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The Stargate Organization’s Recruitment Plan


There is great rivalry for the most qualified applicants to fill unfilled jobs in every company in today’s market. The recruitment process assists an organization in attracting and recognizing talent promptly, which not only ensures the firm’s continued competitiveness but also assists the organization in attracting talent in the first place. The recruitment stage aids in ensuring that the person recruited is qualified for the role and the organization. By targeting candidates in their recruiting efforts, organizations can find the individuals with the necessary knowledge, skills, and abilities (KSAs) to fill their jobs. Recruiting and staffing are time-consuming operations that include the human resources (HR) department to attract, screen, and choose applicants with the appropriate skills and expertise to meet the company’s needs.


This recruiting and selection strategy will oversee the employment of new individuals and open positions within the Stargate Organization. The human resources department of Stargate Organizations is responsible for filling the post of a warehouse supervisor. Stargate will employ a job analysis and selection procedure to pick the most qualified warehouse supervisors to manage its numerous warehouses. The following plan will describe the process of job analysis, the activities, duties, and requirements of the warehouse supervisor, as well as the recruiting and selection procedure.

Job Analysis

Job analysis is finding and documenting all relevant information about a job. This information contains the tasks, the knowledge and skill set needed to do the work, the responsibilities associated with the job, and the abilities essential to execute the job correctly. The evidence-based job analysis approach is an objective, fair, and data-driven method for selecting applicants for a specific post. Job definition is the first phase of an evidence-based job analysis procedure. Defining the job entails stating what employee behaviors are required and then establishing hypotheses about the personal traits required to conduct these work behaviors (Cascio & Aquinis, 2019). The analyst generates a job description or written description of the worker’s actual duties based on these facts.

Job specification is the second phase of an evidence-based job analysis process. A job specification lists a position’s required knowledge, skills, abilities, and other characteristics (KSAOs) (Cascio & Aquinis, 2019). This illustration in the job analysis process demonstrates that job specification is contingent upon the acceptable performance level and the extent to which others may replace specific skills. The third phase in an evidence-based job analysis process is the evaluation of the information’s reliability and validity. Reliability and validity of the job analysis information related to the degree to which various raters agree on the elements of a target work role or job or the degree to which their ratings diverge (Cascio & Aquinis, 2019). This definition demonstrates that the quantity of job descriptive information accessible to raters substantially impacts job analysis accuracy.

Obtaining job information is the fourth phase of evidence-based job analysis. Observing incumbents and the analyst’s performance on the job are two approaches for acquiring job information (Cascio & Aquinis, 2019). Both approaches presume that occupations are primarily static—they stay relatively consistent throughout time and are not significantly altered by various job holders or circumstances. For example, job observation is ideal for tasks requiring a lot of manuals, and standardized, short-cycle operations, while job performance is suited for professions that the job analyst can quickly master (Cascio & Aquinis, 2019). This data will be gathered through interviews, panels, questionnaires, and surveys. Identifying the interrelationships between occupations, occupational groupings, and business sectors is the fifth phase of an evidence-based job analysis procedure. This procedure combines occupations for cooperative validation, generalization of validity, and administration of performance evaluation, promotional, and career planning systems (Cascio & Aquinis, 2019). This categorization aims to improve description, prediction, and comprehension.

Job Description

  • Work Title: Warehouse Supervisor.
  • Job Activities and Procedure: Stargate seeks an experienced Warehouse Supervisor to supervise and organize daily warehouse operations. The Warehouse Supervisor is responsible for implementing production, productivity, quality, and customer service requirements and achieving the required volume within the prescribed timeframe.

Physical and Social Working Environment:

  1. They will frequently operate in interior locations, such as warehouses, without heating or cooling. Occasionally, they may labor outside.
  2. When at a warehouse, wearing protective gear, such as hard helmets, is customary.
  3. They will work closely with others when sharing office space.
  4. They will have extensive social connections, often communicating with employees and the public.
  5. They will mostly be accountable for the job performed by the personnel they manage.

