Category: Hiring

According to the annual report 2006-2007, Passport Canada activities had been evolving to a global level. It was also focused on the security issues aimed at minimizing identity fraud and trespassing. More importantly, the two years witnessed the development of organizational structure and management improvement. The main achievement in this sphere is directed at the promoting the identity governance, advancing the security level and technological updating. Finally, Passport Canada was also concerned with enhancement of management experience and working out empirical strategies.

To understand the main principles of governance, it is necessary consider the structure of the agency. Hence, Passport Canada is headed by a Chief Executive Officer (CEO) who is subordinate for the Deputy Minister at International Trade Canada and Foreign Affairs. The CEO is in charge of an executive committee whose functions include to work out the overall strategic policies for the agency and to determine its core activities. The executive brunch is divided into two offices: Management Committee and Policy Committee where the former is presented as a cross-functional board which is responsible for application of programs according the established strategies. As for the latter, it is liable for the appellation approval and other operation connected with passport appearance. It is also worth saying that each administrative brunch consists of six bureaus, four of which are regional offices.

The improvement of human resources management of the agency is closely correlated with the analysis of Passport Canada goals and strategic plans. In particular, the agency’s core mission lies in guaranteeing secure Canadian passports and travel documents by means of identity and entitlement authentification promoting security at local and international level. More importantly, Passport Canada worked out four main policies of the agency in terms of management development and improvement. Pertaining to human resources theory, the expansion of culture of integrity and security is the most crucial for ameliorating the business activities. Passport Canada also established the concept of identity as the underpinning of integral management contributing to the strengthening of national security.

The annual report 2006-2007 informs that the agency also introduced “an activity-based cost model” (Annual report 2006-2007 23) adapting new operational and strategic decisions. The improvement of the decision-making process contributed to the improvement of cost effectiveness and to allocating the resources for various activities. Such kind of management justified itself, as the organizational structure provided the implementation of all necessary activities (Annual report 2006-2007 27).

As the technological advancement is the main terms for a well-structured organization, Passport Canada started cooperation with the National Routing System who accelerated the process of communication activities and information exchange within the company (Annual report 2008-2009 24). As the data warehousing and accuracy is paramount importance, the agency paid careful attention to the introduction of computer technologies and software allowing to handle the incoming information easily and to meet a fast-growing demand for passports. With the help of National Routing System, the agency received an electronic access to local and territorial statistics databases; at the same time, it managed to protect the privacy of persons. This device also permitted to verify the date and birth of clients via the internet before submitting a ready passport. It is worth saying that NRS program assisted in demonstrating a high level of efficiency and perfect leaderships. Passport Canada succeeded in speeding a horizontal cooperation engaging international clients and partnership.

The most crucial change occurred in the organization is creating favorable conditions for employees that would enable them to face the challenges and to overcome them in future. What is more important is that Passport Canada established desirable career choices and implemented the programs where each employee would be able to find the support and space for personal promotion and development. The agency also indulged in studying and analyzing human resources trends and surveying the workplace possibilities. Another angle of activities dedication to the improvement of HR policies was the establishment of various programs on developing the labor relations. In particular, Passport Canada introduced the Public Service Modernization Act that upgraded the tools for encouraging the subordinate relations. Additionally, Learning Institute introduced the agency with innovating strategies directed at supporting the state policies. It also defined the best management innovations and theories on employees training. The main focus of training programs was made examining employees’ competence and their training needs (Annual report 2006-2007 30). In this way, Passport Canada searched for the ways to grant employees with career development and possibilities for advancing their professional skills.

In comparison with the annual report 2006-2007, Passport Canada annual report 200-2009 revealed apparent changes in different fields of administration and in the human resources sector in particular. Hence, the Human Resources department advocating the employees’ interests introduced legal issues and more profound opportunities for the employees’ training and development. Hence, the agency’s philosophy tried to consider such issues as compensation and benefits management, offer some un to date operational training projects and expand the importance of introducing ethical and moral issues to the organizational policies. Additionally, the organization was more concerned with working out the plans on health and safety of the works as well as programs awarding and encouraging the working staff.

