staffing strategy(2)

8/8/2019 Staffing Strategy(2)

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Cipriani College of Labour and Cooperative Studies

Course: HRM 300 Systems, Functions and Procedures

Lecturer: Farz Khan

An HRM 300 group

assignment on the staffing

strategies of the National

Gas Company of Trinidad and

Tobago by:

Teewan Jerry (Group Leader)

Angela Ferguson

Danielle Azizullah Adel

Jamilia Copeland

Jillene Gervais Cummings

Salma Hosein


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Table of contents

Statement of participation page 2

Introduction page 3

Chapter 1: Recruitment and selection.. page 4

Chapter 2: The recruitment process of the

National Gas Company of Trinidad and Tobago.. Page 14

Chapter 3: The role of international recruitment page 31

Chapter 4: Strategies to improve the staffing process... page 36

Conclusion. page 42

Bibliograghy..page 43

Appendix.page 44


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Statement of participation

As group leader, it is with great pleasure that I can state, that all of the under mentioned members of

the group fully participated in this assignment, making the document that you hold in your hands

possible.

XTeewan Jerry, Group Leader # 2000030164

XAngela Ferguson # 2009030759

XDanielle Azizullah-Adel # 2007032312

XJamilia Copeland # 2010030296

XJillene Gervais-Cummings # 2010030047

XSalma Hosein # 2010030304


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Introduction

Strategic Human Resource Management (SHRM) is the strategic management of the human

resource within the organisation that focuses on the human element as the most important

element of the organization. SHRM develops strategies that guide the human element to be in

line with the objectives of the organization, so that it can achieve its goals. An important part

of SHRM, then, must be the recruitment and selection process.

This is because, every organization that has human beings conducting any functions which

helps it to survive, must deal with an inescapable reality; that one day, those human beings will

have to be replaced. This could occur either through;

1) Resignations where people leave for various reasons such as better job offers

2) Termination of employment where employees are dismissed/fired

3) Being medically unfit which could result from injuries or sickness that render one

unable to work

4) Retirement

5) Death

Whatever the reasons, one thing is clear. At some point of its existence, an organisation is going

to lose staff, which will result in vacancies that must be filled. The recruitment and selection

function of SHRM, is the tool used by organizations to fill such vacancies when they arise. This

function or process of SHRM, is not to be taken lightly. For, as we will show later in this

assignment, failure to properly implement this stage could literally result in the existence of the

organization to be threatened.


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Chapter 1: Recruitment and Selection

Recruitment may be defined as the process of generating a pool of qualified candidates for a

particular job (Balkin, Cardy, & Gomez-Mejia, pg 165, 2001), whilst selection is defined as the

mechanism that determines the overall quality of an organizations human resources (Balkin,

Cardy, & Gomez-Mejia, pg 176, 2001). Recruitment and Selection usually begins with a request

from a department within the organisation to fill a vacancy. However, before the actual start of

the recruitment and selection process, we must determine what the job entails, so we would

know what kind of employee to look for; what is needed then, is a job description. A job

description is a written statement of what the jobholder does, how it is done, under what

conditions and why (DeCenzo & Robbins, pg 123, 2010). A job description will usually have a

format containing the following:

1) Job title describes the job and hints at the nature and duties of the job.

2) Job identification includes the department location of the job, who the person reports

to.

3) Job duties or essential functions lists the job duties in order of importance.

4) Job specifications these explain the personal qualifications necessary to perform the

duties listed above including specific skills, education, certification and physical abilities.

(DeCenzo & Robbins, pg 123, 2010).

Once we know what it is that the job requires we can begin the process of finding suitable

candidates to fill the vacancy.

Recruitment

Steps of the recruiting and selection process

Steps of the recruiting & selection process

i) Advertising the position or vacancy - Is a direct approach used to advertisevacancies within an organization? This includes information about the organization,

example,the name of the organization. It is an equal opportunity employer, location


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of the job, health benefits, medical benefits, starting salary and minimum entry level

requirements.

ii) Initial interview - this is where the applicants first contact with the organizationoccurs. The applicant is allowed to complete the organizations standard form. This

will be reviewed by Human Resource personnel, in order to prepare the applicant

for the upcoming interview with the security representative. This is usually an

informal stage.

iii) Secondary interview the candidate is interviewed to be assessed for theirsuitability for the job. This is the formal stage.

iv) Ranking the candidates here the pool of candidates for the job will be comparedand ranked according to their performance on the in the interview, as well as their

qualifications and other criteria.

v) Background checks most organizations want persons of good character. To ensurethis they can check a candidates references, or ask for a certificate of good

character.

vi) Medical testing where the candidate undergoes testing to ensure that he/she ismedically fit to do the job.

vii) Psychometric testing - This test is usually a standardized test designed to provide anobjective measure of certain human characteristics by statistically sampling human

behaviour.

viii) Job offer - Once the screening process is completed the Human ResourceDepartment selects the appropriate applicant for the position, and agrees upon the

salary and starting date, they will then make the offer. (Class notes from Gilbert

Hamilton)


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Internal and external sources of recruitment

Most organisations have the option of choosing candidates for their recruitment process from

either internal or external sources. The sources within the organisation to fill a vacancy are

known as internal sources of recruitment while candidates from all other sources are known as

the external sources of recruitment.

Examples of Internal sources include:

i) Transfers - where employees are transferred from one department to another

according to their experience and efficiency.

Promotions - where employees are promoted from one department to another along with

more benefits and responsibility based on their experience and efficiency.

ii) Retired or Retrenched employees - these persons may be recruited once again in

cases of shortages of qualified personnel or increase in workload. Recruitment of

such people save time and costs of the organization as they are already aware of the

organisational culture, policies and procedures.

Examples of External sources include:

i) Press Advertisements - Advertisements of the vacancy in the newspapers and

journals are a widely used source of recruitment. Because it is not cost effective to

publish the full description, summaries are usually posted and the HR department

could find themselves bombarded with inquiries from unqualified candidates. Its

main advantage is its wide reach of potential employees.

ii) Educational Institutes - This method can be in the form of Career Day programs

where students are offered a structured environment to network as well as the


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opportunity to interview with several different firms in one place or Career Fairs

where the firm owners go to the students.

iii) Participation in Internships or Mentoring programs - This can be a good way for

firm owners to be exposed to many different candidates and may get to know a

potential hire while the stakes are not as high.

iv) Placement Agencies - Several private consultancy firms perform recruitment

functions on behalf of client companies by charging a fee.

v) Employee Referrals / recommendations - Many organisations have structured

systems where the current employees of the organisation can refer their friends and

relatives for some position in their organisation. Some companies prefer this

method of recruiting because of the little time commitment and cost involved.

