BUS FPX 3040 Assessment 1 Recruitment and Selection

BUS FPX 3040 Assessment 1 Recruitment and Selection

Recruitment and Selection

Human resource functions like selection and recruitment are crucial to any business’s success. The capacity to draw in and recruit skilled people who line up with the association’s objectives and culture is crucial to accomplishing hierarchical goals. For Java Corp, a small but rapidly expanding company that specializes in cold coffee and iced tea, we will create a recruitment and selection plan in this report based on best practices and strategies. The company’s recent expansion necessitates the hiring of new IT, marketing, operations, and security supervisors and managers. The plan will look at the role of the recruiter, lay out a process for hiring people to help the company achieve its goals and offer advice on how to use social media, interview techniques, and employment tests in the best way possible.

In addition, the report will examine how to measure the success of the chosen selection method and provide an explanation of the legal considerations for recruitment and selection functions. By and large, this report will give a far-reaching enrollment and determination plan custom-made to Java Corp’s requirements and conditions, guaranteeing the association can draw in top ability and accomplish its objectives.

Role of the Recruiter

The job of the spotter is basic in any enlistment and choice cycle. According to Undurraga (2019), the recruiter is in charge of finding potential candidates, screening them based on the requirements of the position, and selecting the best candidates for the position.

The recruiter for Java Corp would have a number of key responsibilities, some of which include:

BUS FPX 3040 Assessment 1 Recruitment and Selection

Understanding the requirements of the job: According to Undurraga (2019), the recruiter ought to collaborate closely with the CEO in order to comprehend the requirements for each position. This will require determining the essential abilities, experiences, and credentials required for each position.

Creating a plan for recruiting: According to Undurraga (2019), the recruiter should devise a recruitment strategy that will attract the ideal candidates once the job requirements have been established. This could include promoting employment opportunities on worksheets, utilizing web-based entertainment to contact likely up-and-comers, or utilizing representative references.

Candidate screening and selection: To find the best candidates for each position, the recruiter should look over resumes, conduct phone screenings, and schedule interviews (Maheshwari & Haque, 2020). To make sure that the candidate’s experience and qualifications are in line with the job requirements, the recruiter should also conduct reference checks and employment verification.

Providing candidates with a positive experience: (Maheshwari & Haque, 2020) The recruiter should make sure that the candidate has a good time during the hiring process. This includes responding to questions, providing timely feedback, and keeping the candidate updated on the status of their application.

Relevant Workplace Example Sunrise Beverages, a Minnesota-based small business, was seeking a marketing supervisor. Together with the CEO, the recruiter developed a recruitment strategy and learned about the job requirements. According to Maheshwari & Haque (2020), the recruiter advertised the position on job boards, contacted potential candidates via LinkedIn, and asked current employees to recommend qualified candidates.

The best candidates were then selected through phone screenings and resume reviews by the recruiter. To further assess candidates’ qualifications, the recruiter also requested that they complete a skills assessment or submit work samples. In order to evaluate a candidate’s suitability for the position, the recruiter scheduled in-person interviews and asked pertinent questions once they had identified a pool of qualified candidates. Based on the candidate’s qualifications and experience, the recruiter then made a recommendation to the CEO (Maheshwari & Haque, 2020).BUS FPX 3040 Assessment 1 Recruitment and Selection

The recruiter should make certain that candidates have a positive experience and are kept informed about the status of their applications at all times. The recruiter can contribute to the development of the employer brand and attract top talent to the organization by providing a positive candidate experience (Undurraga, 2019).