Addressing to overall policy of the organization, it should be stressed that the integrity course is closely associated with Human Resource planning presupposing the introduction of Human Resources Bureau Functional Plan established for 2008-2011. This program offers the strategic tendencies for human personnel management and for integrating with business plan. As a result, 2008-2009 years witnessed the HR department team becoming completely recruited on an indefinite basis. Then, Deputy Minister of Foreign Affairs updated and approved the delegation tools of human resources management team (Annual report 2008-2009 51). This strategy also relates to health and safety accountability conforming to Canada Labor Code Part II (Annual report 2008-2009 31). The Passport Canada also tries to protect the privacy of data both about the clients and about the employees.

In correlation with other strategies and visions of Passport Canada, an innovative approach was applied to human resources is the implementation of new technological devices for the employees to keep pace with technological modernization. Despite the security enhancement of the statistic databases, the accessibility to system raised by approximately 50% in comparison with 2007 situation. Such a method also contributed to the quality of the issues document and simplified the work of the working staff. The tables and figures presented in the annual report proved that the employees acquired the possibility freely. This significantly fostered the communication with the clients.

Different training programs directed at increasing the employees’ competence also involved the programs on compensation and benefits, which was one of the most important components of Passport Canada growing success. Hence, HR department chose the direction of meeting the workers’ needs as the condition for successful administration and development of the agency.

The consideration of labor relation through the spectrum of legal issues was also the sign of organizational advancement. Therefore, the combination of ethical and legitimate norms guaranteed the formation of a fertile ground for the establishment of favorable and secure environment. This was a real breakthrough for Passport Canada, by implement the benefits for employees, it promoted the quality service at a respectable level. The improvement of the HR sector positively influenced other operational sectors dealing with passports issues and clients’ communication. According to the report, the agency managed to pay attention to the amelioration of the workplace facilities that directly affect other segments of administration.

The above analysis of two reports over 2006-2009 period provides the track of positive changes connected with the development of human resources department. Passport Canada’s policy towards their personnel has brought fruitful outcomes thus making this agency one of the most acknowledged in the country. Comparing two annual reports, one could trace some similar strategies in personnel management such the declaration of integrity and security issues. Further, both reports provide advice and support for operation and administrative departments and for labor relation planning. However, there observe some difference in policies as provided by the reports. In particular, the annual report 2008-2009 presents a more profound range of the plans and projects for personnel professional growth, including the consideration of legal issues, which advocate the employment equity, and health and safety norms. Therefore, it should be stressed that annual reports provides the track of positive changes only and the way those changes are professionally tackled by Passport Canada.

References

“Responding to Change: Annual Report 2006-2007”. Passport Canada. Web.

“Responding to change: Annual Report 2008-2009”. Passport Canada. Web.

• Recognizing and sustaining needs of an inter-generational personnel.
• Increase conscription and retention of folks from diverse background.
• Ensure organizational relationship with the society.
• Provide recruits with equal chances of progress at workplace.
• Augment recruitment and maintenance of people with disabilities.
• Avoid discrimination based on various grounds.

The duty of human resource department is to value diversities and ensure equality at work place. Cases of discrimination and prejudicial judgment have been reported frequently at work places hence the formation of standard laws and regulations to take care of such issues. The laws prohibit discrimination based on gender, sexual orientation, race, religion, marital status among others. Following these guideless, virtues like respect, equality and understanding among employees at workplace are assured. Accepting differences and variety at work place is the first step towards growth and development at any organization. In addition, it is necessary to understand that each person’s contribution at an organization is vital however small that contribution might be (Erling, 2011).

Designing Jobs

• Perform an outlined post analysis.
• Clearly categorize and describe tasks of a specific job.
• Spell out vital information on skills, tools and working environment.
• Have a well-written job account.
• Make your prospects lucid to employees.
• Define accurate descriptions of corporal requirements.

Designing jobs entail spelling out duties and responsibilities a certain of a certain position. Scholars have argued that it is necessary for human resource department to conduct an informed research on a particular position so as to ascertain what exactly the organization needs. Job description communicates to employees more than the managers can. A well spelt out job description is one-step towards success in an organization. Additionally, accurate description of physical requirements frees a firm from the blame of discrimination especially when dealing with people with disability (Brown, 2011).