Utilising the right media to advertise your hire, engaging with suitable candidates and ensuring

that there is a constant dialogue with your HR department will ensure the right people are

applying for the job. Using online media, including social networking sites (facebook, twitter

etc) can also play a valuable part in attracting potential hires and telling them about your career

opportunities. Detailed remuneration and benefits information must be provided. Corporate

social responsibility, charitable support and environmental initiatives should also be

showcased.

Factors affecting recruitment

The recruitment function of an organisation is affected and governed by a mix of various

internal and external factors. The internal factors are those which can be controlled by the

organisation, while the external factors cannot be controlled by the organisation. Examples of

internal factors include:


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i) Human Resources Planning - effective human resources planning helps in

determining the gaps present in the existing manpower of the organisation as well

as the number of employees to be recruited and the qualifications they must

possess.

ii) Size of the firm - this is major factor to take into consideration. If the firm is

planning to increase its operations and expand, it will need to think of hiring more

personnel to handle its operations.

iii) Cost- the organization must find ways to minimise this factor for the recruitment

process of each candidate.

iv) Recruitment Policy - the recruitment policy of an organisation specifies the

objectives of recruitment and provides a framework for implementation of a

recruitment programme. This may involve an organisational system to be developed

for implementing recruitment programmes and procedures for filling up vacancies

with the best qualified people.

Examples of External factors include:

i) Supply and Demand- if the company has a demand for more employees and there

is a limited supply in the market then the company will have to depend on the

internal sources by providing them with training and development.

ii) Labour Market - employment conditions where the organization is located will

influence the recruiting efforts of the organisation.

iii) Image/Goodwill- An organisation with positive goodwill and as an employer finds it

easier to attract and retain employees than an organisation with a negative image.

Image of a company is based on what the organisation does and is affected by the

industry.


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iv) Unemployment rate - this factor influences the availability of applicants based on

the growth of the economy.

v) Competitors - The competitors recruitment policy can affect the recruitment

activities of the organisation. Often times the organisations policy may have to

change to meet the competitors.

The Recruitment Policy

A suitable recruitment policy is the first step in the efficient hiring process. In todays ever

changing business environment a clearly defined recruitment policy can aid the organisation in

finding the best fit in an efficient manner.

The recruitment policy of the organisation should be such that it ensures that every applicant

and employee is treated equally, there is competent authority to approve each selection, it

abides by relevant public policy and legislation on hiring and employment relationship and it

integrates employee needs with the needs of the organization.

The basic components of the recruitment policy include:

i) The general recruitment policies and terms of the organisation.

ii) Recruitment of temporary employees.

iii) The selection process i.e shortlisting and identifying the prospective employee with

required characteristics then arranging interviews.

iv) The terms and conditions of employment.

Trends in Recruitment

Recent trends in recruitment include:-


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i) Outsourcing HR Processes - The outsourcing firm helps the organisation by the initialscreening of the candidates according to the needs of the organisation and creating

a suitable pool of talent for the final selection by the organisation. In turn the

outsourcing firms charge the organistions for their services.

The main advantage of this method is that the organisation can save a lot on its

resources and time as it is free from weeding the unsuitable resumes and unsuitable

candidates thereby focusing more on the strategic level processes of Human Resource

Management.

ii) Poaching - A company can attract talent from another firm in the same or different

industry by offering a better attractive pay packages than the current employer of

the candidate. This method of recruitment is often seen as an unethical.

It has become a challenge for human resources managers to face and tackle poaching,

as it weakens the competitive strength of the firm.

iii) E-recruitment - is the use of technology to assist in the recruitment process. The

organisation would advertise job vacancies through the Internet and job seekers

would send their applications of CV using e-mail.

The main advantage of this type of recruitment is its relatively low cost and the

reduction in time for recruitment as there are no intermediaries involved.

HR Challenges in Recruitment

The biggest challenge for HR in recruitment is the sourcing and selection of the best candidate

for the job. With the recent changes in the job market as well as some fundamental changes in

terms of technology, sources of recruitment and competition, the job does not get easier.


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Other major challenges faced by HR in the recruitment process include:

i) Adaptability to globalization - HR professionals are required to be up to date with thechanging trends across the globe.

ii) Lack of motivation - Recruitment is considered to be a thankless job. The HR

department is rarely recognised for having selected a good fit for the organisation.

iii) Strategic prioritisation - The emerging new systems are both an opportunity as well as a

challenge for the HR professionals. Therefore, reviewing staffing needs and prioritization

of the tasks to meet the changes in the market has become a challenge for the

recruitment professionals.

Selection

Finding a fit is easy but finding the fit is the challenge. The Selection methods employed within

the organisation are important to getting the best staff you can for the compensation you offer.

According to Lazlo Block; Vice President of People Operations at Google: Interviews are a

terrible predictor of performance. Firm owners must remember that although the standard

interview is important in getting to know the candidate i.e if they are a cultural fit, it is the least

effective way to determine the candidates attributes and probability of success in the position

therefore using supplemental tools in the interview process is critical in helping to avoid poor

fits and eventual high staff turnover.

Factors that help determine that the right candidate is selected for the job

i) Personality/work style testing - Many personality tests such as Myers Briggs,Enneagram, DISC, Kolbe and Profile XT can be used in determining how the candidates

think, what skills they have and what motivates them.

ii) CompetencyTesting - In order to determine information that is not addressed on a CV

competency Based Interview questions (CBI) can prove to be a very useful method of


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learning more about the applicant and assessing whether they are the right person for

the role.

iii) Software Capability Testing - Firm owners must have systems in place that can

accurately and fairly evaluate an applicants skills on the various software packages the

firm uses.

iv) Gut Instincts - If red flags appear during the selection process, investigate further. It will

save you on time and financial hardships later.

The following criteria should be considered during the recruitment and selection process:

Education one of the most important criteria often used to assess a candidate. This is

especially true in areas where the job requires someone with much knowledge.

Work experience many places today look for candidates with work experience since it may

reduce the amount of time that the employee needs to familiarize themselves with procedures

of the new organization.

Knowledge and Skills workers with skills are often valued highly, since their knowledge of the

task to be performed, allows them to perform the task in a highly efficient manner.

There is another criterion that should be on the list, although many people probably do not

consider this when recruiting, that is diversity. Diversity is defined as the human characteristics

that make people different from one another (Balkin, Cardy, & Gomez-Mejia, pg 124, 2001).

There are several categories of diversity, they include;

1) Age

2) Sex

3) Sexual orientation

4) Race

5) Class


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6) Religious beliefs

7) Nationality

8) Disabled persons (Balkin, Cardy, & Gomez-Mejia, pgs 132 - 138, 2001).

