The SG Cowen’s informational interviews seem to be in line with the company’s corporate culture that values initiative and ambition almost as much as expertise. On the one hand, such an approach is certainly advantageous since it helps the applicants learn about the company and the industry and allows SG Cowen to filter out unmotivated applicants. At the same time, other selection tools yield the same results. For instance, if the applicants have to go through several application rounds or do a company-related case study, those of them who are not genuinely interested in SG Cowen will also self-select at a certain point. This is important because informational interviews are somewhat morally ambiguous as they emphasize a personal connection to someone within the company. Such a practice resembles nepotism since certain applicants may be able to get a job merely because a company’s employer favors them.
Negative hiring experience within an organisation
While the SG Cowen’s hiring process is most certainly rigorous, it is, nevertheless, not necessarily efficient. The main flaw of its design is that those making the hiring decisions (that is, the bankers) seem to be there for the wrong reasons: they enjoy asserting influence and being the decision-makers but they do not necessarily have the company’s best interests in mind. Moreover, the selection process is unstructured and not formalized, and the selection criteria are unclear and flexible.
While such a design has its advantages as each application is reviewed on a case-by-case basis, it also allows for personal and subjective preferences to come into play. For instance, one application is being evaluated based on her “cultural fit” even though she has lived in the United States and there is nothing to support the claim that she may have difficulties adjusting. Even more importantly, another applicant’s marital and family situation is discussed even though it is illegal to discriminate against a potential employee on this basis. If I could influence the hiring process, I would define at least minimal standards and rules that set the boundaries as to what should or should not be relevant to the decision-making.
An article by Frank V. Cespedes and Daniel Weinfurter discusses several issues related to the hiring process of salespeople. First, the authors point out the relevance of the topic claiming that an average turnover in sales remains about 30 percent per year. The situation is complicated by the fact that there are no accurate sales courses and programs.
In this connection, the first way recommended by the authors is hiring for the task. This means that competence requirements should be narrowed and specified. Existing abstract features such as empathy or extroversion are usually too broad to be carefully followed. Therefore, it is necessary for employers to set a particular sales task for salespeople to achieve high results. Despite these tasks might differ depending on the market, product, or other peculiarities, they should be aimed at relevant and clearly identified goals. Another effective strategy to hire salespeople is focusing on behaviors. Taking into account the skills and competences of potential employees, it is important to identify their job fit. Authors believe that usual interviews with candidates should be replaced by comprehensive hiring that includes observation of job behaviors, company culture fit, background and reference checks, assessment results, and a structured interview. Also, a summer job or extended observation by several people would be useful.
One more way suggests that it is significant to be clear about the meaning of the relevant experience. Often, employers believe that selling experience is a decisive factor in hiring. However, it is important to stress that there are various types of experience. For example, a candidate might have product experience, cultural experience, or group work experience. At the same time, the effectiveness and relevance of experience depend on particular tasks set by a company. Furthermore, continuous talent assessments should be implemented in the company’s strategy. It is clear that modern organizations should adapt to a rapidly changing market environment. Consequently, talent assessments should be adjusted to nowadays requirements as well. According to the research, the majority of companies reported the changing sales competences in recent decades. Among current top competences, one might note prioritization of tasks, clear strategic vision, and controlled work approach. All in all, the article shows that it is of great importance to stay in touch with modern requirements. Using the ways described above, companies would significantly succeed in hiring the best salespeople.
In the modern world that is full of opportunities and options, many companies are challenged by the necessity to find the right people and make successful employee selection. The purpose of this paper is to discuss the main characteristics of a recruitment process and define the best practices for hiring and selection of employees. The aspects explored in this work include the importance of hiring, the challenges of employee selection, and the methods that employers can use in the human resource field.
The process of hiring people is not easy and should meet several criteria such as autonomy and thoughtful decision-making, as well as be goal-oriented and properly structured. Interviews, assessments, and automated searches are the best practices for selection workers that are discussed in this paper. Face-to-face interviews help to define personality traits and attitudes of new people. Assessments focus on discovering professional skills. Automated search makes the selection easy and organized.
Regarding the current technological progress and the spread of the Internet in the world of business, much attention is paid to online services. Some companies find it effective to use only one of the chosen practices and focus on achieving perfect results. Some employers believe that their managers can incorporate several approaches to find good people who can work in their companies and promote innovation, success, and profit.
Introduction
Successful recruiting remains one of the most crucial steps in the development of any organization. Despite the existing technological progress and opportunities, finding the right people may not be enough for the promotion of strong cooperation and innovation (Mazzei, Flynn, & Haynie, 2016). Many companies prefer to follow traditional standards and methods to create strong branding and underline the key skills of the personnel (Olenski, 2018).
Still, even the task to hire the right person can become a challenge for some managers. Therefore, companies continue surfing the web and researching to identify the best practices for hiring and selection of employees. In this paper, the main characteristics and challenges of a hiring process will be discussed regarding the latest impact of online and social media and the demands set by potential employees. In a modern competitive work environment, the process of hiring and selecting people cannot be ignored and has to be properly organized, staying goal-oriented, autonomous, and manipulative and relying on such practices as interviews, assessments, or automated search.
Importance of Hiring
In the human resource management (HRM) field, much attention is paid to the conditions under which new workers have to be found and selected. Though more than 50% of new hires usually come from the Internet (Ladkin & Buhalis, 2016), HR managers spend much time to create special assessments and tests to understand if they make appropriate choices. In the dictionary, personnel selection is defined as a scientific process in terms of which an individual has to match with an offered job and an organization’s culture (Miller, 2016).
Hiring becomes a time-consuming and expensive process because, despite the absence of a right person, certain work should be done. As a result, the already hired people should hide the gap and make sure all tasks are properly performed not at the expense of the company’s profit. Employee selection is integral as it is a chance to cover recent losses and motive the staff.