Recruitment Process 

  • According to Martela (2019), the scenario presented suggests that Java Corp’s recruitment process should be designed to attract the best candidates for the open supervisory and managerial positions while also being cost-effective and efficient. Java Corp has encountered critical development as of late, bringing about the expansion of in excess of 200 representatives to their labor force. IT, marketing, operations, and security are just a few of the crucial supervisory and managerial positions that have become vacant as a result of this expansion. The association has a background marked by stable work with low turnover rates, and as the new HR supervisor, it is urgent to foster an enrollment and choice arrangement that is custom-made to the organization’s novel requirements and goals. The following recruitment procedure is recommended to achieve these goals:
  • Identify Job Requirements: The most important phase in the enrollment cycle is to characterize the work necessities for each position (Martela, 2019). This includes determining the essential skills, abilities, and experience needed for the position. In this instance, the HR manager and CEO ought to collaborate on the creation of precise job descriptions for each position.
  • Posting to the inside: Posting the open positions internally and allowing current employees to apply would be the second step. According to Men et al., this strategy is suggested because it has the potential to improve employee morale and motivation while also potentially lowering recruitment costs. 2020).
  • Outer Posting: The HR manager should advertise the open positions externally if the internal posting does not attract qualified applicants. This should be possible through web-based work sheets, virtual entertainment stages, or by drawing in with enlistment offices (Men et al., 2020). To ensure that the organization has access to a diverse pool of candidates with diverse experiences and backgrounds, external posting is essential.
  • Screening: The HR manager should go through the resumes after receiving the applications to select the best candidates. Either manually reviewing cover letters and resumes or employing keyword-scanning automated software tools (Men et al., 2020).
  • Interviewing: Interviews with the most qualified candidates are the next step. Employing behavioral-based interviewing methods to assess the candidate’s compatibility with the organizational culture and values (Men et al.,) the HR manager should design interview questions that are specific to each position. 2020).
  • Selection: The HR manager should choose the best candidate for each position after the interviews (Men et al., 2020). The job requirements and the candidate’s qualifications, skills, and experience ought to guide the selection process.

Reason to Choose the Process

Because it is both cost-effective and meets the need to attract top talent from both internal and external sources, this recruitment process is the best option for Java Corp to meet its organizational goals. In a small organization with a history of a stable workforce, it is important to post job openings internally to boost employee morale and motivation (Mahmoud et al., 2020). The outer posting of employment opportunities guarantees that the association approaches a wide pool of up-and-comers with different foundations and encounters, which is significant for advancing a culture of consideration and variety. Moreover, the screening and talking process is intended to recognize the top up-and-comers and evaluate their fit with the hierarchical culture and values. This guarantees that the chose competitors are the most ideal to meet the work prerequisites and add to the development and outcome of the association (Mahmoud et al., 2020).

Organization Legal Considerations

Java Corp, similar to all associations, has legitimate commitments to follow during enlistment and choice capabilities. These responsibilities are in place to ensure that all applicants have an equal chance of being considered for employment and to prevent discrimination. The company’s reputation could be harmed, lawsuits could be filed against it, and employee morale could suffer as a result of not following these legal requirements. Java Corp must adhere to legal requirements to avoid legal responsibilities and ensure a fair and diverse recruitment and selection process.

Equal Employment Opportunity (EEO) is one of the primary legal considerations for recruitment and selection (Villeda & McCamey, 2019). EEO is the rule that all people ought to have an equivalent opportunity to go after business open doors no matter what their race, orientation, religion, age, public beginning, or inability. The Equivalent Business Opportunity Commission (EEOC) implements government regulations connected with EEO, including Title VII of the Social liberties Demonstration of 1964, the Age Separation in Work Act, and the Americans with Handicaps Act (Woodward, 2023).

BUS FPX 3040 Assessment 1 Recruitment and Selection

Java Corp. must ensure that all recruitment and selection procedures do not discriminate against any protected groups or unfairly exclude or disadvantage them (Woodward, 2023). For instance, work postings and promotions ought to stay away from language that could be deciphered as unfair, and enrollment sources ought to be different to arrive at an expansive scope of possible competitors.

The Fair Labor Standards Act (FLSA) and state-specific employment laws must also be adhered to by Java Corp (Finnigan & Hunter, 2022). State-specific laws may provide additional protections for employees, such as paid sick leave or family and medical leave, in addition to the minimum wage and overtime pay requirements established by the FLSA (Finnigan & Hunter, 2022). Throughout the recruitment and selection process, Java Corp must also ensure the privacy and security of candidate information. This incorporates consenting to information security regulations, like the Overall Information Assurance Guideline (GDPR), and safeguarding applicant data from unapproved access or exposure (Finnigan and Tracker, 2022).

Measuring Success

HR should look at both short-term and long-term outcomes to determine how successful Java Corp’s selection strategy was. Temporarily, HR can survey the proficiency of the enrollment interaction by following measurements, for example, time-to-enlist, cost-per-recruit, and candidate to-meet with proportion (Pillai and Sivathanu, 2021). For instance, a lower cost per hire and a shorter time to hire indicate that the recruitment procedure is effective and efficient.