There are four reasons why diversity is an important criterion to todays organizations, they are:

a) Greater creativity employee diversity can stimulate consideration of less obvious

alternatives.

b) Better problem solving homogenous groups are prone to a phenomenon called

groupthink in which all members quickly converge on a mistaken solution because they

share the same mindset and view the problem through the lens of conformity. In a

heterogeneous group with a broader and richer reservoir of experiences and cultural

perspectives, the potential for groupthink shrinks.

c) Greatersystem flexibility in todays rapidly changing business environments, flexibility

is an important characteristic of successful firms. If properly manage, employee

diversity can infuse more flexibility into the firm. The existence of diversity at different

levels generates more openness to new ideas in general and greater tolerance for

different ways of doing things. (Balkin, Cardy, & Gomez-Mejia, pgs 132 - 138 , 2001).

d) It could help organizations be in compliance with the law. According to the Equal

Opportunities Act 2000 as amended by Act 2001, section 8, subsections a, b, and c. An

employer or a prospective employer shall not discriminate against a person:

i) in the arrangements he makes for the purpose of determining who should be

offered employment;

ii) in the terms or conditions on which employment is offered; or

iii) by refusing or deliberately omitting to offer employment. (Government of

Trinidad andTobago(G.O.T.T.) , pg, 2000)


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Chapter 2: The recruitment process of the

National Gas Company of Trinidad and Tobago

Company Profile

The National Gas Company of Trinidad and Tobago Limited (NGC) Group of companies was

established by the government of Trinidad and Tobago in 1975. The Companys core business is

the compression, purchase, transport and sale of natural gas. As a fully state owned company

NGC is charged with the responsibility of ensuring the optimal development of the countrys

natural gas industry. NGC promotes Trinidad and Tobago as a desirable investments location

for gas based manufacturing activities.

Company Overview

The NGC Group of companies comprises the parent NGC, six majority owned companies and

four investee companies. The equity investments in these companies are as follows:

Table 1 showing the listing of the subsidiary companies of the NGC

Nameof Company Proportionofissuedequity

capitalheld

SubsidiaryCompanies

National Energy Corporation of Trinidad and Tobago

Limited (NEC)

100%

NGC Pipeline Company Limited 100%

Trinidad and Tobago LNG Limited 100%

La Brea Industrial Development Company Limited

(LABIDCO)

83%

NGC NGL Company Limited 80%

NGC Trinidad and Tobago LNG Company Limited 62.16%

AssociatedCompany

Trinidad and Tobago Marine Petroleum Company

Limited (TRINTOMAR)

20%


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OtherInvestment

National Helicopter Services Limited (NHSL) 17.67%

Investment in Teak Samaan Poui (TSP) 15%

Eastern Caribbean Gas Pipeline Company Limited 10%

Business Activities

NGC exists to create exceptional national value from natural gas and energy business. In

support of this mission the NGC group of Companies is currently involved in a diversified range

of activities. The Parent Company (NGC) is primarily engaged in the purchase, sale,

compression and transport of natural gas to the local downstream gas based industries while

various subsidiary companies are engaged in other energy businesses. The business activities of

the group of companies can be classified into four major catagories viz:

a) Natural Gas purchase, sale, compression and distribution

b) Investments in Natural Gas Liquids (NGLs) and Liquid Natural Gas (LNG).

c) Port and Infrastructure Development

d) Other (Minority Shareholdings in Oil and Gas Production)

The NGCsMission, Vision and Guiding Principles are as follows:

Corporate Mission

To maximize value from our business transactions for the benefit of Trinidad and Tobago, by

leveraging our competencies and unleashing our entrepreneurial spirit.

Corporate Vision

To establish Trinidad and Tobago as a major player in the global natural gas business

Core Business

NGCs core business is the compression, purchase, transport and sale of natural gas


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Guiding Principles

y Professionalism

y Employee involvement

yEthical conduct

y Customer focus

y Entrepreneurship

y Team work

y Technical efficiency

y Continuous improvement

y Profitability

y Transformational leadership

y Strategic priorities

y Market development

y Organisational transformation

y Corporate repositioning

y Financial strengthening

Financial Status

The President of NGC reported that consistent and sustainable growth and profitability were

the hallmarks of this successful state owned enterprise. The National Gas Company of Trinidad

and Tobago Limited (NGC) continued its outstanding performance and growth path in 2007

with sales turnover exceeding TT$12billion and after tax profits exceeding TT$3billion for the

first time ever (NGC Consolidated FinancialStatements for year ended 31 December 2007).

These results reflect strong performance in NGCs core business of purchase, transportation and

sale of natural gas as well as dividend income received from its key strategic investments in the

liquefied natural gas (LNG) and natural gas liquids (NGL) business.


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The Company continued to be profitable during the year 2010. Total gas based revenue for

2010 is forecasted at $12.2B (Budgeted 2010 $7.6B) with principal revenues (sale of natural

gas) accounting for $11.6B or 95% of total revenue (NGC 2010 Budget Review). Variables that

affected the principal revenues in 2010 were:

a) The greater demand for natural gas from our major customers Ammonia and

Methanol producers.

b) Higher prices for natural gas to these major customers, the price being linked to market

price of these commodities which were higher than budgeted.

c) The efficiency of our gas transmission and distribution processes.

Costs of Sales and Operating Expenses

Cost of Sales forecasted for 2010 was $9.2B (Budgeted amount - $7.2B) natural gas purchase

accounting for $8.5B or 93% of cost of sales (NGC 2010 Budget Review). The variables that

affect the cost of sales were:

a)

Natural gas purchases from bpTT which are linked to market price of Ammonia andMethanol.

b) Cost of Gas compression operations.

c) NGCs share of TSP and SECC operating expenses.

The results of operations and financial position depend mainly on the price of natural gas which

is influenced by market price of ammonia and methanol, which in turn depends on the demand

and supply for these commodities.

NGC employs over 700 staff members in a highly technical environment, most of who are

involved in offshore natural gas compression activities and in the operation and maintenance of

the natural gas transmission system.


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The above chart shows the attrition rate at NGC over the period 2007 2nd quarter of 2010.

Corporate Business Plan

As a state-owned enterprise NGCs business plan is developed in support of the government

mandate as directed from the Ministry of Energy and Energy Industries.

The Company has a number of strengths that help to execute its business strategy. These are

as follows:

y Financial Stability of the Company

NGCs outstanding historical financial performance is a major source of strength.

Consistent profitability even in 2009 when commodity prices crashed and the world was

reeling from the effects of the global economic crisis NGC registered a respectable profit

(NGC 2010 Budget Review.)

y Maintenance of the Investment grade rating from reputable agencies

Investment grade rating enables NGC to access favourable rates on debt from the

financial markets without the need for government guarantees. Ratings of BBB+ from

Standard & Poors, A3 from Moodys and CariCris Cari AAA obtains (NGC 2010 Budget

Review.)