Challenges in Employee Selection
The main challenges in employee selection are caused by fast-developing technological progress and the prevalence of people who use the Internet to find a job, ask questions, or investigate a company. Electronic selection (e-selection) technologies vary, and not all managers and applicants have enough background knowledge to use them successfully (Novak, 2017). The exchange of experience and the possibility to learn something new within a short period also challenges employers and companies.
It is necessary not to be blinded by the results or production volumes but to focus on the process and details (Pierce, 2018). Today, it is not a difficult task to create a reputation, to change some personal facts, or to improve history. Hence, the HR field may be exposed to unpredictable dangers. The choice of a good hiring practice and selection of the right person is the key to future success and trustful relationships.
Practices for Hiring and Selection
The hiring of people is a challenging task even for the most experienced HR managers. One minor detail being missed may cost a lot to the work environment and its people. Therefore, in addition to a plan of employee selection, managers should recognize and understand the main characteristics of a hiring process and develop appropriate skills. Time and energy are required to get prepared for hiring people can bring positive results in future motivation and the establishing of new relationships.
Characteristics of Hiring
To develop a correct evaluation of a person is a task that requires much work and certain efforts. In the Internet and specialized journals or magazines, it is possible to find enough helpful material to get prepared for hiring people and learning the main characteristics of employee selection. For example, Nolan and Highhouse (2014) admit that hiring practices should be based on effective decisions.
This characteristic implies the necessity to collect data, evaluate the field, and investigate the company’s needs and opportunities before making a final decision. Human judgments, objective attributes, and observations can be used in decision-making. However, it is not the only aspect of the practice. Goals have to be properly defined in this process. Companies want to follow innovation to any possible extent. Therefore, innovations turn out to be a part of daily activities and conversations, and organizational goals should be discussed within hiring interviews and dialogues (Mazzei et al., 2016). Practices, as well as any step and decision in the company, have to be goal-oriented.
A hiring procedure should not bother or confuse managers as well as potential employees. Nolan and Highhouse (2014) introduce autonomy as an important feature in human behavior, including selection practices. It is interpreted as the freedom to speak and act by a personal sense of self (Nolan & Highhouse, 2014). In other words, HR managers should know how to use self-determination in searching for new people and accurately demonstrate their needs and expectations. At the same time, standards and frames should not prevent the development of personal skills and abilities. Finally, hiring practices have to be manipulative to make experiments and simulations possible during first meetings and interviews.
Creative and critical thinking, enthusiasm, and awareness of the permitted scope are essential for manipulations. Managers can use different situations and stay unpredictable. However, their goals and manipulations should result in the creation of a “win-win situation for both the employer and the job seeker” (Novak, 2017, p. 289). The outcomes, if a decision is successful or failed, can be discovered with time after a new worker demonstrates some achievements in the workplace.
Best Practices
A variety of hiring practices and decisions may confuse managers. There is also a serious gap between what research says and what practices show in the area of employee selection and the HR field (Nolan & Highhouse, 2014). The choice of best practices usually depends on what companies and their managers can do or want to achieve. However, the best concept should not always be what is desirable. This choice should include the organization’s resources, social factors, and personal traits that vary between nations. Many companies believe that such traditional methods interviews, assessments of candidates, and automated searches should not be ignored (Pierce, 2018). Each practice has its characteristics, steps, and outcomes in the hiring process.
Interview
Job interviews are the most frequently used hiring practices around the whole world. It does not matter if a company works online and provides real-life services in brick-and-mortar enterprises, an interview can be organized under various conditions. Managers may use structured or unstructured forms for their interviews. Nolan and Highhouse (2014) underline that many employers like the idea of using unstructured interviews because the can fulfillment their autonomy needs.
This practice of gathering information about applicants was preferred by employers during the last century (Nolan & Highhouse, 2014). Interviewers have to be very careful and attentive to each detail during their conversations. An understanding of social and contextual factors explains the better motivation, innovation, and working intentions.
An interview is a chance to exchange information between both parties. On the one hand, an employer or a manager introduces brief facts about the company, its goals, and expected results. This method helps to introduce biases and other issues that may influence the selection and a working process (Ladkin & Buhalis, 2016). An interviewer may give several hints on how to organize answers, what kind of information is required, and how to achieve the necessary results.
On the other hand, a candidate can use an interview to make an impression, to prove his/her appropriateness, and demonstrate the best skills. Some hiring practices can be improved in a process, and an interview is not an exception. An additional look, a nod, or a hand movement can be a signal or a reaction to some outside event. Each phrase is a result of what has already been studied and discovered and what can be achieved and found out.
Direct communication with an employer is a rare event for many candidates. As a rule, specially hired HR managers are responsible for the development of interviews and the selection of people in a company. Unstructured interviews are also helpful in explaining job requirements, developing evaluations, and conducting assessments (Nolan & Highhouse, 2014). At the same time, an assessment may be defined as a separate hiring practice when managers have to observe their candidates’ behaviors, replies, and intentions to understand if they are ready to become a part of a team.
Assessment
In modern psychology and management, there are many types of assessments. On the one hand, it is possible to assess human behaviors, reactions to certain duties, and abilities to cope with tasks. As a rule, assessment from a purely behavioral perspective includes concepts and methodologies (Miller, 2016). On the other hand, personnel development, hiring, and training have to consider the results of the needs assessment.
According to Miller (2016), this process helps to determine the needs of a company, an employer, and a potential worker. The assessment of a candidate is an opportunity for a manager to understand the role of a person and be properly equipped to predict the success of a company as a whole or an individual as a part of a team (Pierce, 2018). An employer should set high expectations from the first minutes of communication with a person. The way a company meets a person face-to-face should be welcoming and calm to ensure the rights of both parties (Pierce, 2018). There is no need to hurry up, but it is also not necessary to take much time for thinking, evaluating, and assessing.
