Recruitment and Selection HR Policy Development for Fliggy

Recruitment and Selection HR Policy Development for FliggyName

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Policy Analysis

1. Internal & External issues analysis

Alibaba is the proprietor of the online travel agency known as Fliggy. It provides aid with obtaining visas, as well as vacation packages, airline tickets to a variety of destinations, hotel reservations with partner entities and others, tour guide services for both local and international destinations, and more. Fliggy has over 210 million members registered within the platform, and it offers the greatest outgoing travel services to meet the requirements of young people who are traveling (Xu et al., 2021). In China, Fliggy is a well-known online travel service, notably for making hotel bookings; using this service can help users save a significant amount of money. Fliggy is now in discussion with a number of well-known global organizations on the possibility of forming agreements that would assist the company in establishing itself in the market for hotel bookings.

The ethos of Alibaba, which supports and promotes the growth of small enterprises, serves as the inspiration for Fliggy (Yanyan, 2022). Everyone who is involved in the organization’s ecosystem, including customers, retailers, third-party service providers, and other types of businesses, stands a chance to be successful. The entrepreneurial drive, innovative ideas, and unyielding concentration on catering to the requirements of Fliggy’s clientele are the driving forces behind the company’s success and explosive expansion. No matter how big the company gets, according to Fliggy, if it has a solid set of core beliefs that everyone adheres to, it will be able to keep its culture and its sense of community intact. In terms of organizational justice, Fliggy runs on a culture that is centered on the welfare of both its customers and its employees. This illustrates Fliggy’s decision of what she values most and where it falls in the hierarchy of importance. Employees can only progress and stockholders can only reap long-term benefits if the company creates sustainable value for its customers. In addition, Fliggy is committed to strengthening its local community through the practice of responsible business practices (Rui, 2018). It seeks to make the world a better place by ensuring that it contributes back to society in ways that are environmentally conscientious, such as through sponsoring events and encouraging users to be sensitive of the environment. This is part of its effort to make the world a better place.

Government policy is one of the key issues affecting policy for Fliggy. Political uncertainty in major markets such as Hong Kong has made it difficult for the company to expand operations in said market (Andriansyah, Sulastri, & Satispi, 2021). The government of the day in China supports the growth of Fliggy through Alibaba, and while this is positive today, the situation is bound to affect policy formulation and direction in the future. The COVID-19 epidemic has led to disappointing performance in the e-commerce industry, which is one of the economic variables that influences the path that Fliggy’s strategy will take in the future. This is an extremely significant source of worry for Fliggy. Despite the fact that it has seen an increase in revenue, the company’s growth pace has been somewhat moderate. This provides some evidence that the patrons’ faith is deteriorating. In the interest of expanding its consumer base, Fliggy is making significant investments in several other industries, such as advertising. However, this may result in another rival attacking the company’s primary expertise (e-commerce) and taking a portion of the company’s customer base for themselves.

2. High Priority Issues

Among the above-mentioned internal and external issues, essential concerns include hiring and selection processes that is aligned to the legal requirements in China (George et al., 2021). The greatest challenge to Fliggy is not compliance with the set legal parameters but attracting the right candidates to fill positions at the company. Fliggy, due to its tender age as a company, has yet to build its own talent pool. As a result, the company relies on an effective recruitment, staffing, and selection process to acquire the right candidates. Additionally, Fliggy’s relatively tender operations period has led to inefficient talent sourcing. Boehm, Schröder, and Bal (2021) note that young companies struggle in the process of sourcing candidates. These issues will need to be addressed via an effective HR policy on recruitment and selection.