Conditions of Employment:

  1. A record of success as a Warehouse Supervisor
  2. Highly successful management strategies and talents
  3. MS Office skills and familiarity with warehouse software
  4. Bachelor’s degree in logistics, supply chain administration, or business administration


Timing is a crucial component of both recruitment and job search success. The recruitment planning process starts with a clear explanation of HR requirements, including numbers, talent mix, levels, and the timeframe within which these criteria must be satisfied (Cascio & Aquinis, 2019). Labor force availability and internal workforce representation of women and minorities are crucial aspects of this process. This process is especially significant for establishing workforce diversity objectives and timeframes (Cascio & Aquinis, 2019). Thus, Stargate should attempt to satisfy the company’s diversity standards and attract candidates when they are actively seeking employment. This environment will facilitate Stargate’s ability to balance organizational goals and satisfy diversity standards.

During the legal process of employee selection, HR managers must maintain nondiscriminatory practices and use extreme caution while communicating work-related information. This aspect is essential because it is illegal to restrict, separate, or categorize workers or candidates for employment in a manner that would deprive or tend to deprive a person of job chances or otherwise negatively impact his position as an employee (Cascio & Aquinis, 2019). For Stargate to balance its organizational demands and fulfill Equal Employment Opportunity Commission (EEOC) and regulatory standards, it must demonstrate an equal opportunity for its current and potential employees. This procedure will comprehensively examine all procedures to minimize discriminatory preferences.

Recruiting is significant and affects all departments in the selection process; thus, it is necessary to combine recruiting with the strategic HRM approach. All forms of prejudice must be eliminated for the recruiting process to be successful and satisfy the company’s requirements. For instance, the American Disability Act forbids discrimination against disabled individuals who are competent to perform “essential” employment responsibilities with or without reasonable accommodation (Cascio & Aquinis, 2019). Consequently, Stargate should verify that there is no discrimination throughout the recruiting process. This specific recruiting procedure will assist Stargate in balancing organizational demands and legal obligations.


Selection is the process of recruiting, screening, and selecting the best-qualified candidates for job openings. Stargate must find warehouse supervisor candidates with the necessary Knowledge, Skills, and Abilities (KSAs) to maintain its customer satisfaction ratings. Therefore, Stargate should utilize a method based on evidence to choose the most talented individuals. The evidence-based selection process is a procedure that applies data-driven decision processes to talent acquisition choices to enhance selection judgments (Cascio & Aquinis, 2019). Evidence-based selection is a fair, objective, data-driven strategy for choosing people who use organizational psychology best practices. It adds organized decision-making using reliable evidence to the process of talent acquisition.

Selection is critical since the organization’s short- and long-term performance, development, and vitality depend on its employees’ quality. Evidence-based selection combines a systematic, consistent approach with effective selection criteria and the intelligent use of quantitative data (Cascio & Aquinis, 2019). Stargate should use an evidence-based technique that includes a fair and objective procedure, a compensatory rating process, a reliable, valid, and predictive selection measures methodology, and score measures that use valid selection criteria. Thus, to locate the best suitable applicant for the Warehouse Supervisor position, Stargate should follow these procedures throughout the selection process. An evidence-based selection approach is a process, not a one-time event. Firms may face significant challenges transitioning to data-driven people management choices (Cascio & Aquinis, 2019). Therefore, after implementing the selection process, Stargate must execute a series of planned reviews and analyses of outcome data to improve the process’s components.


Recruitment and selection of new personnel are crucial to a firm’s development and functioning. It is possible to increase productivity and performance by hiring individuals with the necessary skills and placing them in the proper positions. Employing the wrong person would likely cause undue stress and worry for management and staff, hindering the organization’s capacity to fulfill its goals. Therefore, any HR management interested in performing a hiring and selection process for a warehouse supervisor should find a way to implement and use this technique across all departments and personnel at all levels of the firm.


American Psychological Association. (2020). Publication manual of the American Psychological Association (7th ed.). Web.

Cascio, W. F., & Aguinis, H. (2019). Applied Psychology in Talent Management (8th ed.). SAGE Publications, Inc.

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