Assessment should be developed from different perspectives. In addition to such standards as a general look of candidates, their behaviors, and their readiness for the process of selection, managers should integrate special tests and exercises to understand competencies, background knowledge, and professional skills. It does not take much time to hire a person. The results of this decision will be observed with time. Still, several steps and conclusions can be made during the first meeting.
Assessment based on personality tests is appropriate. Job-specific tests help to recognize applicants’ abilities to think critically and complete specific job-related tasks (Mazzei et al., 2016). This kind of assessment is usually not complicated and does not require burdensome expenses. The exercises for independent thoughts and actions introduce another portion of tasks to assess a candidate (Nolan & Highhouse, 2014). Employers observe how potential employees can deal with already set requirements and use their knowledge to overcome panic and be prepared for work. In the majority of cases, the results of assessments turn out to be correct for the definition of future working capacities.
Automated search
Today, companies should not neglect the role of the Internet in life and work. Social media and online services determine the way of how people are hired and selected. Best modern practices have to be connected with online media to get access to a variety of applicants. There are many databases and search engines with the help of which companies identify and select candidates. Automated search is a convenient way to set the main requirements as filters and find people who meet at least some of them (Novak, 2017).
Though some companies fail to define all the necessary points in one application, there is a chance to make additions to other hiring techniques like interviews or assessments. First impressions are important in job search, so both a candidate and a company should create effective images (Novak, 2017). Online search is a step that is taken before needs and skills are evaluated. People just look through the options and make their decisions. Selection can be successful if a company establishes clear requirements and explains what it can offer to people, and what it can ask from them.
Online employment turns out to be an interesting option for many companies in the modern world of business. Selection and hiring people may be organized via Skype or similar programs, and communication can take place from any part of the world.
However, the process of searching for a job online may challenge many people because they have to know how to navigate the system, introduce strong resumes, and choose special websites not to become the victims of frauds and lies (Novak, 2017). In 2005, about 26% of job applications were made online (Olenski, 2018). Today, almost every student or another candidate tries to find a job online. Automated search is one of the best hiring and selection practices for employers because of its scope, accessibility, and unpredictable results.
Conclusion
In general, this investigation proves that hiring and selection of employees may be organized in many different ways. Companies should evaluate their opportunities, resources, and needs to set clear requirements for applicants and inform about their goals and intentions. The selection of a person for a company may influence its future and success. Sometimes, people are not sure of their decisions and choices. Hiring and selection should not be defined as the final achievement that cannot be changed. Working experience, new skills, and tasks may be developed in a variety of ways, and even the most professional HR manager can hardly be confident in the final results.
At this moment, the best practices include automated online search, face-to-face interviews, and assessments. Each organization is free to choose any option or properly combine all three methods regarding one candidate. Every hiring and selection experience is a good lesson for an HR manager and a possibility to achieve better results in the next attempt to find a person.
References
Ladkin, A., & Buhalis, D. (2016). Online and social media recruitment. International Journal of Contemporary Hospitality Management, 28(2), 327–345. Web.
Mazzei, M. J., Flynn, C. B., & Haynie, J. J. (2016). Moving beyond initial success: Promoting innovation in small businesses through high-performance work practices. Business Horizons, 59(1), 51–60. Web.
Miller H. L. (2016). The SAGE encyclopedia of theory in psychology (Vol. 1-2). Thousand Oaks, CA: SAGE.
Nolan, K. P., & Highhouse, S. (2014). Need for autonomy and resistance to standardized employee selection practices. Human Performance, 27(4), 328–346. Web.
Novak, J. (2017). Making the cut when applying for jobs online. Journal of Vocational Rehabilitation, 46(3), 293-299. Web.
The management of the Working Women Clothing Line wants to introduce online marketing as its marketing strategy to increase its market share and boost profitability. In this case, the human resource department has the challenge of hiring new employees and offering appropriate training to the existing ones for the marketing strategy to be effective. Evidently, a significant number of women who are working are preoccupied with their work, and they do not ample time to perform shopping in malls and stores. Since these women are potential customers, the introduction of online marketing is a strategy, which helps working women to purchase fashionable products from online stores in the comfort of their workplaces and homes.
Define
In the United States, there are big fashion companies, which dominate the fashion industry, and they offer competitive products to professional women. As an upcoming company, Working Women Clothing Line faces challenges, which emanate from the topmost competitive fashion companies. The market share of Working Women Clothing Line has expanded, and the management considers venturing into online marketing to expand clothesline by exploring international markets. Online marketing has the potential to revolutionize a company by expanding its operations, and hence, making it require additional employees in all the departments (Dellarocas 1416).
Hence, the human resource department has the responsibility of hiring, training, and retaining top-notch employees to meet the demands of the expanding operations. Currently, the company has only been able to market in three states in the United States, where it has opened its fashion stores. The idea behind online marketing is for the company to sell its products to customers across the world and provide shipping services where possible.
Working Women Clothing Line has identified that most professional women double up as wives and managers at home, who do not have enough time to visit the stores. The aim of online marketing is to provide these women with a chance to select and purchase their fashions online and have them delivered to their workplaces or homes across the United States. Judging from its current demand, the fashion industry is growing tremendously in the United States and globally. As physical stores are limiting and expensive to open in all areas, the management plans to use online stores to expand into diverse markets. The establishment of physical stores requires more resources than venturing into online marketing because it needs additional employees and stores.
Measure
The current group of marketers has no one that can run the online marketing platform. The human resource department, therefore, has to employ someone who can operate online marketing and train the other employees. First, management must design a website that the target customers can easily use. The design is important because it determines how customers can easily search and access information on the website (Kiang, Raghu, and Shang 388).
Training for current marketers should improve their productivity. The management should also create platforms where online marketing occurs. Evidently, the use of social media platforms enhances the marketing of products. However, resources are necessary to put up the best technology for social media marketing. Since most of the employees have little expertise in the existing and constantly changing technology, the company requires immense resources to offer training. Moreover, the current employees need motivation and training about the goals and the vision of the company to incorporate them in achieving the goals.