3. Policy Problem

Fliggy has not done a very good job of paying attention to the minutiae that make a firm work properly, which has resulted in problems with the employment and selection processes that the company uses. A nation’s pro-business environment is one of the most important factors in determining whether or not a particular company will be successful in the marketplace (Stuart et al., 2021). It is of the utmost importance not to ignore either the challenges or the opportunities that are given by the corporate culture, in addition to the people, the laws and regulations, and the infrastructure. In addition, Fliggy is a subsidiary of Alibaba, a well-known and lucrative multinational organization that provides assistance to Fliggy in the conduct of its business. As a direct consequence of this, the majority of the strategies it employs to acquire personnel and decide who will be hired derive from the practices of other businesses. Even though this may be useful, it does pose the issue of brand-specific processes and procedures that are not well-tailored to the brand in question (Driffield, Love, & Yang, 2016). Fliggy works in a very different market than Alibaba’s primary e-commerce platform, which highlights the significance of this distinction. As a direct consequence of this, Fliggy places a larger focus on Alibaba’s assets when it comes to the employment and selection of new staff members. The problem with Fliggy’s investment philosophy is that it places an excessive amount of weight on previous investments and picks an industry that has a lot of investments without taking into account how competitive the market can be. Successful businesses in China have historically practiced centralized planning and continue to make significant investments in infrastructure, despite the fact that this infrastructure is frequently out of date (Wan, Williamson, & Yin, 2019). While these business today have endeavored to make significant efforts to encourage privatization and investment in the aforementioned types of firms, they have failed to take into account the degree of competition that each sector would face on a global scale (Gentile-Lüdecke, Torres de Oliveira, & Paul, 2020). The degree of competition that an industry will see in the years to come can be forecast based on a number of different criteria. One of the most important considerations is the standard of the infrastructure that is currently in place to support an organization through the HR recruitment and selection policy.

Proposed Policy Development

1. Overview

This policy on staff recruitment and selection explains the procedure that Fliggy follows in order to find qualified individuals from the outside world to fill open positions. All of the Fliggy recruiters and hiring managers can utilize the recruitment policy procedure as a guide to develop an efficient hiring process by following its steps as outlined in the method. The culture at Fliggy is one of fairness to all workers and stockholders, and the company is dedicated to upholding an equal opportunity policy during each and every stage of the selection process. The goal of hiring teams should be to conduct a hiring process that is well-planned and free of discrimination.

2. Scope

All workers who participate in the employment process for Fliggy are required to abide by our company policy on recruitment and selection. It refers to somebody who might be considered for a position. These policies and procedures include all of the actions that are included in the process that Fliggy uses to attract and choose new employees. It is relevant to the recruitment of all staff members, with the exception of casual personnel. It is extremely important that any worker who is engaged in any perspective of the recruitment and selection of employees is cognizant of this report and reflects it in order for the policies and processes to be impactful (Derous & De Fruyt, 2016). It is also absolutely vital that every employee who is engaged in any element of the staffing and selection of personnel follows it. In the end, ensuring that this is attained is the job of Fliggy’s senior management, which includes the heads of the various departments, in collaboration with HR.

3. Policy Statement

Fliggy is dedicated to maintaining a successful recruitment process that adheres to both the law and company standards governing equal opportunity employment. This will allow the company to attract the most qualified candidates. The employee recruitment and selection policy underlines the regulations for all Fliggy managers as well as all recruiting representatives to empower them to recruit and select qualified candidates while preserving the integrity of the recruiting process. These standards can be found in the employee process of recruitment and selection.

4. Contextual factors

According to China’s Labor Contract Regulations, workers shouldn’t put in more than eight hours of work each day and shouldn’t put in more than 44 hours of labor each week, on average (Li et al., 2020). However, the employer is only allowed to do so after consultation with the relevant labor unions, and the length of the extended shifts is limited to no more than one additional hour every day. Employers have the right to request that their workers put in more than one extra hour of labor, but they can only do so in extraordinary situations. This is an important consideration because a majority of Fliggy employees work at home where it is easy to exceed the regulatory amount of time required for work.

5. Process and a 1-page diagram/flowchart of key mechanisms

5.1 Internal Job Posting

Before reaching out to individuals outside of the organization, hiring managers have the option of posting job openings within. If they make the decision to post the vacancy internally, then they are required to do the following: 1) establish a deadline for applications from internal candidates, and 2) publicize the opportunity via regulated communication channels such as official newsletters, employee emails, and controlled word-of-mouth.

5.2 Create Job Descriptions

Hiring managers are able to compose job advertisements by drawing from comprehensive job descriptions for every position. It is important that advertisements for jobs be understandable and give a realistic portrayal of the role. They should include the following:

a brief description of Fliggy and its mission

Summarized version of the purpose of the role

Detailed list of excepted responsibilities

List of position requirements

Preferred method that Fliggy uses for applicants to submit their resumes and cover letters for open positions

The tone of the job posting must to be in keeping with the culture of Fliggy. It ought to be directed to specific people in a manner that is kind and interesting. Avoid using jargon, terms that are difficult to understand, and language that is gender-specific.