3 3

20

1

64

18

1 1

8

3

8

10

3

0

7

0 00

5

10

15

20

25

Individual

Emps Retire

Mgmt Retire Individual

Emps Resign

Mgmt Resign Deaths

NGC Attrition Rate 2007 - 2010

2007 - 4.0%

2008 - 4.1%

2009 - 2.6%

2nd Qtr 2010 - 1.3%


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y Excellent Corporate Image

NGC has a history of meaningful Corporate Social Responsibility initiatives such as its

reforestation programme and a strong NGC brand.

y Significantly Experienced Human Capital

The members of the management team have significant experience in the natural gas

business while other staff members have specialist capabilities in the industry.

y Proactive Safety Culture

The introduction of the Safety Training Observation Programme (STOP) and the

Advanced Safety Assurance (ASAs) has strengthened the safety culture of the Company.

The Office of Strategy Management Division is responsible for the compilation of the corporate

plan with input from the Executive Management Team which comprise of the President, Vice

Presidents and Senior Managers. Each unit is then required to prepare their Departments

business plan in support of the corporate plan.

The Technical Services Group is at the helm of the corporate plan given that the core function

of the company is within this Group. Projects identified and requirements to support theexecution of same such as; Procurement, Engineering, Information Technology etc. and of

course the staffing to support these projects is key to its success. Each department will in some

way provide support to execution of these project activities and eventually each employee will

be involved directly or indirectly.

During 2010 the Company developed a new strategic plan covering the period 2011 to 2015

with a focus on growth and diversification. NGCs business strategy is to become a global brand

known for competitive price, superior service and reliability, sustainability profitability and

consistent growth in diverse local and international energy related business assets. The

Company acknowledges that its strategic objectives are made in accordance with the

government policy and in compliance with good corporate governance.


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Recruitment Process

The recruitment process at NGC is generally a well laid-out on. There is a standard procedure to

be followed which leads to a very transparent process. Although there are many different

persons entailed, the role and function of each is clearly defined and well explained. The

interconnectivity of all departments involved is evident.

In order to meet the manpower requirements for the NGC the manpower needs of each

department is planned for in the annual budget by the Human Resource Planning Department.

The Department head is notified of the commencement of this process by the HR Planning

Department and forwards their manpower needs for review. The HR Planning department

reviews the department current staffing as per the organization structure. Interview dates are

then scheduled with each Department and HR Planning to seek clarification on requests or for

HR Planning to make suggestions and recommendations based on best practice.

This is an example of Bottom Up or Unit forecasting. The individual departments put

forward their future needs for employees and then present the estimates to management. Themajor advantage of this method is that it is more responsive to the needs of the market place

because the responsibility for estimating employee needs is placed at the point of contact.

However, this method of forecasting is not as cost effective as Top Down forecasting where

employee payroll expenditure is budgeted for at the Senior Management level and then divided

subsequently at lower levels. The NGC however, attempts to maximize cost effectiveness by

having the HR Planning department meet with each Department to review the staff requests. In

this way, senior management can offer ideas on possible solutions to the manpower situationsthat may not necessarily involve recruitment.

The manpower requirements for each department have to be reviewed and approved by the

Human Resources Manager. The approved manpower figures are then forwarded to the


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Finance / Treasury Manager to be included in the Corporate Budget. These figures are also

forwarded to the Compensation department to allocate budgeted figures for salaries and

related benefits for each position / employee.

Using the approved manpower requirements obtained for each department the HR Planning

Department extracts the vacant positions that were identified to be filled within the next year

to develop the corporate recruitment plan by department and timing to be filled.

NGCs policy governing Filling of Vacancies states that whenever possible, when vacancies

arise, the Company shall give first consideration to filling such vacancies from among existing

personnel within the Company before recruiting from outside the Company. In order to

accomplish this, all vacancies will be advertised internally. External recruitment shall take place

only after no suitable candidate has been found internally (NGC Employment Policy 31

December 2008.)

Internal advertisement and the policy of filling vacancies internally give employees the feeling

that there is room for advancement within the organization. This in turn motivates employees

to continually strive for improved performance standards.

NGCs approved filling of vacancies procedure is as follows:

y Whenever a vacancy arises, the Departmental Head concerned shall in consultation with

the Human Resources Department recommend that an employee be promoted, if it is

considered that a suitable employee is available.

y In making an assessment for the promotion of an employee, the measures to be used

shall include the employees performance appraisal records.


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y Where no suitable candidate is identified within the Department concerned the

Departmental Head will submit a Personnel Requisition Form to the Human Resource

Planning Department.

y The Human Resource Planning Department shall normally advertise all vacant positions

internally before advertising externally.

y An employee wishing to be considered for a vacant post shall submit an application to

his or her immediate Supervisor and /or Departmental Head who shall comment on the

employees suitability for the position and in turn submit the application to the Human

Resources Division via the Departmental Head.

A potential drawback to this can arise if favouritism or personal conflicts exist between an

employee and his/her immediate Supervisor. In such a case, the employee may feel victimized

if he/she is constantly passed over for promotion or an unsuitable employee may be unfairly

given the opportunity for career advancement.

The disadvantage to internal advertising can be two-fold. Firstly, employees who are

unsuccessful at interviews may feel demotivated and this can lead to decrease in performance

and reduced productivity at the organization. While a strong business promotes from within, it

cannot do so if there is no one to grow with the companys needs. New persons can bring much

needed change into a company. Someone who has no previous experience in the organization

can give a fresh perspective on the operations. If vacancies are mainly filled from within, there

is no opportunity to obtain a new outlook.

In keeping with the approved policy the HR Planning Department seeks to fill vacancies uponthe request of the Line Supervisor, Manager and Vice President, which is upon the receipt of

approved personnel requisition form (PRF) outlining details as follows:

1. Position title

2. Department


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3. Status

4. Duration of employment

5. Date to be filled

6. Justification

The Human Resource Planning Officer will review request in terms of meeting the following

criteria:

1. Position is approved as per organization structure

2. Approved job description exist

3. Position budgeted for filling

4. Accuracy ofJustification

Once the above criteria are satisfied the Human Resource Planning Officer meets with the

requesting Department to discuss method for filling of vacancy either:

y Promotion from within

y Transfer

y

Succession planning

y Internal advertising

y External advertising

NGC has three (3) categories of staff as follows:

1. Permanent These are full time employees hired in positions as per the approved

organization structure. These employees employment period is guaranteed until

retirement unless breach of service as per contractual agreement. They are entitled to

full benefits from the company such as: pension, medical benefits etc. This category of

staff is in the largest number.