Since the expected outcomes are proportional to the inputs, the management should optimize time. Time management is essential because it enhances the effectiveness of the online marketing system. The human resource department, therefore, needs to ensure that it gets the right marketers, who are not only committed but also determined to fulfill the expectations of the company. The task of recruiting people with the required technical talent may cost the company resources while retaining the technical talent may be a challenge for the department. However, all these need consideration and implementation to ensure success.
With an increased market share, the sales of the company will increase as well. The increased market share means that the company needs additional employees all departments. In this case, the human resource department will face the challenge of recruiting new employees and motivating the current ones. The increase in the number of employees creates a diversified culture, which is prone to conflicts. Hence, the human resource department has a duty to improve the organizational culture. Establishment of vision, mission, and values will enable the human resource department to instill an organizational culture, which fosters productivity and ethics.
To enhance the management of increased employees, the company needs a strong leadership, with the ability to mobilize employees to achieve set goals and objectives. The human resource department will need supervisors, who will oversee the progress of operations in all the departments. Hence, the management needs to promote employees or hire experts, according to the demands of operations. The promotion of employees requires further training, while the hiring of experts requires enormous resources. The human resource department, therefore, has the responsibility of ensuring that all employees undergo appropriate training that is sufficient for them to run operations well.
The human resource department ought to come up with a strategy that defines the roles of each employee in every department. With defined roles, it is easy to assess employees periodically and determine their worth in the company. The human resource department should issue alerts, warnings, and punishments to employees in cases of misconduct. The rules and regulations that apply to the workers in the firm should be clear to all. If an employee receives a warning more than once without adherence, the human resource manager should fire him/her as a form of discipline. Then, human resource manager should hire another employee to replace the fired one.
In addition, the human resource department should ensure that it maintains high morale among the employees all the time. It can motivate employees by matching the skills of employees with the job their duties to optimize their performance and avoid frustrating their efforts. In motivating employees, human resource department should provide employees with the opportunity to grow and advance their prospective careers, offer quality tools and working equipment, maintain a friendly and conducive working environment, and reward them with monetary and non-monetary gifts. These motivational strategies will ensure that there is a low turnover of employees, and thus, the company will be able to retain the best employees on their respective job positions.
The human resource department is also charged with coming up with the budget for the company. The resources required in hiring the new staff and to maintain them in the firm should be well calculated and utilized for budgeting purposes. The department should prepare a return on capital justification to show the need for using the company’s resources in recruitment of new employees and training them.
The human resource manager should be in a position to show the owners of Working Women Clothing Line that using a certain amount of resources is a worthy investment. The department should also be involved in strategic decision making of the firm. Fundamentally, expertise is necessary to sustain profitability, create a robust employer-employee relationship, generate revenue, and meet the demands of the business as it expands.
Online marketing is advantageous because it is easy to keep record of what customers think of the competitors in comparison relation to the company. Whenever a customer mentions a competitor in a particular post on the product page, the human resource manager should follow up and find out what the customer implies. Gay, Charlesworth, and Esen state that customer follow up is essential to ensure that a company meets the expectation of the customers by improving products (28). Tools that are able to monitor results will be useful in monitoring the performance of the markets on each site. With the right tools, progress is easily marked out and any new development noted and looked into as soon as it occurs.
Analyze
Once the human resource department hires online marketers, it should instruct them to create many social platforms to increase awareness of new product in the market. As there are many sites, considerations of where most of the professional women are present is essential because they are the targeted customers. Creation of diverse social platforms aims to increase the customer base to maximum levels. The online marketers should ensure that the social platforms are interactive to keep up with the customers’ inquiries. The profiles on the networks should be catchy for customers to see company’s profile information at a glance. Customers should be able to connect the images used on all the sites with the firm in that where images exist; they should be the same images on all sites.
Another consideration of website is that it that it should be able to display current posts and trending posts. The posts should keep in tandem with changes in seasons of fashion industry. Essentially, the change of fashion in the clothing industry takes several months. Bearing in mind that this is a startup strategy, frequent posting at first should be considered before the sites acquire momentum. The more one posts and checks the reviews, the more one is able to know the right timings and the frequency that will work for each site. Afterwards an automated mechanism can be created to run the sites on the specific timings. Comparison of the effectiveness of the automated system and manual system will then show differences, which requires adjustments.
Design
After the analysis, the goal of the firm is to come up with an online marketing strategy that targets professional women. The sites they frequent most are where the online marketers will post adverts. With the established social platforms, it is wise to create profiles on these sites only, but not on all the social media networks. Targeting sites where professional women are dominant will ensure that the target customers see them, hence, avoiding the wastage of time and resources on sites with no potential market. As most of these women are working for the better part of the day, online marketers should post and make reviews at least once in a day.
The marketing department should analyze the progression and statistics every two weeks and compare to the benchmark. Gurau states that quality control system should be in place so that every new strategy undergoes test against the benchmark to see if it work for a firm or not (177). If it works, the management can implement it appropriately. In this view, the quality control system allows testing of new ideas as they emerge to improve the performance of the company.
Verify
When the marketing strategy is in place, the management should make an automated system, which posts and give updates at specific designed schedules. The automated system will ensure consistency in posting as scheduled (Bondarouk and Ruel 510). One, however, needs to follow up conversations on the sites to monitor customers’ satisfaction levels and follow up on questions asked. Customized settings that exist on the networks alert every time one posts anything or visit the website. The automated system should be adapted to the customer usage for easy follow up on questions and queries. Customer retention is important and everything should be done to ensure that online customers are satisfied.