Effectual Job Description

• Allows room for enough flexibility.
• Measurable, timely and distinguishable.
• Provides reckonable focus for vigor and attention.
• Regularly restructured to contain new goals and chances of development.
• Acts as an essential part in hiring and recruitment.
• Effectively used to check day-to-day operations.

A job description is only effective if it is put in the right use. Well spelt out job descriptions help human resource managers to get the right people for a position during hiring process. Having the correct people for the right job is fundamental in an organization. Therefore, it is necessary for organizations to ensure that they have the right investment on the area of designing jobs (Swift & Booker, 2013).

Recruitment process

• Identify the want or the area that needs reform.
• Identify any alteration anticipated for the position.
• Develop job stipulations and individual specifications.
• Announce the position extensively.
• Examine past conscription methods.
• Modify recruitment techniques to prevent segregation of applicants.

An ideal recruitment process involves discussion with the existing position holder. Discussion helps in identifying the need as well as prepares a good avenue for successful recruitment. Examining past recruitment methods is necessary to help in deciding which method is ideal for a particular need. In addition, examination of past methods helps cut down unnecessary spending and prevent discrimination in the recruitment process (Bryon, 2011).

Selection process

• Use a standard form to shortlist candidates.
• Ensure equality during selection interview.
• Focus on proficiency, credentials and capacity to carry out the task.
• Selection principles should be formulated before applications are made.
• Have a prescribed marking scheme.
• Know applicant’s exceptional needs if any.
• Guarantee gender balance in the interview panel.
• Afford evidence for scores attained.
• Ensure consistency in using marking system.
• The interview panel should follow egalitarianism legislations.
• Ensure precision in the application outlines.
• Uphold the selection material for three years.
• Appraise the recruitment progression.

Selection is a very imperative aspect in recruitment. Any mistake done in this stage can have adverse effects on an organization. Issues of discrimination are often reported in this stage. Therefore, managers should ensure transparency in the selection process and the entire hiring process at large (Bryon, 2011).

The first step to conducting a transparent selection process is having the right team. The human resource manager should ensure balance in the interview board and make sure that the selected members of the board are conversant with equality legislations. The last stage of selection is to review the entire recruitment and selection process, and implement changes where necessary (Adler, 2007). Reviewing ensures that no mistakes are made in the selection process. At this stage, the interview panel gives reasons as to why they dismissed particular candidates and approved others. Such reports are presented to the higher management who then gives the final verdict of the selected recruit. In case two applicants whose qualifications match are selected, merits are used to pick the right candidates for the position.

Orientation and Training Process

• Prepare fascinating tasks for worker’s first date.
• Enroll employees in new workers orientation class.
• Ensure employee’s work site is hygienic, presentable and in order.
• Have remuneration information parcel presented.
• Identify a team member to operate as a friend for the foremost week.
• Provide house pass for new staff.
• Review job description and executive charts.
• Introduce new employees to other workers.
• Find out employees general feeling.
• Discuss routine evaluation procedure with the employee.
• Decide on your training arrangement.
• Execute any necessary amendment.

Orientation programs are used to aid new employees get absorbed into the organization. Orientations assist new recruits in learning organizational culture, organizations expectations from its employees among other matters of importance. Consequently, employees judge the firm depending on how well the orientation program was conducted. Therefore, there is need for the management to ensure that they create the right image to new employees (Chan, 2011).

The best training program is worker initiated. Employees know the best solution to the issues affecting their stations; therefore, they are the best people to consult when planning for a training program. Consequently, managers should allow employees to give their views on training especially when dealing disabled people. A training program must be interesting if success is to be achieved (Chan, 2011). Interest in training involves trainers using varied techniques to avoid boredom and lose of information. Involvement of the trainee in the training and orientation program has been proved as one of the best ways of training. Involvement includes such aspects as discussion. In this aspect, both parties are given a chance to ask questions, which motivates trainees or new employees to be part of the program.

References

Adler, L. (2007). Hire with your head using performance-based hiring to build great teams. Hoboken, N.J: John Wiley & Sons.

Brown, J. (2011). The complete guide to recruitment a step-by-step approach to selecting, assessing and hiring the right people. Philadelphia, PA: Kogan Page.

Bryon, M. (2011). How to pass the UK’s national firefighter selection process : everything you need to know to succeed in the national assessments. London Philadelphia: Kogan Page.