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2. Contract This category of staff is hired for a specific project for a specific period. NGC

has contract employees are those with contracts for a period of six (6) months or more.

Contracts are offered up to a period of three (3) years. Based on performance and the

needs of the company contracts may be extended.

3. Temporary These employees are considered staff relief. Hired for a very short period

usually less than six (6) months. This category of staff is utilized when the permanent

employees proceed on leave or on an acting appointment; the position is considered a

temporary vacancy.

To ensure efficiency in the turnaround time for filling of vacancies the HR Planning department

is mandated by stipulated timeframes to fill positions by categories with the support of the Line

as follows:

Table 2 showing the categories of workers and the time for their replacement

Category of Staff Lead Time

Permanent

Contract

Temporary

Three (3) months

Three (3) months

One (1) month

In order to facilitate the recruitment process in a timely manner the Line is required to forward

their requests within the period to ensure timely delivery of service.

The turnaround time is mapped for each position on an outcome map. This tool is very useful

in that it shows the plan versus the actual. Once an approved request to fill a position is

received by the HR Planning department it is included on the outcome map outlining the plan

of activities involved in the process to ensure the position is filled within the timeframe.

Outcome maps are reviewed weekly to ensure that targets are being met and if not why.


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This is an excellent way to track the length of time and resources used in filling the vacancy.

From this, areas in which there are shortfalls can be easily pinpointed and improved.

At NGC the filling of vacancies policy speaks specifically to the filling of permanent vacancies

and is used to some extent to fill long term (> 1yr) contract positions. A database of resumes

from unsolicited applicants is maintained by HR Planning and is utilized for temporary and short

term contract recruitment.

NGC also maintains employee profiles of each employee, capturing information such as training

programs attended, performance assessment scores, academic qualifications and acting

appointments etc. This is used to determined acting appointments, project assignments,

promotions and for the soon to be implemented succession planning system.

The structure of the succession planning system is not yet known as this is a project planned for

2011 spearheaded by the Human Resources Division in collaboration with Executive

Management Team. Some ground work have been done in terms of each Vice President have

identified the readiness status of the Managers that report to them and also the Managers

have done the same with their subordinates.

Once there are no any available persons whose capabilities and competencies are known within

the Department to fill the position it will be advertised internally using details from theJ

obDescription by the HR Division via electronic mail to all employees. Employees have a two week

period in which to respond to the advertisement with a copy of their Resume to the Human

Resources Division.

Applications received are reviewed by the Human Resources Division together with the

requesting department to determine suitability for short listing based on the criteria outlined in

the job description and advertisement.

The process is similar in the case for external advertisement. The Corporate Communications

Department is informed by Human Resources of vacancy notice for posting in the local

newspaper and on NGC website. NGC also utilizes the service of an online vacancy posting


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agency. Given that NGC is a state-owned company any vacancy notice being advertised must

be posted in the newspaper (NGCEmploymentPolicy 31 December 2008.)

All external advertisements specifically state that NGC is seeking suitably qualified nationals to

fill the respective vacancy.

Selection Process

For temporary and short term contract selection, the process is quite short. The resumes

identified from the database are usually persons that meet the minimum requirements of the

position and will to work for a short period. The candidates are screened by the HR Officer and

the Line Supervisor to make a quick assessment of their ability to adapt to the position in a

short space of time.

Once a candidate is decided upon, the person is contacted for necessary orientation and

advised of their terms and conditions of employment with the issue of a contract letter which is

signed by the Head, Human Resource Planning and agreed by the candidate. Candidates are

reminded that the position is temporary and that future employment with the company is notguaranteed.

The selection process for permanent and long term contract employees are more detailed and

even more so depending on the level of the position (supervisory and management).

1. Internal selection

After the shortlist is finalized, the shortlisted applicants are asked to ensure that their

updated qualifications are on file in HR. Once this is completed the HR PlanningDepartment and the Line has to determine the panel for the interview. The panel will

usually consist of three to four members:

y Immediate supervisor

y Senior supervisor


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y HR representative

y Independent

This is a good panel because the HR representative can assess the person's suitability for

employment, the potential supervisor can determine the person's "fit" into the department

and the independent person reduces the probability of bias and favouritism. Another form

of interview which can be considered by the NGC is that by peers and subordinates. This

moves away from the traditional interview and can be useful in an organization which is

structured to support this method.

The competencies required for the position are identified and assigned a score and is usedto rate each candidate at the interview. The panel is also required to determine structured

questions and suggested answers to be used at the interview. Structured interview

questions are better for comparing candidates. Each candidate can be assessed based on

the same criteria. However, each individual is different and structured questions do not

allow for this to be taken into consideration. A more effective method of interviewing is to

have a mix of structured and unstructured questions so that persons can be interviewed in a

standard way which still caters for differences in potential.

If the position requires supervisory skills or special thinking and high responsibilities,

psychometric test is recommended. This test is outsourced using the job description for the

position and key functions required for the position as determined by the two (2) senior

managers of the department and the Human Resource Manager.

This is usually completed before the interview process and used to assist with the

assessment of the candidates during the interview. The debate between testing before and

after an interview continues. Testing before an interview allows the test results to be used

during assessment. However, the cost factor is higher. Testing after an interview may


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reduce costs but, if after the interview the candidate is found to not possess the

competencies required, then both time and resources are wasted. The interview and testing

process would have to be repeated. Psychometric tests are not the only tests which can be

considered; behavioural, trainability and personality tests are all possibilities.

The candidates are notified of their interview at least two (2) prior to date by a letter of

invitation for a formal interview clearly stating the date, time, venue and position for which

being interviewed.

At the end of interviews the panel arrives at a consensus in the selection of the most

suitable candidate. If none is found the process for external recruitment will commence.

A selection report for executive approval is then prepared by the Human Resources

Division. Following approval the successful candidate is informed by letter from the Head,

HR Planning and also the unsuccessful candidates. The unsuccessful candidates are

coached on where they fell short and ways to fill gaps for future opportunities.

The Human Resource Planning informs the Compensation Department of the promotionand to determine new salary.

2. External Selection

Similar to the internal selection process once the short list has been completed the Human

Resources Division makes arrangements for interviewing the shortlisted candidates.

The shortlisted candidates are contacted either by telephone or electronic mail informing

that they were shortlisted for an interview and notified of the date and time. Given theexistence of terrorist and other security breaches the candidates are required to provide

the following at the interview:

y Identification

y Certificate of character


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y Recommendations

y Original certificates of qualifications

y Proof of nationality (birth certificate)

The panel and preparations for the interview is arranged similar to the internal selection

process. Each candidate is required to complete an application form before they are

interviewed to gather information which may not be included on their resume.

