be media choice, highlighting the
strategic goals, the time frame, and making some administrative and organizational
considerations. The organization may also go a notch higher by training the recruiters on
effective recruitment as part of the recruitment plan.

Word count 1780

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Appendix

Figure 1 - Global Recruiting Trends 2020. page 15

Job Announcement: Assistant Manager- Events Operations

Posting
0600662
Number:

Open Date: 15/11/2020

Position Title: Assistant Manager- Events Operations

Working Title:

Department: Operations department

Position Type: Classified Confidential

Months of
10 months
Service:
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FTE: 1.0

Responsibilities: Under the direction of the assigned manager, perform a variety of duties in support

of the operations; interpret and apply applicable events policies. The Assistant

Manager- Events Operations is a critical position in the organization. As such,

incumbents perform duties that involve gathering or reviewing information or data

concerning events which are critical in operational support.

REPRESENTATIVE DUTIES: Lead all events meetings in absentia of the events

manager; accompany events manager to events; promote events on social media

platforms; maintaining records of all events; assisting with creative decisions in

regard to events; help set up and dismantle events efficiently through to completion,

and ensure all branded items for events arrive on time.

Knowledge & MUST HAVE KNOWLEDGE OF Planning, decision making, and organizing of

Abilities:
events., ability to manage database, event planning, drafting of event budgets,

ability to organize. Knowledge of events dynamics and trends is also required.

MUST HAVE ABILITY TO: Convert data, carry out activity effect analysis, and

discover the creative tipping points.

Education & A first-Class Honors in any social science degree, and must have 5 years in project
Experience:
management experience and should possess strong commercial acumen in

organizational management.
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Minimum
Bachelor’s degree
Qualifications:

Desired
5 years of professional experience
Qualifications:

Licenses and
Other
Requirements:

Working The conditions herein are representative of those that must be met by an employee
Conditions: to successfully perform the essential functions of this job. Reasonable
accommodations may be made to enable individuals with disabilities to perform the
essential job functions.
Environment: Work is performed primarily in a standard office setting with frequent
interruptions and distractions; extended periods of time viewing computer monitor;
possible exposure to dissatisfied individuals.Physical: Primary functions require
sufficient physical ability and mobility to work in an office setting; to stand or sit
for prolonged periods; to occasionally stoop, bend, kneel, crouch, reach, and twist;
to lift, carry, push, and/or pull light to moderate amounts of weight; to operate
office equipment requiring repetitive hand movement and fine coordination
including use of a computer keyboard, and to verbally communicate to exchange
information.
Vision: See in the normal visual range with or without correction.
Hearing: Hear in the normal audio range with or without correction.

Salary: Range 12, Steps 1-6, $4,481.00-$6,374.00 (salary placement is based on

background, education & experience). An excellent benefits package which
includes medical, vision, dental, retirement, vacation, generous sick leave package,
and life insurance is available for the employee and eligible dependents.

Salary
Classified Confidential
Schedule:

Work Schedule: Monday-Friday: 8:00 a.m.-5:00 p.m. (Approximately). Work schedule may be
adjusted to meet the needs of the office.

Start Date: As soon as possible

Screening All application materials must be received on-line at the company’s website, with
Deadline: the application deadline due in 3 months. Any application received after the
deadline is not guaranteed a review.
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Open Until
No
Filled

Required
Applicant Docs
Cont'd

Supplemental
None
Questionnaire:

Special
Instructions to
Applicants:

Equivalency None

Foreign Open for residents only

Degrees:

Additional Covid 19 certificate required for all applicants.

Information:

Selection A screening committee will evaluate applicants, taking into account the breadth and
Procedure: depth of relevant education, training, experience, skills, knowledge, and abilities.
Selected applicants will be invited for an interview.

INTERVIEW TRAVEL COSTS MUST BE BORNE BY THE APPLICANT.
We reserve the right to re-open, re-advertise, delay, or cancel filling this
position.

If additional positions become available in this classification, applications received

in response to this posting may be considered for those additional positions for up to
90 days after final board approval.

HR Contact Jing Dong

Information: Human Resources Department (Room 1670)
900 North View Road
Oakland, CA 213000
www.jingdong.com
(619) 482-6384
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References

Bhattacharyya, D. K. (2006). Human resource planning. New Delhi: Excel Books.

Catano, V. M. (2010). Recruitment and selection in Canada. Toronto: Nelson Education.

Fahed-Sreih, J. (2018). Human resource planning for the 21st century.

Global Recruiting Trends (2020). LinkedIn. LinkedIn, 18 Oct. 2015. Web. 15 July 2016.

https://business.linkedin.com/

Prescott, R.K, & Rothwell, W.J. (2012). Encyclopedia of Human Resource Management, Key

Topics, and Issues. Hoboken: John Wiley & Sons.

Turner, P. (2005). HR forecasting and planning. London: Institute of Personnel Management.