Chan, W. (2011). Processes and process-orientation in foreign language teaching and learning. Boston: De Gruyter Mouton.

Erling, D. (2011). Match : a systematic, sane process for hiring the right person every time. Hoboken, NJ: Wiley.

Swift, K. & Booker, J. (2013). Manufacturing Process Selection Handbook From design to manufacture. Burlington: Elsevier Science.

Ms. Hulbert is a new principal at Buchanan Elementary School, which has a substantial number of students who are underperforming and unable to meet educational standards. The primary dilemma of the case lies in the complete resistance on the part of the faculty to Ms. Hulbert’s intention to change the school’s teaching practices to achieve improvement.

The main problem is complicated by additional issues, including teachers’ skepticism towards a new leader and their extreme confidence in the negative outcome of any changes. These problems form the major conflict of the case, namely, teachers have a hostile attitude towards Ms. Hulbert, her propositions, and the idea of reforming the school in general. The involved leader has managed to effectively establish contact with the faculty. Yet, there is a lack of motivation on the part of teachers, and Ms. Hulbert could introduce certain benefits for engagement with her plan to stimulate the proactive behavior of the faculty.

One of the alternative action plans would be to completely replace those teachers who are not motivated and thus remove the necessity to transform school culture. This plan would allow Ms. Hulbert to quickly reshape the teaching practices at school, which in turn would lead to improved performance. Such a method will be relevant and extremely plausible if the principal continues to face teachers’ inappropriate and unmotivated conduct.

I would choose to replace the faculty since their unwillingness to deliver on their professional obligations hinders students’ right to receive a proper education. One of the possible negative outcomes of this approach is the risk that the students will not welcome the new teachers with due respect and will not be cooperative. Yet, this could be resolved with stricter discipline and punishment for misbehavior. The method will help the school achieve the desired result because it will rely on the latest practices and a motivated team.

Contextual variables affecting the issue are the teacher’s learned helplessness and their disregard for innovation which impede the process of turning the school into a positive direction. The plan of removing these variables by replacing the faculty does not require any external party’s assistance.

The case taught me the importance of hiring only motivated people and the significance of innovation. I can apply the lessons derived from the case in different contexts, including the professional one, by choosing only those candidates for a position who is not afraid of changes.

Hirings a time-consuming and expensive process; hence, ensuring you have the best people in your team not only benefits the organization but staff and associated patients. Some hospitals spend almost $10,000 on recruitment costs (Muehlemann & Leiser, 2018). As such, it is vital to pick a method that serves the organization’s best interests. This paper will look into methods of conducting analysis, job descriptions, specifications, and future changes that may affect it.

Interviews and Questionnaire

Interviews are the fastest, cheapest, and most credible way to collect information about potential workers.. A professional interviewer may probe crucial sensitive areas in depth to collect information on selecting the best-fit candidate. However, interviews face common challenges such as interviewer bias and misinterpretation. Questionnaires are widely used due to their ability to collect a lot of information. Applicants who come for the job will fill out a structured questionnaire that will collect information such as their attitude on some nurse-patient scenarios..

Job Description and Specification

We at Al Tiaf hospital are looking to hire registered nurses to facilitate our patients’ care. Our ideal candidate is a well-trained responsible professional who can offer the best services under minimal supervision. Responsibilities include assisting surgeons during operations, monitoring patients’ conditions to provide the best care, and performing routine procedures. Requirements include being a registered nurse, expert knowledge on nursing care methods, and a valid nursing license.

Changes

The roles of a nurse in any organization keep evolving over time. Technology could affect the description since it might replace a task that a nurse previously did. Other factors include the high rate of retiring nurses, higher educational expectations, and the creation of nursing jobs outside the hospital setting, which pose a challenge. A high rate of retired nurses means more responsibilities for working nurses.

Conclusion

Hiring is a critical process that every organization strives to discard and minimize costs. Before an applicant is hired, human resource planning goes through three stages. These three stages are planning, recruitment, and employee selection. The organization advertises its job description and specifications to reach the desired applicants. They adopt one or a combination of methods to analyze the candidates, then the most suitable one is hired.

