Staffing and Recruiting Planning for Qualcomm Essay Example

the business environment. Consequently, organizations must seek ways to boost productivity and minimize expenses (Punnett & Shanker, 2004). To achieve increased productivity, organizations must attract top talent while keeping human resource costs at a minimum.

This text discusses the importance of implementing effective staffing and recruitment methods, as well as strategies to retain and develop the best employees. It also emphasizes the need for quantitative measures in recruitment and selection processes. Despite being in the early stages, some organizations have already developed and applied methods and metrics to improve HR effectiveness. Employee recruitment and succession planning are crucial processes in a highly competitive labor market. (Gallic, 2006).

(Ivancevich, 2010, p. 97). Companies that do not engage in these core processes are wasting their investment in recruitment and undermining their potential for corporate growth. This research study delves deeper into the Technology department, an essential component of the organization, and further narrows its focus to analyze data in detail.

The Engineering Department is made up of Associate Engineers (102), Engineers (1497), Senior Engineers (2648), Staff Applied Scientists (2211), Senior Staff Engineers (753), and Principal Engineers (344). Please refer to Fig 1 for a visual representation of the internal staff. It is important to understand the technology grading guidelines, roles, and responsibilities. Fig 3 illustrates the job position hierarchy within the Engineering Division.

Senior's Goal And Responsibility

Our research study focuses on the Audio Division, which has a total of 80 engineers.

There are a total of 3 associate engineers, 24 engineers, 28 senior engineers, 14A staff engineers, and 8 senior staff engineers in the hierarchy. The main responsibility of engineers is to facilitate the connection

between technology and clients. They collaborate with sales and marketing teams to ensure that client products are well-received and delivered on time in the market. This role is highly challenging and demands quick learning and understanding of software and operational concepts. Engineers have the opportunity to work with major players in the global wireless industry and be at the forefront of radio deployment dynamics. The unit supports clients in comprehending, integrating, testing, and optimizing performance. Additionally, this role involves working closely with telephone developers, base-station interoperability testing partners, as well as wireless carriers worldwide.

Training, printing application notes, helping clients with package integrating, development, and system debugging are some of the cardinal day-to-day activities.

Data Collection
Job Analysis

Job analysis refers to the procedure of roll uping and analysing information about the undertakings, duties, and the content of occupations.  There are four basic method, which can be used individually or in combination, of roll uping occupation analysis data-observation, interviews, questionaaire and occupation incumbent journals and Sons. '' . ( Ivancevich, 2010, p. 152 ) . It involves a systematic reappraisal of the organisation 's demand for human capital.Human resource directors determine occupation demands by carry oning occupation analysis and so explicating programs to make full these places Once the company performs this analysis, it will supply with the cognition, accomplishments, and abilities an applier will necessitate to win in a given occupation.

(Ivancevich, 2010, Chapter 6).

Qualcomm's Needed Positions: There is an urgent opening for a senior/staff level scientist in the Audio Department at Qualcomm. This information was found by searching jobs on O*NET and Qualcomm's website. (See http://jobs.qualcomm.com/public/jobSearch.xhtml#messages, Feb 16, 2011).

Description of Job: A job description is a

detailed statement that outlines the educational background and personal qualities required for performing specific tasks or functions. It goes beyond simply listing duties and responsibilities by incorporating insights obtained from job analysis.

According to Ivancevich (2010, Chapter 6), this paragraph provides a summary of the job duties, function, and educational requirements for two recently opened positions at Qualcomm. The information is sourced from the Qualcomm job website on February 16, 2011. The job function involves developing embedded software that supports the audio, voice, and multimedia features of CDMA and UMTS mobile phones.

Positions are open for motivated individuals interested in joining a dynamic organization that is developing the next generation of mobile phone devices. Applicants should have at least 4 years of experience in commercial software development, specifically in areas such as Speech and Audio Decoders / Encoders, Multimedia Drivers, or Hardware Mixed Signal and Serial Drivers. Proficiency in C/C++ programming language is required, along with strong industry embedded programming experience on multiprocessor platforms and SOCs. Candidates should also have hardware knowledge, including the ability to read schematics and develop/debug real-time software for hardware interrupt-driven embedded systems. Additionally, the ability to debug HW and SW interfaces and highly embedded software across multiple processor cores in multitasking and multithreaded environments is necessary. Hands-on experience with logic analyzers, CROs, and JTAG debuggers is preferred. Coursework knowledge and industry experience in Operating Systems, Data Structures, and Computer Architectures is desirable. Other qualifications that would be advantageous include low-level device driver experience, knowledge/experience parsing audio multimedia file formats like MIDI/MP3/AAC/PCM/etc., familiarity with Microsoft Direct Show/COM architecture, proficiency in PERL programming language, knowledge of address/audio codecs (specifically Windows Media Audio).To be considered

for this position, a Bachelor's or Master's degree in Computer Science, Computer Engineering, Electrical Engineering, or equivalent degrees is required. WHY THIS Occupation OPENED UP: Purpose? This occupation plays a crucial role in the field of forming and is directly aligned with our mission, vision, and scheme. The growth and diversification of business activities within our organization have resulted in an expansion of the audio unit. Various factors such as promotions, transfers, retirements, expiration, permanent disabilities, deaths, and labor turnover may necessitate hiring for this position. In addition to that, data collection can be divided into two primary categories: primary data collection and secondary data collection.

