St. Francis House Recruitment Process

As previously stated, there is a need for improvement in the area of recruiting and selection specifically with diversity. Therefore, there is a process to increase diversity within the recruitment and selection process.

From Hollywood to the the social sector, diversity, rather the lack thereof, has been a topic of conversation. Although many organizations have begun to advocate for diversity, more work must be done. Across the social sector,women and people of color remain severely underrepresented in leadership positions. Organizations must become intentional about creating a diverse workforce and implementing inclusive policies that foster positive work environments. When employees feel represented and included they are happier and more likely to contribute to fulfilling the organization's mission.

The article details what it calls “barriers” in the career lifecycle that result in the impediment of either hiring or the promotion of a diverse workforce. These barriers can occur at recruitment, hiring, and promotion stages in the career lifecycle. (Matthies 1) Recruitment barriers include the low numbers of diverse applicants due to the lack of outreach programs designed to bring awareness of the employment availability to minorities and women. Hiring barriers include failure to meet standards

Business environments today display diversity, a numerical composition that reflects different kinds of people, such as men and women of different ethnic origins, educational experiences, and professional backgrounds (Beamish, Morrison, Inkpen, & Rosenzweig, 2003). A vast amount of organizations are emulating a diverse workforce. Fair treatment of employees is the responsibility of the human resource management team within a firm. Footsteps of past generations are the facilitating mechanism allowing today’s generation to participate in a safe and fair workplace. Specific rules and regulations assist in equal employment opportunities for every employee. The Equal Employment

The recruitment plan will be communicated to the employees as soon as possible. The goal is to identify the employees (mostly women) who have the skills, knowledge, and attitude to perform future jobs. Increasing the percentage of women in key positions such as the executive board and management will increase diversity. Communication will be achieved through different channels. Human Resources will send information by email, company websites, social media such as Facebook, Twitter, and Instagram. Employees such as those who work in warehouses or customer service may not have access to computers. Therefore, the information will be posted in break rooms, paycheck envelopes, or any areas that employees have access to before external recruitment

Advertisements are the most common form of external recruitment. They can be found in many places (local and national newspapers, notice boards, recruitment fairs).

The above quote is correct and Human resources hold regular meetings with departmental managers to review current recruitment actives. We will assist in writing and maintaining job adverts and ensure recruitment costs are kept to a minimum by using free recruitment sites.

Francois also intended to design and implement a staffing policy and train managers on the requirement of the Employment Equity Act. This is one of the most important characteristics since minorities are particularly sensitive to discrimination and harassment (Cox, 1994). A workplace that practices and demonstrates equal rights treatment will gain a reputation for being fair and honest and will have greater chance of attracting a diverse workforce than one that is not.

This report identifies and assess factors that affect an organisations approach to both attracting talent and recruitment and selection. It also identifies and explains benefits of attracting and retaining a diverse workforce, describes methods of recruitment and methods of selection.

Once the HRD's position is explained and described, the next step is recruitment procedure. Recruitment procedures can be defined as the most suitable candidates for a vacant in that position (Farnham & Stevens, 2000). Hire a right people is crucial and difficult; therefore, the accurate methods of recruitment will attract the most suitable candidates to HRD position (Froschheiser, 2008).

Today's workplace is more diverse than it has ever been in history. While the workforce has made strides in the direction of equality, it is still far from attaining total equality in the workplace. A company must value diversity. The main objectives of valuing diversity include awareness, education, and positive recognition of the differences among people in the workforce. Organizations are increasingly emphasizing group work or teamwork as a source of competitive advantage in a diverse workforce. It has been suggested that such organizations must target their recruitment efforts at applicants who are both diverse and amenable to working in teams ( Rau, Hyland 2003).

Many different avenues exist that can be utilized in the recruitment process. While traditional methods of recruitment such as newspaper advertisements employee referral programs are still be used, many companies, including Fortune 500 companies, are moving towards more technologically advanced avenues such as career opportunity pages on the company website, online job boards, social media, etc. The way an organization presents itself using any of these avenues is essential to the recruitment process as it is the only opportunity for the organization to attract

Internal recruitment can be done relatively cheaply and quickly; the vacancy can be advertised through staff notice boards, company intranet or company-wide emails.

The HR manager first posts openings on bulletin board. They provide information about the job for example they provide positions, locations, pay rates, qualifications etc. Thus they encourage employees to apply for the posts. Then the employees nominate themselves if they are interested in being considered for an opening.

Diversity in workforce “include, but are not limited to: age, ethnicity, ancestry, gender, physical abilities/qualities, race, sexual orientation, educational background, geographic location, income, marital status, military experience, religious beliefs, parental status, and work experience”(Thomas 1992). Diversity in the workforce is initially perceived as a response toward the increasing diversity of the consumers in the market (Agocs & Burr, 1996). From there, it has been observed that capitalizing on existing differences among the employees provide benefits to the organization. Diversity in workforce fosters and encourages