Reference

Muehlemann, S., & Leiser, M. S. (2018). Hiring costs and labor market tightness. Labour Economics, 52, 122-131. Web.

HR manager post is one of the most important positions in any firm as it deals with human capital, which forms a crucial organizational resource. Responsibilities bestowed on an HR manager include but are not limited to finding, assessing, and recruiting potential employees, overseeing rewards and payroll as well as executing benefits administration. Qualifications for this position encompass distinctive knowledge, skills, abilities, and other characteristics (KSAOs) and screening tests.

KSAOs requirements for an HR manager are designed to ensure that a candidate will deliver job-related responsivities. Typically, an individual should possess strong communication, interpersonal, collaboration, and negotiation skills. Moreover, an HR manager should have the knowledge of such mathematical skills as applying percentages, fractions, proportions, and ratios to practical situations. In addition, the ability to use principles of scientific or logical thinking to solve a wide array of intellectual and everyday problems constitutes an essential part of KSAOs related to the post. Furthermore, an HR manager needs to have up to date information concerning current pay rates, industry trends of non-monetary benefits, and awards. Education is also a key element for this position where an applicant is required to have attained a minimum Bachelor’s degree along with experience in a similar capacity.

Screening procedures associated with the HR manager role include cognitive ability and personality tests. One of the major assessments instrument for cognitive ability is the “Comprehensive Ability Battery”, which measures a single capability such as verbal or numerical capacity of an individual (Riggio, 2013). This method also evaluates the ability of an applicant to produce and organize ideas, which is crucial for an HR position. Personality tests are assessed using the “California Psychological Inventory (CPI)” (Riggio, 2013). This tool measures 20 personality dimensions of an individual and it is highly recommended when selecting managers, salespeople, and other leadership positions.

Reference

Riggio, R.E. (2013). Introduction to industrial-organizational psychology (7^th ed.). New York: Routledge.

Inappropriate Recruitment Practices

In many developing nations, naive job applicants lose millions of dollars to dishonest officials and con recruiters who guarantee acceptance letters to workplaces. Many successful recruits pay between $2,000 and $3,000 and are unwilling to disclose the subject for fear of jeopardizing their fortune (Abbasi et al., 2020). In Kenya, for instance, at least ten individuals, including police and jail authorities, were detained in April 2022 for swindling job seekers of around $50,000 (Angira, 2022, para. 4). There were allegations of corruption throughout the police recruiting process, and it was reported that some positions were only given to applicants who paid up to $5,000 in bribes. Despite the inspector general of police’s caution to the candidates and officers not to partake in corruption, the incidents were rampant.

Inappropriate recruitment behaviors like the one in Kenya should be addressed by making hiring procedures transparent, impartial, and credible so that individuals with the best professional skills and ethical standards may be selected. Civil society groups in Kenya, especially media outlets, should play a vital role in policing reform initiatives by bringing attention to corruption issues. The inspector general of police should ensure prosecution against candidates and officers suspected to have partaken in inappropriate recruitment behaviors. Moreover, the inspector general of police should dismiss officials found guilty of perpetrating the vice. The Kenyan government should employ a three-pronged strategy to combat corruption, including enforcement, awareness, and avoidance. Public awareness will be essential to combating inappropriate recruitment behaviors (Williams et al., 2021). Large-scale public education efforts will help improve the legitimacy of police recruiting, increase public awareness of anti-corruption legislation, and encourage citizens to expose wrongdoing.

Quote

According to Berman et al. (2019), “Sham recruitment processes are infuriating for the rejected candidates and a drain on the resources of the organization” (p. 101). Inappropriate recruiting and selection procedures led to our family business’ collapse attributable to inaccurate qualifications screens, passive integration with corporate objectives, a high turnover rate, and decreased morale.

Selection Techniques

I would establish eight hiring guidelines if there were no selection processes for a new organization if given the authority. This is because a proper selection strategy permits the employment of qualified personnel, which can enhance the organization’s overall performance (Lievens et al., 2020). The eight phases would equip the recruiting team with everything necessary to develop an efficient selection procedure for the organization.