Implementation and monitoring follow up should be regular to ensure that links to the sites are useable. The links will help the customers to click on them and get whatever they want easily and quickly. Pages should be easy to bookmark and tag so that one person can easily lead others to the same page. The recommendations require analysis and implementation to improve quality of services that customers receive. Ultimately, the online marketing should reach to extensive customers and satisfy their needs by offering appropriate services.
Works Cited
Bondarouk, Vara, and Herbert Ruel. “Electronic Human Resource Management: challenges in the digital era.” The International Journal of Human Resource Management 20.3 (2009): 505-514. Print.
Dellarocas, Chrysanthos. “The digitization of word of mouth: Promise and challenges of online feedback mechanisms.” Management Science 49.10 (2003): 1407-1424. Print.
Gay, Richard, Alan Charlesworth, and Rita Esen. Online marketing: a customer-led approach. Oxford: Oxford University Press, 2007. Print.
Gurau, Calin. “Integrated online marketing communication: implementation and management.” Journal of communication management 12.2 (2008): 169-184.Print.
Kiang, Melody, Thomas Raghu, and Kevin Shang. “Marketing on the Internet: Who can benefit from an online marketing approach?” Decision Support Systems 27.4 (2000): 383-393. Print.
Work place assessment refers to examination of workers based on their respective duties. These assessments mainly get conducted in areas of potential risks or identified problems. They also ensure that barriers do not occur especially among people with disabilities (Hont & Hodes, 1982). The process of assessment enables professional work place assessors to provide appropriate advice adjustments in the work place and modify equipment.
Advantages of Work Place Assessment
In running of the organization, some managers suggest work place assessment especially in cases whereby, a worker maybe declared to be medically fit after an ailment that previously led to him or her leaving the work place (Gustafson & Orne, 1954). The assessment helps in offering vocational rehabilitation programs and helps the individual get back to work. It also helps in preparing a worker for placement in a job position that requires suitability of the work to be performed. The assessment may also prepare and help a worker undertake training or a work trial or even still report pain or discomfort at work.
Role of the Human Resource Manager
The manger in the organization is solely responsible for the assessment project. He or she puts the employee in a preparation process so as to empower the individual and help him or her understand what gets involved in the whole process of assessment. He or she also provides support and encouragement to the worker so as to help him or her get rid of any fears about assessment. He or she should also provide adequate time for employees to prepare their duties in order to avoid interference of their activities with the assessment period.
Misuse of Assessments in the Work Place
Assessments are more often than not misused in the workplaces, a fact that affects the results of an organization. Capability assessment is an example of an assessment that gets frequently misused in the work place. This is due to the many definitions available among different people about the same (Gustafson, & Orne, 1954). Capability can be used to refer to an individual’s potential to get developed. In some organizations, capability assessments get ignored, and this leads to poor job performance as some employees get assigned to duties which they cannot handle or which are above their capacity. This at times, leads to firing of the worker from the organization following claims that they may not have the required qualifications for the job.
Use of polygraphs in Work Place Assessment
A polygraph is an instrument used for measuring fear that may lead to detection or physiological indicators that may come about in response to questions that a worker may be asked to indicate truthfulness or deception (Backster, 1962). The polygraph is not an accurate assessment measure as it does not clearly indicate whether a person is being truthful or not (Ansley, 1983). The assessor only puts the subject through a set of questions and assesses his or her deception or truthfulness through the subject’s reaction.
This measure is not appropriate in measuring assessment as a worker may react to a given question due to personal feelings or an experience (Ansley, 1983). In this case, the organization handles him or her in the wrong manner or assumes that he or she is incompetent and hence incapable of performing certain tasks in the organization.
There are some illegal considerations that get undertaken by a number of organizations which implement the polygraph in running of their activities. Some of these considerations include false negatives and countermeasures. These include physical movement, drugs and hypnosis. Research in these areas becomes inhibited giving room for invalidity of the results. According to OTA, some victims of crimes in the work place suffer immense consequences as a result of detection of a small negative rate.
This is because the polygraph gets relied upon by national security. False positives, which include mathematical chances, give rise to incorrect identification where innocent people get regarded as deceptive or the vice versa. This gets extremely dangerous as a victim may get away with a committed crime or an innocent person termed guilty of offense that he or she never committed.
Conclusion
Assessment in the work place is of immense importance as it helps the manager of the human resource department identify strengths as well as weaknesses of the workers in the organization. Assessment should be conducted appropriately and accurately to ensure that every worker meets his or her specified job specifications and provides the expected output. This involves use of effective instruments in the assessment and giving the employees adequate time to prepare for the same.
References
Ansley, N. (1983). Quick Reference Guide to Polygraph Admissibility Licensing Laws and Limiting Laws. Severna Park, Md.: American Polygraph Association.
Backster, C. (1962). Methods of Strengthening Our Polygraph Technique. Police 6:61- 68.
Gustafson, L. A. & Orne, M. T. (1954). “ Effects of Heightened Motivation on Detection of Deception, “Journal of Applied Psychology. 43: 408-411.
Honts, C. R. & Hodes, R. L. (1982).“The Effects of Simple Physical Countermeasures on the Detection of Deception,” Psychophysiology. 19: 564.
The analysis of the case under review became practical owing to the adherence to the steps envisaged in the AMA guide. By using the steps, it is easy to unearth the underlying problems, its components, and the best solutions.
Application of the model in evaluating the provided study was momentous in yielding positive outcomes. Notably, while the case reflects a scenario in the employment sector, the guide enables researchers from various categories to inspect underlying matters in their respective fields because it extends to several areas of humanity. By applying the model, societies can successfully address issues that affect productivity in workplaces, hospitals, education, and other sectors. Concisely, the system gives individuals a chance to look at the world from an informed standpoint and review the challenges that they face in a broad spectrum. A case in point mirrors an emerging issue that concerns the rising instances where MNCs hire TCNs.