Additionally, in effort to save costs psychometric testing is only conducted on the top two

(2) candidates after the interview. When the psychometric test results are received the

panel reconvenes to make final decision.

It is possible that short listed candidates may not be nationals of Trinidad and Tobago

however, in NGCs quest to find the right person for the job it is not a deterrent. Non-

nationals have been recruited in the past based on the following:

y They possess a special skill not yet available in Trinidad and Tobago

y They are Caricom nationals

y Contract position

The selection report is then prepared for executive approval by the Human Resources

Division. Once approved the successful candidate is contacted and advised of their success

and the requirement to undergo NGCs pre-employment medical examination and reference

check procedure. The Compensation Department is requested to prepare a salary package

for the prospective employee.

Any negative feedback on the medical report is discussed with the doctor and a further test

will be conducted using a work profile completed by the Line. Once the results are not in

keeping with NGC standards then an offer cannot be made. While there is a need to

maintain general health and safety at the workplace, there may be claims of victimization in


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asking persons to undergo a medical test. In the case where an employee will be required to

work offshore, the need for a clean bill of health is obvious. However, those who do not

meet the requirements can argue that they can be employed in different categories sucha s

administrative support.

Reference checks are also treated as serious and any negative reports will be investigated

thoroughly before any offer is made, failing positive results no offer is made.

Upon successful completion of the above the candidate is offered the position outlining the

terms and conditions, salary and benefits. The candidate may chose to negotiate the offer,

once acceptable NGC reviews and makes another offer. If unacceptable, the 2nd ranked

candidate is recommended and has to be seen through the process outlined above.

Once the candidate accepts the offer, unsuccessful candidates are notified by letter that the

position has been filled by another candidate.

NGC also has a policy in terms of recruitment ofU

ndergraduate students. This iscommendable as many students can benefit from their internship period. This gives them

invaluable workplace experience. Additionally, it should be considered that the energy

sector is a major contributor to Trinidad and Tobagos GDP. Training personnel in this field

and providing them with employment may reduce the brain-drain effect on the country.

Chapter 3: The role of recruiting internationally

The National Gas Company of Trinidad and Tobago has a policy of preferential hiring of

nationals of this country, but do hire regionally and internationally, as some of the technical

skills required to perform some job functions suitably are not always available in this country.


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International Recruitment is linked to the overall strategy and objectives of the organization.

These strategies and objectives are influenced by and set within the context of the overall

global business environment. Thus, international recruitment decisions to meet work demands

involve considering the sources to produce feasible candidates to apply to fill vacancies are

influenced by the firms:

y Business strategy (Charles M Vance & Youngsun Paik, pg 256, 2006) Mission

and Vision for growth of company

y Specific foreign market recruitment experience Outcomes of past recruitment

initiatives in foreign countries

y The countrys socio-cultural structure The countrys social and cultural

composition

y Plans for individual and organization development (Charles M Vance &

Youngsun Paik, pg 256, 2006) Aligning employee goals with company

objectives

As our human capital is one of our most expensive assets, it is imperative that the management

of our human resources focuses on recruitment of international employees:-

y Who can succeed at their jobs with the lowest amount of support

y Whose abilities are adequately developed to suit the positions required

y Who can bring an optimal return on investment to the company

Because of the cost entailed in international recruitment, there are several situational factors

which we must consider they are:-

Economic trends and conditions Is it feasible to undertake this initiative in the

light of the current and future forecast of the economic trends? (Charles M

Vance & Youngsun Paik, pg 257, 2006)

Nature and duration of the work All of our expatriates are hired on varying

contract basis and according to the position they are understudied by locals

(Charles M Vance & Youngsun Paik, pg 257, 2006)


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Resources available for staffing Relocation can be a significant cost to the

employer, therefore consideration must be given to not only the present local

market rate of payment but also the international market rate as well so as to

attract suitably qualified persons. Their work environment should also be

functional to enhance job performance and employee satisfaction. (Charles M

Vance & Youngsun Paik, pg 258, 2006)

Availability of willing and able candidates Where would competent human

resources be sourced? Is the educational standard of that society adequate to

produce proficient candidates? Have persons from this society successfully

transitioned into other cultures and are they noted as consistent achievers?

(Charles M Vance & Youngsun Paik, pg 258, 2006)

The recruiting methods used by The National Gas Company for international recruitment are e-

recruiting on the companys own website which is http://www.ngc.co.tt and general direct mail

site [email protected]; advertisements are run on international website www.caribbean.jobs and

foreign newspapers.

The quality of regional and international staff that we have recruited to work in our

organization thus far, has met all criterion and we have not had challenges. The human

resources department continues to endeavor to be very thorough with our policies for the local

and well as for the foreign employees. We are always accessible to assist our employees from

the beginning, during and after the recruitment process to ensure that we honor all our

contractual obligations to them.

GAP Analysis of the National Gas Company of Trinidad and Tobago International Recruitment

Policy

It is recognized that cultural differences impact on business practices. Understanding these

differences in the recruitment process and what motivates employees in various cultures can

be critical to the successful retention of international employees. However, when recruiting

internationally the National Gas Company of Trinidad and Tobago does not collect and analyses

data on work culture to ensure that employees are culturally appropriate. The company does


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not take into consideration the different geographies, different cultures, employees work ethics

and attitudes and disorientation due to cultural reaction. The Human Resources department

should be responsible for implementing training and cross-cultural programs to orient

international employees who already have the knowledge, skills and abilities necessary to be

successful in the organization, but may fail in this regard.

So far the company has successfully hired internationally, technical magazines can be targeted

when hiring in specific fields which would minimize the number of unsuitable applications

received and thereby cut down on the time used sifting though applications.

The National Gas Company needs to incorporate a competency-model to their job description

that clearly outlines successful behaviors that employees are expected to exhibit in alignment

with the organizational culture.

.

Trends in International Recruitment

In light of the current global recession, human resources managers in organizations are seeing

an increase in application for employment. It is now also quite clear that job seekers no longer

have barriers in broaden their horizons to look for jobs and relocate to different countrieswhich are quite apart from theirs in every aspect. Technology has made it possible for Human

Resources managers as well to access and hire employees with the specific skills required to do

the job from any quarters of the globe.

Eric Lochner, managing director of Kenexa (Europe, Middle East and Asia), a global recruitment

and retention specialist, says: "Companies will take talent from anywhere in the world if they

can get it. Countries like Dubai are, in some ways, taking advantage of the downturn by

recruiting skilled managerial professionals they wouldn't necessarily have been able to before."

