HR Approach in Recruiting Senior Managers

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Table of Contents

Introduction
Arguments about what should be done
Conclusions
References

Introduction

The success of a business depends entirely on its management and organization of business activities and workers. The role played by a HR administrator is vital to all business establishments across the world (Bartlett & Ghoshal, 2013). Many businesses have paid no attention to hiring and recruiting their employees that would be critical to run operations.

Bartlett and Ghoshal (2013) advise that honest, accountable, and responsible administrators are crucial to personnel hiring processes. In the case study, recruitment of workers would be based on their qualifications rather than their fame. Running of many firms has been adversely affected by hiring method that is characterized by discrimination, which is not based on scores of important aspects (Bartlett & Ghoshal, 2013).

For example, the firm’s top management has demonstrated nepotism, tribalism, and corruption. In addition, persons are considered based on how an individual is influential in society. Inexperienced human resource executive managers are perpetuators of the malpractices, making many companies collapse.

Thus, there is an urgent need to address hiring malpractices that are evident in businesses. This paper focuses on what a HR manager should do while recruiting senior managers in a company using recent scholarly works.

Arguments about what should be done

Bartlett and Ghoshal (2013) state that when recruiting workers, one should concentrate on three Cs, which imply that a human resource manager should consider the competence, interpersonal skills, and confidence of interviewees rather than focus on experience.

Various business establishments have developed ways of counteracting unwelcoming traditions to ensure that objectives are achieved. Leadership style should be conversational, while succession planning should be carefully considered (Bartlett & Ghoshal, 2013).

Many scholars have designed strategies for running different companies. From the case study, there are key areas that should be given attention. According to Kirby (2013), executive selection should be done considering both individual and interpersonal skills.

Individual characteristics demonstrate one’s aspects such as hard work, past responsibilities, self-motivation, accountability, experience, and personal appearance, while interpersonal skills refer to the ability to relate well with workers, for example, when addressing them politely, respecting them, and being patient with them (Kirby, 2013).

It is advisable to spend more time in searching for the right candidates because the right workers would be responsible, making them work effectively and produce exemplary performance outcomes. Hiring a wrong candidate would lead to frustrations and discouragement (Kirby, 2013). General job experience is important because it correlates with skills that are useful in many areas.

It could be difficult for the CEO in the case study to realize the same profit like the one that could be obtained by a family member because the business is held dearly to family members. As a HR executive, he or she would emphasize on the significance of devising a successful transition preparation, that would be typified by short-term performance evaluations (Kirby, 2013).

This should be done before adopting a full succession to a professional manager. A HR manager would be required to conduct interviews during which he or she would recruit the right employees. He or she should come up with an approach that would lead to brilliant results.

Communication skills play an important role in running of any organization. Executive managers are expected to utilize face-to-face communication. This would result in the development of confidence among workers, motivating them to work responsibly.

Maidment (2012) contends that a HR executive should demonstrate qualities of good leaders. The ability to organize, plan, mobilize, initiate new ideas, make decisions, create systems and innovate new products are important qualities. They are critical, especially to hire new employees would help a company to achieve business goals.

He or she should look for workers who failed in the past in some tasks in life, but overcame their failures. Error recovery enables one to be innovative, which is key, especially when one wants to solve issues that have never been solved. He or she should try to keep workers in a firm through effective communication skills (Kirby, 2013).

A HR administrator should come up with new ideas to improve a firm’s environment. Creativity would result in increased outcomes. If a person in charge of a firm would be a decision-maker and performance-oriented, most of decisions that he or she would make would influence lead to positive impacts. He or she should apply the partnership approach through which dynamic and adaptive prospects of a company’s needs would be met.

The management team should focus on promoting open communication that is critical to all stakeholders. The team develops methods of conducting interviews and assessment, which should define expected outcomes (Kirby, 2013). Using a variety of case studies, a manager would learn and take actions in relation to running of a firm. Actions would be adopted at all levels to increase opportunities in a business establishment.

Equally important is the role played by the choice of correct persons in a business as aforementioned. This determines the kind of actions that would be taken to foster impressive results (Kirby, 2013).

It is critical to note that most companies work with an objective of improving management skills, but what should be considered important should be the application of data to understand a company’s employees and how their shared skills and familiarity could be utilized to implement business strategies.

Notably, work environments have changed and require more competencies. This entails the ability to consider all factors that would influence outputs of companies (Maidment, 2012). This indicates that a HR administrator in every firm should give recruiting processes priorities.

With regard to succession plan, a HR manager should ensure that new employees are recruited based on their experiences in the fields where they would be working. It is essential to reiterate that HR managers should consider the 3Cs, i.e. competence, character, and confidence (Maidment, 2012).

This would enhance fair interviewing and employing processes. Planning in relation to procedures of hiring and characteristics that a manager would be looking for would be vital in succession planning.

According to Maidment (2012), a member who has managerial skills and is capable of organizing workers in a family firm should run it. He or she should come up with business ideas and should show that he or she can implement them effectively.

Conclusions

In conclusion, HR managers play significant roles in operations of business organizations. They are the ones who recruit employees and ensure that organizations’ objectives are achieved. Therefore, hiring the right workforce is very important and business operations would be meaningless if wrong people would be employed.

Coming up with new ideas and making focus to develop confidence in the workplace among workers are equally important. Good communication skills in the context of workers and HR executives would promote motivation, which would culminate in improved business outcomes.

References

Bartlett, C., & Ghoshal, S. (2013). Building competitive advantage through people. Sloan Mgmt. Rev, 43(2), 23-30.

Kirby, W. C. (2013). The Ex-CEO Contemplates a Coup. Harvard Business Review, 91(6), 129-133.

Maidment, F. (2012). Annual Editions: Human Resources 12/13. New York, NY: McGraw-Hill Higher Education.

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HR Approach in Recruiting Senior Managers

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