Eight Steps of the Guide
Analyzing Relevant Facts
The first step used in the case encompassed an examination of facts that coined the presented challenge. Fundamentally, to understand the concept discussed by the case comprehensively, it is essential to read it thoroughly and look for the relevant information. By reading the case comprehensively, it becomes easy to delineate pertinent facts from those that are irrelevant. Upon reviewing the case, it emerged that the subject of study was the recruitment of third country citizens. The case elaborated the rising instances where MNCs hire TCNs in their companies. The Japanese Times (2015) outlines situations where companies in Japan have increased the number of third country employees working for MNCs based in the country. Although the regulations in Japan discourage managers from hiring TCNs, benefits such as bilingual abilities and expertise force them to increase the number of non-natives serving in their enterprises.
Determining the Problem
From the provided case, it is evident that modern societies encounter challenges in foreign countries whenever they establish their branches. The problem outlined by the case centers on the inadequacy of skilled human resources who can deliver company requirements. Kortese (2016) notes that the hosts who could be the right set of employees may not be fluent in foreign languages often associated with companies that operate in various locations. The challenges summarized by the case compel employers to hire TCNs because they can communicate using more than one language and have the necessary skills. By using the approach, it is easy to understand the problem. The cornerstones provided by the model are useful in identification of the matter communicated by the case and its magnitude in contemporary societies.
Identifying the Problem Components
The third stage incorporates scrutiny of the components that constitute the subject. The step is useful because it helps individuals to develop an in-depth understanding of the problem. Remarkably, extensive knowledge of the issue enables individuals to provide alternative solutions. In the case of TCNs, the author outlines some components that lead to an increase in their employment. Although these components appear as benefits and threats, they facilitate the rising cases of TCNs. Consequently, other components comprise the regulations established by the host nations to minimize recruitment of non-natives. These benefits and provisions are among the elements that increase cases where employers recruit TCNs.
Generating Alternatives
The fourth step encompasses a process where individuals come up with a wide range of options that can be useful in dealing with a particular problem. These alternatives may have different mechanisms of tackling the issue and timeframes. In the context under discussion, the proposed substitutes comprise developing regulations that discourage TCN employment, educating natives to understand several official languages, and relaxing rules that limit hiring of non-natives.
Notably, these alternatives emanate from a close assessment of the case and a process of brainstorming. While some solutions stem from the information in the case, others originate from an extensive study of past research. A combination of information from past literature and the case study furnishes the reader with the various options that can be useful in dealing with the rising cases of TCNs.
Evaluating Alternatives
After generating a set of options, the next stage regards their evaluation. In this stage, substitutes become subjects of serious scrutiny basing on their advantages, demerits, weaknesses, and strengths. The essence of the review emanates from the desire to settle on a solution that addresses a challenge conclusively. In the case provided, the alternatives include promoting employment of TCNs, training natives to understand foreign languages, and developing policies that discourage recruitment of non-nationals.
An evaluation of these options is critical in selecting the right alternative. For instance, relaxing the rules on employment of TCNs limits the opportunities enjoyed by the hosts. Due to the relaxed policies, managers may neglect the natives and hire foreigners. Once these TCNs leave, natives remain without the necessary skills and fail to gain the benefits derived from MNCs.
The second option centers on training hosts to understand the task deliverables and the language used in foreign countries. Although the option is important, the time utilized by trainers to ensure that the nationals attain the requisite fluency may be costly and time consuming, especially for operational enterprises. During the learning process, these companies must hire people who will keep their systems functional to mitigate losses. Therefore, in as much as the option of training natives is essential, it does not provide a timely solution to the issue.
The other possibility of regulating recruitment of TCNs is unbalanced. While the hosts need employment from companies based in their countries, TCNs who have the right proficiencies cannot be discriminated using their nationality. Therefore, by devising policies that hinder the employment of TCNs, the host nation prevents organizations from exploiting the full potential held by individuals residing in the respective region.
Choosing Alternatives
After evaluating the options presented during the brainstorming process, the next step is the selection of the best possible solution. The preferred alternative should have the long and short-term milestones useful in dealing with a problem. Notably, managers should ensure that the option solves the current challenge and prevents any future occurrences. In the context under review, the best solution that managers can utilize to tackle the rising recruitment of TCNs and the opposition from host governments is the development of policies that promote TCN employment and empowerment of non-nationals. The two options are useful because they address the problem in both the short and long-term.
When strategies concerning employment of TCNs become relaxed, governments enjoy increased investment from MNCs, which translate into increased GDPs and GNPs. As investments from MNCs increase, the government then proceeds to train its citizens on various official languages used by other countries and the requisite expertise. After a specific timeframe, the educated citizens will have the essential qualifications. The training will also enable the individuals to work in other countries away from their places of birth or residence, hence solving the challenge of TCNs and the opposition from host nations. Instead of working within a region due to the language barrier, citizens of a particular country will have the opportunity to work in several nations after learning diverse languages.
Implementing the Selected Solution
The next stage occurs after selection of the correct option and entails its execution. At this point, the necessary infrastructure and resources should be present so that the implementation process becomes swift and successful.
In the context of TCNs, the correct options comprise relaxation of policies on the hiring of non-nationals and training the host communities. Initially, countries will enact policies that promote employment of TCNs with the view of encouraging investments and growing their economies. Enactment of regulations should be simultaneous with the empowerment of citizens so that they acquire competencies that improve their positions in an outside the regions. Upon successful training, the individuals may not necessarily work in the host countries but may venture overseas and serve in other places.
Evaluating the Selected Alternative
One of the significant steps that should commence after implementation is the follow-up. By evaluating the progress attained from the selected option, managers and governments will be in a better position to address any complications that may emerge during implementation.
Allison, M. T. (2006). Organizational Barriers to Diversity in the Workplace. Journal of Leisure Research, 31(1), 78.