(Georgina Fuller, feature article, 25 November 2008)

Stephen Dixon, global head of talent at Dufry Management, a retailer based in Switzerland,

points out that it can be much easier to get a senior level job in certain countries. "In Europe,

we're still very focused on skills and using traditional recruitment methods and processes," he


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says. "But employers in places such as Dubai are much more open and look at what experience

you can bring to a role rather than just the skills you have." (Georgina Fuller, feature article, 25

November 2008)

New online recruitment software is designed for organisations to specifically weed out the

proliferation of unsuitable applications. The software is custom-designed so that the necessary

level of education and specific and necessary requirements from the job specification must be

filled otherwise the programme does not allow you to continue to the next page thereby

aborting the procedure.

On a global level, employers are using a range of recruitment methods, from the more

traditional (filling in an application form and carrying out an interview) to the novel. In Spain,

for example, some companies use instant messaging to attract new candidates jobseekers see

the company's billboard and text their details if they like the sound of the role. In India,

meanwhile, prospective jobseekers enter their CV data and answer screening questions in

specially designed kiosks. The army is also becoming increasingly innovative in its recruitment

methods and is targeting new recruits with interactive computer games. Aspiring soldiers in

both the UK and the US can take part in virtual conflicts and role plays via a website. (Georgina

Fuller, feature article, 25 November 2008)

The current economic downturn which is not seemly getting better may have an effect on the

Generation Y theory, which states that it is the trend for persons born in or after 1980 to move

to another company after 18 months. This phenomenon may change as employees may hold

on the their jobs much longer for fear of changing from what is perceived as a stable

organisation where they have a secure job to another, where all of the facts of the organisation

is not readily available.

Employees may start reviewing organisations from a different approach, where previously they

would collect data to acquire knowledge on the facts of the organization to have a competitive

edge in the interview. Now they may start reviewing organisations by their financial

statements so as to make as informed a decision as possible before leaving their present safe

jobs.


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Chapter Four: Strategies to improve the staffing process

Strategic staffing and workforce planning is a process that organizations use to help them

identify and address the staffing implications of business plans and strategies. By implementing

this process, organizations can ensure that they will have the right number of people, with the

right capabilities, in place at the right time. When implemented effectively, the process results

in two major outputs or deliverables: staffing strategies (which describe what will be done in

the long term, across planning periods, to address critical staffing issues) and staffing plans

(which describe specific, short-term tactical plans and staffing actions to be implemented in the

near termwithin a given planning period). You are recruiting the best employees for your

organization's needs. You want talented employees who fit your culture. Your recruitment

strategies are critical in attracting these people.

This strategic staffing process has four steps:

1. Define critical staffing issues/areas of focus. Strategic staffing efforts will be effective only

when they focus on a relatively small number of particularly critical staffing issues or job

categoriesnot on entire business units or organizations. The first step of the process, then, is

to identify and prioritize your most critical staffing issues and select those for which specific

staffing strategies are required.

2. Define staffing gaps and surpluses. Once you have selected an issue (or an area on which

your analysis will focus), the next step is to develop a staffing model to address that issue that

defines staffing requirements, forecasts staff availability, compares demand to supply, and

calculates staffing gaps and surpluses for each job category for each period in your planning

horizon. The design of the model will be specific to the issue that you select.

3. Develop staffing strategies. The next step is to review the preliminary staffing gaps and

surpluses, as calculated by your model, across all the planning periods in your planning horizon.

Create a series of long-term, directional plans of action that describe what your organization

should do to address those critical staffing issues most effectively (i.e., how to best align


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staffing demand and supply) across all planning periods, throughout the entire planning

horizon. At this point, do not focus your efforts on any one planning period.

4. Define staffing plans. After you have developed staffing strategies that span all planning

periods, go back and examine the specific staffing needs for each period. Following the concept

of the upside-down T, use the staffing strategies developed in the previous step as a long-

term context and define the specific staffing actions that will allow you to meet the staffing

needs effectively and efficiently in each planning period. Make sure that those actions are

consistent with and fully support the staffing strategies that you developed in the previous

step.

Measures to determine what staffing strategy to implement

y Define the problem with the current recruiting process and establish project goals. You

may be trying to improve candidate or hiring manager satisfaction, speed up parts of

the process or increase employee retention.

y Determine which metrics you can use to track performance in problem areas both

before and after improvements. Consider availability of data as well as ease of

understanding.

y Measure process performance using the metrics you have selected. This may include

surveying employees, human resources personnel, hiring managers and job candidates

to get their input or obtaining paperwork and computer data that track applicants, time

lines and decisions.

y Clarify your problem statement based on the data you have gathered. It should be

specific enough that you can begin investigating what is causing the problem.

y Brainstorm potential root causes, using a fishbone diagram or the "5 Whys" tool. Your

Six Sigma Black Belt or leader can help you with these tools if you do not have


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experience using them. Examine any relevant parts of the process, including the

application itself, systems and technology, communication with candidates and

interviews.

y Gather data to confirm which of the potential root causes are in fact responsible for

performance issues. This may require experimentation to prove that when you change

the factor you suspect, you see a corresponding change in performance.

y Design and implement process improvements that counter the root causes you

confirmed. In most cases, you should pilot the process by rolling it out for a limited time

period, for a specific subset of applicants or open jobs or for a specific group of hiring

managers.

yDemonstrate the effectiveness of the improvements using a comparison of performancebefore and after the process change. For instance, calculate the new cycle time and

compare it with the original cycle time or calculate hiring manager satisfaction based on

survey responses and compare it with your baseline data.

y Develop procedures to ensure that any gains you have achieved are lasting. Document

the new process fully and describe the process to be followed for monitoring process

performance and responding to any problems. Provide the documentation to the

process owner, probably the manager of human resources for your area of operations,

when you hand off the process at the project's end.


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Recommendations

Stage 1: Position Development

A county executive director and personnel committee needed to fill a temporary staff vacancyfor which the essential responsibilities were already well-defined. During the position

development stage the executive director and personnel committee decided to explore the

idea of creating an internship.

The executive director proposed sharing the cost of employing an entry-level nutrition educator

with administration and targeting recruitment at groups that were under-represented among

the staff yet present in the population that their organisation needed to reach. Extension

leadership in this county, like some other organizations, had begun to recognize that "your

workplace should reflect your customer base" (Wilson, 1995, p. 23).

After the internship proposal was accepted, faculty and staff developed a recruitment plan

emphasizing personal contacts with new professionals, faculty advisors, and targeted

professional groups. One staff member contacted faculty and Extension specialists in other

states for help in identifying applicants. An Extension specialist shared the position

announcement with a member of the research and teaching faculty who gave it to one of his

advisees, a woman from an under-represented group who had recently completed her Masters

degree and was seeking employment.