5.3 Selection Stages for Candidates

Fliggy follows a conventional hiring procedure, however the specifics of the process are subject to change depending on the responsibilities of the position. Screening of resumes, screening over the phone, screening for assignments, and interviews are all part of the usual process. It is possible for hiring managers to add or remove phases based on the responsibilities of the post they are filling. For instance, they could add an assessment center, group interview, expertise or other screening exams, and referral evaluations as stages or procedures of the selection process. A screening of the candidate’s résumé and an interview are typically required steps in the process.

5.4 Interview Feedback

Recruiters and hiring managers have an ethical obligation to convey to candidates whom they have conducted an interview that they have decided not to hire them. Keeping potential prospects in the dark might be harmful to the brand that is Fliggy.

6. Other related policies

In the event that a selection needs to be revoked, the manager in charge of hiring and the department of human resources should create and sign an official document. This paper needs to give a valid explanation for why the offer should be rescinded. Candidates who have been shown to not be legally allowed to work for the company, applicants who have provided fabricated references or otherwise lied about a serious issue, applicants who do not accept the offer within the specified deadline (as per the offer letter), and individuals who have pending legal issues that may be detrimental to the brand are all legitimate reasons that Fliggy takes into consideration when making hiring decisions. It is the responsibility of hiring managers and HR to formally tell the candidate as soon as possible.

7. Accountabilities and Contacts

Role Responsibility

Evaluating the need for the position

Ensures competence of all selected nominees Head of Department (temporary recruiting manager)

Liaising with the department heads and other entities regarding an open position Recruiting manager

Approval of all hires from the upper management level CEO and board members

Development and drafting of open positions HR manager

Producing short-lists on behalf of selection committee Chair of shortlisting

8. Evaluation Measures

The quality of new recruits is one of the most important beneficial operational key performance indicators since it gauges the value that new employees bring to an organization. therefore, it will be used to measure the effectiveness of the recruitment and selection policy for Fliggy. Specifically, a decrease in staff turnover, an increase in productivity, and general success will be directly attributed to improvements in Fliggy’s corporate culture as reflected in the hiring process.

References

Derous, E., & De Fruyt, F. (2016). Developments in recruitment and selection research. International Journal of Selection and Assessment, 24(1), 1-3.

Danneo, V., Battaglia, L., & Cedrola, E. (2020). E-tourism: Chinese and Western competition. New frontiers in the tourism and hospitality industry: digital, social and economic transformations.

Andriansyah, A., Sulastri, E., & Satispi, E. (2021). The role of government policies in environmental management. Research Horizon, 1(3), 86-93.

George, G., Haas, M. R., McGahan, A. M., Schillebeeckx, S. J., & Tracey, P. (2021). Purpose in the for-profit firm: A review and framework for management research. Journal of management, 01492063211006450.

Boehm, S. A., Schröder, H., & Bal, M. (2021). Age-related human resource management policies and practices: Antecedents, outcomes, and conceptualizations. Work, Aging and Retirement, 7(4), 257-272.

Stuart, M., Spencer, D. A., McLachlan, C. J., & Forde, C. (2021). COVID‐19 and the uncertain future of HRM: Furlough, job retention and reform. Human Resource Management Journal, 31(4), 904-917.

Driffield, N., Love, J. H., & Yang, Y. (2016). Reverse international knowledge transfer in the MNE:(Where) does affiliate performance boost parent performance?. Research Policy, 45(2), 491-506.

Wan, F., Williamson, P., & Yin, E. (2019). Enabling cost innovation by non-traditional organizational processes: The case of Chinese firms. Technological Forecasting and Social Change, 139, 352-361.

Gentile-Lüdecke, S., Torres de Oliveira, R., & Paul, J. (2020). Does organizational structure facilitate inbound and outbound open innovation in SMEs?. Small Business Economics, 55(4), 1091-1112.

Li, J., Shan, Y., Tian, G., & Hao, X. (2020). Labor cost, government intervention, and corporate innovation: Evidence from China. Journal of Corporate Finance, 64, 101668.

Xu, J., Wang, Z., Chen, Z., Lv, D., Yu, Y., & Xu, C. (2021, April). Itinerary-aware Personalized Deep Matching at Fliggy. In Proceedings of the Web Conference 2021 (pp. 3234-3245).

Yanyan, Y. A. N. G. (2022, March). Application and Development of Big Data, Internet of Things and Cloud Computing in Tourism and Its Influence on Traditional Travel Agencies. In 2022 7th International Conference on Financial Innovation and Economic Development (ICFIED 2022) (pp. 3291-3295). Atlantis Press.