The key notion of the article follows the mentioning, that despite the increase of study on favoritism, the charge of diversity, and multiculturalism in companies, the literature is not successful to address the more crucial measurements of distinction in companies. Especially, it is offered that more accents must be attracted to some general matters of diversity, such as the reaction against any commitment to multiculturalism, the continuing anger and disappointment of women and national and ethnic minorities, and the methodical institutional opposition within companies to the disparity. Most corporations, in spite of their established conviction in equivalent possibility approaches, have practices that vary among addition and blatant favoritism. These agencies afterward struggle with matters of gender, ethnic/racial dissimilarity, disability, and the sexual orientation of their workers. Lots of companies, occasionally intentionally, but frequently unintentionally, expand institutional/managerial obstacles that restrict the admission to overhauls for their customers and restrain hiring possibilities for their workers.
As for the matters of the survey, which the article is partly based on, the only thing that should be disagreed with is the sampling method chosen for the research. As it is shown in the article, only managerial posts had been included in the survey, and the ordinary workers have not been included. Thus, pointing the key matters of diversity expansion, the article in no waypoints the objective data of the current situation in the diversity sphere.
The ideas provided may be used to define the situation in the sphere of diversity within some particular organization, in order to define the further action plan for rallying the team and defining the overall mood of the employees.
Ferris, G. R., Frink, D. D., & Galang, M. C. (2006). Diversity in the Workplace: The Human Resources Management Challenges. Human Resource Planning, 16(1), 41.
Probably, any managerial matter, in the previous years, has drawn as much accent as diversity in the workplace. This article relates to the notion that the U.S. labor force will face some significant modification in its composition within the following decade. Purposely, there will be more females, minority group representatives, and older employees, offering a more assorted labor force, which is an important disappearance from the principally harmonized workers of the past. While the statement of diversity suggests its capabilities for corporations, it creates serious confronts as well. This research concentrates on one of the most solemn troubles and essential inconsistencies along with the idea of workplace diversity; that is claimed to be diversity charge in the workplaces, but there are also expanded human resources arrangements that support, strengthen, and, indeed, permit the only resemblance. Through a watchful study of the assortment concept and human resources arrangements, the researchers offer steps to be undertaken to evade the matters intrinsic in existing HR projects, and thus permit companies to obtain the most efficient application of their obtainable staff. In the global economy of today, organizations cannot afford to waste resources. Indeed, organizations can achieve competitive advantage through the most effective utilization of their entire workforce’s competencies and talents.
The demerit of the article that is necessary to point is that in order to explain the diversity issues it focuses just on human resource management, while diversity is a bit wider problem.
The observations made by the authors of the article may be used exceptionally by Human Resource managers, in order to expand workforce diversity.
Thomas, G. F. (2005). Business Communication and Diversity in the Workplace: A Guest Editorial. The Journal of Business Communication, 33(4), 371.
The authors of the paper emphasize the link between Business communication matters and diversity in the workplace. This matter suggests three experiential notions that study communication and diversity in the workplace. The article offers a tactic for linking a structural modification created to expand diversity. Leveled in the background of a federally authorized modification, some scholars specify the aims of the modification, their appraisal of the situation, their suggested link tactics, the interference, and its conclusion. Their expanded explanation of the association and its educational context presents a backdrop for realizing the predicaments linked with creating a communication approach. Their data collection and study entails reviews, discussions, and archives. The paper argues on the matter, that diversity in the workplace concentrates on apparent characteristics such as race/ethnicity, age, and sex, as well as fundamental components such as charges, talents, practices, and cooperation. These components shape people’s individuality and impact their attitude to the workplace. Employees’ identity and their attitude form and are shaped by their communication with each other. Diversity promises to exclaim fundamental modifications in the workplace. Communication will be at the solid rock of these modifications. The experience in communication will offer the companies substantial capabilities for making donations to matters associated with diversity in the workplace.
Relating the points that should be disagreed with, the only moment is that the communication itself in no way can expand diversity, and solve all the matters, associated with it. The solution requires also such necessary moments as the awareness of the problem, and, surely, internal ethics within the team.
Wilson, T. (2007). Diversity in the Workplace. The Public Manager, 31(4), 6.
For lots of companies, a glance through the demographic context offers a worrying image. The supply of 35-44-year-olds in North America will refuse 15 percent for the period of 2000 and 2015. For more than 20 years, demographers have been informing the inhabitants that these “baby boomers” will ultimately get old and withdraw. What a lot of people could not comprehend is just how great the boomer group is and the collision it will have when it departs the workers. The baby boom incident is not worldwide but surely exceptional for several states like the USA, Canada, Australia, and New Zealand. The US rumble originated in 1946 and crested in 1957. At that time, Americans were constructing an imposing 3.7 children per family. Today the amount is less than 1.6. With decreased productiveness charges, immigration will go on to be a resource for skills; but, unhappily, moribund birthrates happen to be general in other corners of the world, predominantly in states with powerful financial bases. Companies are requested to assess where they are nowadays, set goals for moving towards really evenhanded companies at level five, and gauge their development over time.
The article is quite informative for the demographers, and it should be included in the database, devoted to the resolving of the demographical problem of the world, as it relates not just the matters of the lacking workforce, but also touches upon the issues of workforce diversity.
Global assignments are important in building worldwide careers for expatriates. Therefore, training and development is necessary to develop skilled and experienced expatriates. Moreover, international assignments help to broaden talent and perspective. In essence, international assignments help to develop management skills on a global scale. International assignments also help to promote organisational development. Andreas’s case is a good example of international assignments. Andreas leaves Germany for a management position in the United States only to find a similar position as the one he left in Germany. This paper will analyse the case study and answer the case study questions.