The candidate's interview for the internship included: (a) a telephone interview with the county

executive director, the staffing specialist, a statewide program leader, and a faculty member;

(b) a county visit and interview with the Extension board and staff including introductions to

volunteers involved with the Extension program; and (c) a Cornell University campus visit tomeet with faculty and this administrations staff. She was offered the internship; however, she

had financial concerns associated with moving almost a thousand miles. Although not always

provided, this company included moving expenses in the compensation package. She


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successfully completed the internship and is currently employed as an Extension educator after

having been hired through a competitive national search.

Opportunities during Position Development

An examination of staffing alternatives influenced the county Extension director and personnel

committee to consider staffing a temporary position. They believed that an entry level

professional might be interested in an internship for a first experience with Extension.

Internships have been used as a recruitment strategy by other organizations (Kilborn, 1992).

The director should also creatively consider how the internship might be funded. Believing that

this administration would be supportive of the internship alternative, she approached them for

sharing the funding. This administration believed the internship would be an opportunity to

develop a new professional with Extension experience and prepare the individual for a

permanent position with Extension following the internship. In the end the staff was committed

to providing the level of supervision an intern would need to carry out the essential job

functions identified.

Other options and opportunities to consider at the position development stage include:

y Sharing the job in a community where there is potential to attract a more diverse

applicant pool if the job is shared. Splitting the job into two half-time positions.

Designing the position with flexibility for the employee to negotiate a designated

percent of time to conduct a desired program that meets community needs and targets

a particular audience

Stage 2: Recruitment

When a position becomes available in an urban area, the human resource department will want

to employ an individual who would help them reach new audiences and meet the needs of a

suburban or urban population.


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Opportunities during Recruitment

Personal contact has been the most productive recruitment strategy for attracting a diverse

and well -qualified applicant pool for any organisation. Effective recruitment utilizes a variety of

strategies to inform potential applicants of positions. This could be done by encouraging staff to

recruit applicants with diverse backgrounds for positions and communicating that staff

recruitment is everyone's responsibility is a very successful strategy.

Other opportunities organizations can consider at the recruitment stage are:

y Including specific colleges and universities that have a pool of diverse students as "key

recruiting campuses" with which to develop strong relationships for recruiting interns

(undergraduates or graduates) or for full-time, regular positions (Kilborn, 1992).

y Involving staff and volunteer board members in actively recruiting and nominating

individuals through their network of contacts. Work with them to develop a plan so that

as many people as possible commit to making a minimum number of personal (face- to-

face or telephone) contacts within their network to attract a diverse and well-qualified

pool of applicants.

y Contacting staff from diverse backgrounds already employed in the system, asking them

to recruit for the position and provide incentives for them to do it.


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Conclusion

Recruitment and selection is the most important function of the Human Resources department

as it links employers with their employees, helps to create the right fit between the employee

and the job, which in turn allows management to determine and gradually modify the

behavioral characteristics and competences of the workforce. It is through this process that the

energy, innovation, skills, intelligence, and direction of the organization is developed, and will

ultimately determine its ability to survive.

As we draw to a close, we come to the conclusion that the recruitment and selection process of

the NGC is generally a good one. After all, the company is profitable, with ownership in several

subsidiary companies, and over three billion in after tax profits declared in 2007, it is one of the

few state companies that can boast of that kind of success. This makes the company a

contributor to the development of Trinidad and Tobago. Despite its successes however, our

group does have a couple of concerns.

Firstly, while the companys policy of giving first preference to its employees when filling

positions, may motivate its employees to aspire to upward mobility in the companys

hierarchical structure, it may not necessarily guarantee that the best person fills the position.

This concern becomes more relevant when we consider the business of the company, which

will inevitably have to deal with international personalities, customers, and markets at some

point. The company needs the best available persons to take the company forward.

Secondly, we note with some concern that in 2007, the companys revenue after tax was of

its gross revenue. In the current economic climate, it is already expected that the company will

experience dwindling revenues. With over 60% of the workforce permanent, in a highly

technical field, the wage bill if the current economic climate persists for any length of time, may

become an issue.

Despite this however, the NGC has in its favour the fact that it is a learning organization, that is

to say it is innovative, as we can see of its strategic plan for growth and diversification, for the

next four years. We confidently expect, that the NGC, will not only endure the current

economic global climate, but will endure for some time to come.


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Balkin, D. B., Cardy, R. L., Gomez-Mejia, L. R.,MANAGING HUMAN RESOURCES 3rd

edition.

Published by Prentice-Hall, USA, 2001.

Brown, C (2010) Overcoming Hiring Hurdles. Journal of Financial Planning, 23(8), 45-47.

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DeCenzo, D. A., Robbins, S. P., FUNDAMENTALS OF HUMAN RESOURCE MANAGEMENT 10th

edition. Published by John Wiley & Sons Inc, USA, 2010.

Emerson, L (2010) LARGE APPLICANT POOL LETS EMPLOYERS BE CHOOSY. Las Vegas Business

press (10712186), 27 (44), P16. Retrieved from Regional Business News database. Ebsco Host.

Government of Trinidad and Tobago., Equal Opportunities Act 2000 as amended by act 2001,

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Kilborn, P. T. A company recasts itself to erase years of bias. As appeared in The New York Times, USA,

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King, R (2010) Hiring Strategies that work- Journal of Financial Planning, 27. Retrieved from

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Outlaw, W. (1998). Smart Staffing How to Hire, Reward and Keep Top Employees for Your

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Wilson, M. (1995). Diversity in the workplace. Chain Store Age Executive, 48, (6), 21-23.


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Human Resource Division. (2008). NGC EmploymentPolicy.

Lecture Notes. (2010). HRM 300 from Farz Khan

Lecture Notes (2010). SAM 230 from Gilbert Hamilton

Journal ; four steps of strategic staffing process. Designing your strategic workforce

planning process. Saturday june 13 2009. Kutenk-learning corner.

Webography

http://www.personneltoday.com/articles/2008/11/25/48476/international-hr-recruitment-

trends.html

Pictures and logo on front page courtesy: http://www.ngc.co.tt/Media/photos/archive.htm

www.itapintl.com/whatwedo/globalhrmod.htm


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APPENDIX

The following is attached

1) Diagram of the recruitment process of NGC

2) Diagram of the interview process of NGC

3) Diagram of the internal placement process of NGC

4) Diagram of project assignement process of NGC

5) Diagram of transfer process of NGC

6) Diagram ofJob Discription of NGC

7) Diagram of advertisement and short listing process of NGC

8) Diagram of the acceptance process of NGC

staffing strategy(2)

Documents