HR should look at employee performance, retention rates, and the quality of hires over the long term (Pillai & Sivathanu, 2021). Successful recruitment and selection are indicated by high employee performance and high retention rates. Additionally, managers and employees’ satisfaction with the recruitment process and the quality of new hires should be evaluated by HR (Pillai & Sivathanu, 2021).

Achieving Key Metrics

The newly hired managers in charge of IT, marketing, operations, security, and other key metrics will be crucial to the company’s success in their respective fields. The IT department’s effectiveness can be assessed using important metrics like system uptime, response time, and user satisfaction. Success in marketing can be measured by metrics like brand awareness, lead generation, and customer engagement (Pillai & Sivathanu, 2021). For tasks, measurements like efficiency, quality, and effectiveness can be utilized to assess the office’s exhibition. Finally, metrics like incident response time, risk mitigation, and compliance can be used to evaluate the security department’s effectiveness (Pillai & Sivathanu, 2021).

BUS FPX 3040 Assessment 1 Recruitment and Selection

These key metrics will also be significantly enhanced by the abilities of newly hired managers (Pillai & Sivathanu, 2021). To increase system uptime and response time, for instance, a skilled IT manager can implement new technologies and procedures. Effective campaigns to raise brand awareness and generate leads can be created by an experienced marketing manager. Processes can be streamlined by an experienced operations manager to increase productivity and efficiency. Additionally, a competent security manager is capable of putting into action efficient risk mitigation strategies to cut down on incidents and guarantee compliance (Pillai & Sivathanu, 2021). Generally, the outcome of the enlistment and choice cycle will be reflected in the improvement of these critical measurements after some time.


A well-thought-out recruitment and selection process is essential for any business, but it’s especially important for growing companies like Java Corp. The company can attract and select the best candidates for its open positions by developing a comprehensive plan that takes into account the unique opportunities and challenges that exist. Being aware of legal considerations and adhering to applicable laws and regulations is also essential. The company can make sure that its new managers are contributing to the growth and success of the business by measuring key metrics like employee retention, job performance, and job satisfaction. Java Corp. can not only fill their open positions with qualified candidates if it has a well-designed recruitment and selection strategy, but it can also project a positive and appealing image to potential candidates.


 Finnigan, R., & Hunter, S. (2022). Policy regulation of precarious work schedules and bottom-up enforcement: An evaluation of state reporting pay policies. Social Forces, 32(4). https://doi.org/10.1093/sf/soab164 

Maheshwari, N., & Haque, M. M. (2020). A role of competency-based recruitment screening: A case study on the Indian manufacturing unit. International Journal of Indian Culture and Business Management, 20(4), 467. https://doi.org/10.1504/ijicbm.2020.108919 

Mahmoud, A. B., Reisel, W. D., Grigoriou, N., Fuxman, L., & Mohr, I. (2020). The reincarnation of work motivation: Millennials vs older generations. International Sociology, 35(4), 393–414. https://doi.org/10.1177/0268580920912970 

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Men, L. R., O’Neil, J., & Ewing, M. (2020). Examining the effects of internal social media usage on employee engagement. Public Relations Review, 46(2), https://doi.org/10.1016/j.pubrev.2020.101880 

Pillai, R., & Sivathanu, B. (2021). Measure what matters: Descriptive and predictive metrics of HRM-pathway toward organizational performance. International Journal of Productivity and Performance Management, ahead-of-print, https://doi.org/10.1108/ijppm-10-2020-0509 

Undurraga, R. (2019). Who will get the job? Hiring practices and inequalities in the Chilean labour market. Bulletin of Latin American Research, 38(5), 575–590. https://doi.org/10.1111/blar.12888 

Villeda, M., & McCamey, R. (2019). Use of social networking sites for recruiting and selecting in the hiring process. International Business Research, 12(3), 66. https://doi.org/10.5539/ibr.v12n3p66 

Woodward, J. (2023). Borrowed Agency: The institutional capacity of the early equal employment opportunity commission. Journal of Policy History, 35(2), 195–218. https://doi.org/10.1017/s0898030622000379

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