Primary Informations Collection: The "KISS-Keep it short and simple" methodology (Rich, n.d.) was used to prepare a set of questionnaires. Questionnaires are an affordable method to reach many respondents, including those who are far away. Depending on the chosen distribution method, this approach enables quicker data analysis. By using questionnaires, potential interviewer bias, leading, and cues that could impact the validity and reliability of data collection are avoided. Anonymity ensures more accurate responses as respondents can gather information and consult sources to provide well-informed answers.

A comprehensive questionnaire was developed specifically for this medium, incorporating necessary information with operational definitions and utilizing the appropriate response format to ensure reliability and validity. The primary goal of designing the questionnaire was to maximize the desired outcome. The task of completing the questionnaire was assigned to senior level directors. The questions were divided into three main categories: company related, growth related, and job related. Secondary data from various sources such as academic textbooks, newspapers, journals, magazines, the internet, and other relevant records were utilized

to gather information about the industry including its mission, vision, values, strategy, growth prospects, and people involved. From an organizational perspective recruitment sources can be classified into three factors: recruitment demand, organization policy and process,and organizational image.Recruitment sources can be categorized as either internal or external.

Internal recruiting involves identifying internal applicants for job vacancies, implementing a recruitment policy, hiring temporary and part-time employees, utilizing internal job postings and command systems, allowing current employees to engage in moonlighting, considering the company's growth and expansion plans, evaluating the cost of recruiting, and encouraging employee referrals.

External recruiting methods include media advertising, e-recruiting techniques, seeking assistance from employment agencies or executive search firms, conducting special events for recruitment purposes, and engaging in college recruiting initiatives such as internships (Ivancevich, 2010).

Legal restraints on recruitment encompass various external factors such as government and union restrictions, labor market conditions, workforce composition considerations,and organizational location. Compliance with legal restrictions is necessary to ensure adherence to regulations like Title VII of the 1964 Civil Rights Act,Age Discrimination Act (ADEA), Equal Employment Opportunity Right provisions,
Executive Order 11246 requirements,Affirmative Action Plan guidelines,Civil Rights Act of 1991 stipulations,and the Equal Pay Act (EPA) (Ivancevich & Konopaske & Matteson., 2017).

In addition to these categories,Miscellaneous forms of subcontracting including franchising,homework arrangements,and contractual enrollment approaches have emerged in recent times.

The data analysis presented here is based on the survey received.Scheme Of Recruiting: The general purpose of recruiting is to provide a pool of potentially qualified job candidates. Specifically, the purposes are to: determine the current and future needs of the organization in conjunction with its personnel planning and job analysis activities; consider knowledge, skills, abilities, willingness, desire, motivation,

and diversity; expand the pool of job candidates at low cost; help increase the success rate of the selection process by reducing the number of visibly underqualified or overqualified job applicants; reduce the likelihood that job applicants, once recruited and selected, will leave the organization shortly after; begin identifying and preparing potential job applicants who will be suitable candidates; introduce foreigners with a new perspective to lead the company; bring in new employees at all levels of the organization; cultivate an organizational culture that attracts competent individuals to the company.

- Search for and identify individuals who match the company's values.
- Develop methodologies for assessing psychological traits.
- Search for talented individuals globally, not just within thThe general purpose e company.
- Create competitive entry-level salaries based on quality rather than quantity.
- Anticipate and recruit for positions that currently do not exist.- Enhance effectiveness for individuals and organizations in the short and long term.
- Assess the effectiveness of different recruiting techniques and sources for all types of applicants.
- Determine current and future organizational needs through personnel planning and job analysis activities.
- Expand the pool of job candidates at minimal expense.
- Increase selection process success by reducing underqualified or overqualified applicants.
- Minimize turnover rates among recruited candidates.
- Fulfill legal and social obligations regarding workforce composition.
- Identify and prepare potentially suitable job applicants early on.

Recommendations: The future requirement system should analyze combined information on planned capital undertakings to predict future endowment demand up to three years ahead. The system should also include predictive modeling functionality to effectively utilize both short-term and long-term talent sources. Automated sourcing should be implemented to automatically communicate labor demands to specified sources, whether

internal or external, based on each source's efficiency (cost, time) and effectiveness (quality of hire, reliability).