Application: The application stage is often passive since many firms only wait for individuals to react to job advertisements. However, I would guarantee that applications become essential selection tools, allowing the firm to identify suitable and unqualified individuals. The organization would prepare qualifying questions for this purpose. The hiring team would introduce two or three position-specific questions to which applicants must respond. Limiting the number of qualifying questions and ensuring that they do not require advanced or lengthy responses would be essential. This would make it easier for candidates to complete the applications and for the hiring team to evaluate the answers thoroughly.

Resume Evaluation: After completing the worker application procedure, the hiring team would have a bundle of resumes to sift through in preparation for a screening phone call. They would then check through each resume and identify the best candidates.

Evaluation Call: The screening call would be one of the initial hiring steps in which recruiters shortlist candidates. This call would determine if the applicant is genuinely concerned with the position and is skilled in doing the job effectively (Lievens et al., 2020). Thus, the organization would save time and money by advancing only the most qualified candidates to more challenging and expensive stages, such as assessments and in-person interviews.

Assessment Test: After screening applicants and sorting them into ‘excellent,’ ‘likely,’ and ‘unqualified’ categories, the recruiting team would examine the surviving prospects and evaluate their capability to assume the available position. These evaluations can take several forms in the selection process, such as an in-person appearance for showbiz, a written or online examination, or a sales position where the team asks the candidate to sell them a product. Other types may include a practical analysis to determine typing speed or an on-the-spot cooking test for a culinary role.

In-person Interviewing: It would be time to meet the possible prospects personally and choose who will be the subsequent hiring. The entire recruiting staff would require extensive preparation to ask all the appropriate questions (Lievens et al., 2020).

Background Checks: Background checks would convince the hiring board that the candidates are trustworthy and pose no hazards to the organization. For instance, businesses may undertake pre-employment checks to ensure that candidates’ resumes are truthful and that they are not already using illicit substances (Berman et al., 2019).

Reference Searches: The team must get references for the most qualified individuals in the last phases of the screening process. Thus, the hiring team would receive helpful information regarding the recruit’s performance from those they have worked with, such as previous managers, former coworkers, or business associates.

Choice and Employment Offer: After a sequence of well-organized selection methods for recruiting new personnel, this would be the ideal moment to inform successful candidates that they have been offered a position in the company.

Quotation

According to Berman et al. (2019), “Increased demands on organizations to be productive, flexible, and responsive- often while only maintaining staff or even losing employees- make selecting the best people critical” (p. 165). Managing staff retention entails taking deliberate measures to maintain employee motivation and concentration so that they choose to continue working and are industrious for the organization’s benefit.

References

Abbasi, S. G., Tahir, M. S., Abbas, M., & Shabbir, M. S. (2020). Examining the relationship between recruitment & selection practices and business growth: An exploratory study. Journal of Public Affairs, 22(2), 1-10. Web.

Angira, Z. (2022). Police took home Sh500m in bribes from recruitment fields. People Daily. Web.

Berman, E. M., West, J., Bowman, J. S., & Van Wert, M. R. (2019). Human resources management in public service: Paradoxes, processes, and problems (6^th ed.). SAGE Publications.

Lievens, F., Sackett, P. R., & Zhang, C. (2020). Personnel selection: A longstanding story of impact at the individual, firm, and societal level. European Journal of Work and Organizational Psychology, 30(3), 444-455. Web.

Williams, P., McDonald, P., & Mayes, R. (2021). Recruitment in the gig economy: Attraction and selection on digital platforms. The International Journal of Human Resource Management, 32(19), 4136-4162. Web.

The case in the section is a common dilemma on which skills are the most important for a systems analyst. I found the assignment challenging since the decision is difficult as all the mentioned skills seem to be very important. After some thought, I identified skills in the following order of importance: personality traits, programming skills, and business knowledge. One crucial lesson that I obtained from this assignment is an insight into the dilemma and decision-making process of the hiring teams.

Firstly, personality traits are the most crucial aspect to consider when hiring an employee, including a systems analyst. Programming abilities and business knowledge can be improved if needed. However, one cannot teach or change personality traits such as talking and working with other team members. A systems analyst’s most important personality traits are communication and problem-solving skills since they often communicate with clients and need to solve problems quickly and under tight pressure (Kendall & Kendall, 2020). Thus, if the person possesses these skills, they can later improve other aspects.

