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ates every job a 1 to 15 grade level, depending on the qualifications; the lower the grade level the lesser the qualifications (Crosby, 2004).
The main objective of the hiring process is to find the best suited person for the job position to be filled (Bennett, 2003). Appropriate laws for this process are myriad and have been established (LMC HR, 2003). The Federal Government has protocols in place for the said purpose with a standard protocol and 45- and 30-day versions.
There are five major steps in the competitive screening process. The first step involves the identification of the job and related assessments. This is followed by the recruitment and announcement step. The third step is accepting and reviewing an application which is followed by the assessment of applicants. The final major step is the certification of eligible applicants.
Under the first major step are three sub-steps which are reviewing of hiring flexibilities, conduction of job analysis and identification of competencies or KSAs, identification of assessment tools, and submission of request to the assigned examination officer. The second major step includes recruitment, creation of job announcement, and satisfaction of public notice announcements.
Review of requirements and notification of applications if requirements are not satisfied or review of qualifications if satisfied are the two subsets of the third major step. Under the fourth major step rating and ranking, case examination and competitor inventory are done. The last major step involves the drafting of selection order, issuance of certificate, selection and auditing (OPM, 2005).
Below are the current examining processes based from The Delegated Examining Operations Handbook (OPM, 2005). The first flowchart is the Competitive Examining Process which is currently utilized for hiring in competitive civil service (Figure 1). The second flow chart is the same process but with a 45-day hiring model integrated (Fig. 2). The third flow chart is the 30-day model of the SES Merit Staffing Process (Fig. 3).
In order to identify areas of improvement, there should be measurements on the current performance of the said processes. The key is therefore to mine data or statistics pertaining to each of the steps described above. Also, prior studies related to success of such steps can be reviewed to further validate the observed trends in performance.
The first area in this case is the review of hiring flexibilities. Parallel agencies should have data pertaining to the performance of this protocol. Statistics highlighting resources and equivalent decisions will show the efficiency of the methodology. Analysis should date as far back as possible so that a trend can be seen.
In doing so, a database can be put in place which can be readily available. The following factors should be noted: the size of the agency, the department and division; the load of those involved; the approximate amount of resources before and after hiring; the efficiency of the office before and after the employment; the length of service of the newly employed individual; number of additional employment related to the position. Apart from the individual statistics of the said factor, there should also be derived figures so as to give a grade or scale signifying the resulting efficiency of the target employment.
This numerical grade will be an easy and concrete guide for evaluating the need for hiring 本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。