Utilize E-RECRUITING effectively. Create attractive job postings and upload candidates into the applicant tracking system based on current and future demands. Utilize automated sourcing campaigns to advertise job openings. Implement an automated system to monitor macro and micro level requirements, including employee demand, efficiency, cost, speed, quality, retention, customer service, and reliability per transaction. Integrate processes to create a talent supply chain. Leverage university recruiting by utilizing learning resources as talent scouts on targeted campuses, allowing for the hiring of interns and new graduates prior to on-campus events.

• Develop a resume-building tool and online job announcements that are concise and easy to read;
• Create a universal resume format compatible with all agency automated application processing systems;
• Include an application tracking feature for applicants;
• A information excavation characteristic that allows directors to turn up occupation campaigners at the Jobs site

Strategic Recruitment Plan:
COMPANYS Image:

A There's only one long-term enlisting scheme, and that is utilizing a strong external employment trade name image to pull applicants. Building your image by being positively talked-about in the professional and concern imperativeness provides for a flow of high-quality appliers that will go on for old ages without the demand for paid enlisting advertisement.

Employment branding functions similarly to restaurant reviews and word-of-mouth.

Retention Plan

A faulty or neglected retention strategy greatly affects recruitment. A significant increase in turnover, especially among top performers and key positions, poses major challenges for the company. Without prioritizing retention, the recruitment process will have to work twice as

hard to fill the vacancies resulting from high turnover rates. Moreover, high turnover rates also damage the company's external reputation and make it more difficult to attract new top performers. Strategic initiatives involve initially identifying sources with the lowest turnover rates and developing a plan to identify critical positions and individuals whose departure would greatly harm the company.

Here are the reasons why top performing artists stay and leave their positions. It is important to stop procrastinating and measure the on-the-job performance of your hires, specifically the quality of hire. While it may be beneficial to have a quick hiring process and low cost of hire, it is pointless if you are hiring individuals who either quit immediately, have below-average performance, or started with a high salary that outweighs any savings from a low cost of hire. All strategic measurement approaches should include five elements: quantity, quality, time, money, and customer satisfaction. Recruiters must learn to measure and report on each of these elements. Additionally, it is important to identify which sources, typically employee referrals, yield the highest performing employees and allocate resources towards those sources.

Focus on referrals. Referrals are not only great hires but they also save a lot of time and resources, allowing you to focus on other strategic efforts. Prioritize your clients and jobs. When budget constraints exist, it is wise for recruiting directors and recruiters to prioritize their recruiting activities so that the most effort and resources are dedicated to the highest priority business units, positions, and managers. Test your systems using real data. Recruiting directors should also conduct a comprehensive "recruiting audit" to consistently improve all aspects of their work.

The website

needs to be improved. Enrolling directors need to recognize that their current corporate jobs/career websites are unappealing and dysfunctional, and they undermine other branding and advertising attempts. A plain website with uninteresting content sends the message that your company is not on top of its game. The benchmark websites that provide engaging information and convince people to apply are not found in recruiting pages, but in sales and marketing websites.

Create a Written Recruiting Strategy

Compensate managers for successful recruiting efforts. Collaborate with compensation to establish processes that measure and reward directors based on their recruitment and retention success. Measure satisfaction. It is no longer acceptable to assume that directors, applicants, and new hires are satisfied with our current practices.

Develop a procedure for periodically measuring satisfaction with all recruiting services. In addition, reward internal recruiters. It is common practice in non-corporate recruiting to recognize achievements, but corporate recruiting directors seem to believe that simply meeting minimum wage requirements is enough. The reason that external recruiters are typically more successful than corporate recruiters is at least partially due to the compensation system. Implementing a successful recruitment strategy will assist an organization in achieving corporate objectives by developing strategies aimed at hiring individuals with the appropriate skills and experience.

Recruitment planning should consider the key principles of Equal Opportunities policies while ensuring merit, fairness, efficiency, and effectiveness. It should be an integral part of the planning process for every industry, addressing both long-term strategic and short-term operational needs. The most commonly used approach is the "we find us" class, where a company posts a notice to find someone to hire. Alternatively, the more proactive approach is the "we find you"

method, where a company identifies top performers and directly contacts them. The first approach attracts a larger pool of applicants, while the latter aims to minimize the volume of applications and maximize the quality of candidates.

Analysis - Long Process Of Interviewing And Selection

1. Link to interview questions for Senior Software Engineer at QUALCOMM
2. Ways to determine job success
3. Associated costs
4. Timeline of the duration
5. Years of experience in the company