Blame
Andreas’s former employer is responsible for his present circumstances. The bank in Frankfurt had a poor promotion policy. In fact, the bank did not have effective communication with its international affiliates since Andreas realised he was not even expected in the United States. In essence, the bank had poor career planning for its international expatriates. Moreover, the programmes they instituted to improve expertise in international assignments were not covered effectively. Andreas ended up feeling cheated and wasted by his former employer. In fact, even the reentry job offered to Andrea back in Germany was quite humiliating.
Factors
A number of factors led to Andreas’s repatriation troubles. Firstly, Andreas’s former employer did not have a good promotional policy for senior management. Moreover, the company did not have an effective plan for its employees on international assignments. Furthermore, the company had poor communication between its branches across the border. For instance, Andreas realised the he was not even expected in New York. In addition, the company did not have a reentry program for its staff on international assignments. Andreas’s former employer did not have a proper compensation plan for its expatriates on international assignments. In essence, the company did not have a good organisational development.
Possible changes
Firstly, the organisation need to develop a promotion policy based on accepted standards. Secondly, the company should include a comprehensive compensation plan for its employees. Thirdly, the company should develop a comprehensive career plan for its employees; this would help in enabling smooth reentry for its employees. The organisation also requires an effective international development and training program that ensures it retains its expatriates. The organisation should also work to ensure that the company’s ethical virtues are not compromised. Andreas was so dejected, by the company’s actions, that he felt cheated; the company should avoid dishonesty at all cost.
Approach
International career is only considered complete, if there is a successful repatriation. Systematic approach to repatriation planning would include setting of realistic goals for expatriates by conducting pre-departure training. The company also needs to address cultural difference, as well as train its expatriates on reentry. Financial issues should also be addressed for expatriates to make informed decisions. Moreover, a comprehensive career planning is also necessary for expatriates who intend for repatriation.
Conclusion
Andreas’s bank offered him opportunity to develop his international career. However, the bank did not have a comprehensive plan for Andreas’s new career. In addition the company did not have reentry programmes for Andrea incase, he were to opt to return home. Eventually, Andrea quit his job in Eastern Germany for another in Southern Germany. The new job placement offered Andreas compensation for his international experience. Andreas’s former company should work to develop a systematic repatriation plan for its employees.
It was a short conversation with Macy’s makeup counter manager. The interview covered a series of critical aspects in terms of the hiring process. It was crucial to discussing the selected subject with a hiring manager as she has an enormous scope of related experience and can provide some practical advice for a potential applicant.
Macy’s makeup counter manager shared some valuable insights on the hiring process in the course of the interview. Thus, she pointed out that honesty and punctuality are the top required qualities an applicant is expected to possess. According to the manager, the responses one provides during a job interview should be, first and foremost, sincere and relevant to the targeted position. In addition, the woman put a particular emphasis on the importance of proper preparation.
She recommended keeping all documents in perfect order and suggested they should contain verifiable data only. She, likewise, specified some signs that might hint at the positive outcomes of the interview. Hence, the woman noted that eye contact and a firm handshake, as well as an appointment for the second meeting, might mean that the employer remains satisfied. Finally, the manager shared her vision on advancement prospects, saying that their realization is mainly determined by the personal qualities of an employee.
The interview provides a series of valuable recommendations for potential applicants. The principle benefit of the manager’s recommendations resides in their practical character; thus, one receives a detailed action guideline while preparing for a job interview. Whereas some of the ideas might seem to be well-known, some points are worth revising. For example, the manager provides an explicit explanation of the way an applicant is expected to manage the papers and the presented data.
Delayering or reduction of the staff is an emergency managerial decision, which usually entails many adverse consequences. Provided that cutbacks occur, such a company as Xerox will have to face several challenges. First and foremost, we should mention shortage of qualified personnel, because very often cutbacks are chaotic and non-discriminative which means that some rather competent workers can be made redundant. Another problem that is almost inevitable is the atmosphere of fear in the workplace as every employee is greatly concerned with his or her position in the firm. Subsequently, this causes poor interpersonal relations among them. However, the biggest problem is the re-organization that must be undertaken by the management. One must bear it in mind that delayering may touch middle-rank managers, who act as a link between average members of the staff and the highest authority. The only possible outcome is poor coordination and performance. Apart from that, we must not overlook low retention of the staff members, who may be looking for another alternative.
Several steps should be taken in order to address these issues. First, the management has to explain that delayering is not motivated by mercantile reasons such as pursuit of profit. Secondly, even if the leadership is forced to resort to such measures, they must be very discriminative. Prior to making any worker redundant, one has to weigh up all pros and cons. As it has been noted earlier, the redundancies of middle-rank managers should be reduced to a minimum, because without them functioning of any firm is practically impossible. Finally, the restructuring will involve extra-training courses to the workers, because the scope and nature of the duties may dramatically change.
Xerox immense concern with the uses of technology, retention techniques and HR development can be ascribed to several motives such as the profitability of the firm; it is no secret that proficiency and competence of the personnel is by far the major determinant of the efficiency. Besides, the aforesaid aspects may shape the public image of the firm, this goes for potential customers and would-be employees, who may or may not be interested in cooperating with Xerox. Naturally, we have to acknowledge but the topmost priority is the cost-efficiency of the firm.
Another facet of the question under discussion is the relations with the competitors, for example, Canon or HP. Given the fact that the rivalry is very stiff, the management has to demonstrate that the quality of its services and products outmatches those of other companies. The clients feel safe while buying and using the products of this enterprise, and the degree of their satisfaction or dissatisfaction is directly proportional to the competence of the HR department. In this respect, we have to analyze another dimension of this problem, namely, staffs attitude toward their job. First of all, they must be certain that their position is secured. They also must be sure that their skills are constantly improving and that they have opportunities for professional growth. Otherwise, they may choose to leave Xerox, especially if they know that their services may be required by others.
To conclude, this paper illustrates the importance of HR management. Overall, we can argue that the task is many-sided: Xerox, one has to ensure its profitability, and this can be done only with the help of average subordinates, who must be competent, content with their job, and reassured.