The second priority is programming skills because they are more complicated and take a long time to become proficient. Especially in this changing technology world, programming languages and software packages are being continuously updated. The newly hired individual should be aware of these changes and be able to adapt to them quickly. Thus, since business knowledge is less expertise-demanding, programming skills should be the second most crucial aspect.

Nevertheless, all team members do not need to have identical competencies and skills. Team members should complement the weak areas of their colleagues. For instance, dialogue indicates that the team is diverse in its focus and skills (Kendall & Kendall, 2020). While one person is emphasizing programming skills, the other is stressing business knowledge. Hence, with the confluence of the advanced skills of each individual, the team can derive the best outcome.

To conclude the outcome of the research activity, the hiring team should give the candidate’s personality characteristics the first consideration. Personal character is a prerequisite for the successful functioning of an employee but also an aspect challenging to change or teach. Due to the expertise and difficulty of learning, managers should prioritize programming skills over business knowledge. However, all team members do not need to possess identical competencies since they can complement each other whenever needed.

Reference

Kendall, K. E., & Kendall, J. E. (2020). Systems analysis and design. Pearson.

Introduction

The majority of businesses in the world are international and competitive, and more organizations are expanding their operations internationally every day. Based on Reynolds (2017), deploying the appropriate individual to the appropriate position within the organization is the aim of human resource management (HRM). There are three main categories for hiring when a company expands into a global market: expatriates, host-country nationals, and third-country nationals; each has benefits and drawbacks.

Expatriates

An expatriate sometimes known as an expat is someone who moves to another country for a short-term or long-term international employment placement. They support their companies’ international expansion, business growth, and knowledge exchange with their trade deals (Morin & Talbot, 2021). Companies gain from the process by strengthening their fundamental leadership skills and their ability to prosper in a global market.

Advantages

First, including other advantages, hiring foreigners offers organizations access to their international experiences. These individuals usually have years of experience working in a variety of countries, and they might be useful if you want to understand how other countries view the industry you work in. Local employees, who have lived and worked in one country their complete working lives, would not be able to give you this diversity (Morin & Talbot 2021). Second, because they are aware that it would be difficult to locate suitable staff in their location, the majority of would-be business owners never really launch their enterprises. It is helpful to hire expatriate staff with substantial expertise and knowledge in the sector because the foreign country where the organization seeks to grow may offer a different talent pool than the business is looking for.

Disadvantages

The first disadvantage is the difficulty in getting used to the new setting. Expatriates need extra time to adjust to their new life because they are unfamiliar with the surroundings and area (Morin & Talbot 2021). Secondly, even if hiring expats is advantageous to a business, the procedure is costly. Relocating the expat and the rest of the family to a different location can be more costly for the firm than recruiting several local staff (Dias, 2011). Lastly, the expatriates would need to familiarize themselves with the local culture. The expense of preparing an expat for cross-cultural challenges is eliminated by hiring local workers. A major problem for expatriate workers will be finding local employees because they are unfamiliar with the host country’s employment structure.

Host Country Nationals

A host-country national strategy refers to only recruiting members of the country where the business is established. Hiring a host-country national is a wise decision for many multinational corporations because they feel certain that managers with the necessary skills, knowledge, and talents exist in the nations where they do business (Yang & Pak, 2020). Specifically, host country national supervisors work directly with expatriates and enhance their work productivity.

Advantages

Firstly, employing a citizen of the host country has the primary advantage of removing the language barrier. This is because the employee is already familiar with the nation’s language hence communication is easy (Yang & Pak, 2020). Second, it is less expensive as hiring a local individual saves money on training costs as well as relocation fees. Lastly, it gives locals a chance to progress and be promoted, strengthening their dedication and drive.

Disadvantages

First, host country nationals cannot get experience outside of their origin, preventing them from moving to senior levels inside their organizations. This can promote a union of divided national units instead of a single global unit that is fully connected, which would be brought by hiring different internationals (Yang & Pak, 2020). Second, hiring a host-country national restricts an expatriate’s ability to obtain international experience. This leads to internationals from their home country having few possibilities to travel and interact with other cultures.

Third-Country Nationals

These are individuals hired from nations other than their own and the one where they live. The main argument for firms hiring third-country nationals as part of their recruitment approach is the desire of an employee to transmit economic interests and corporate innovations and expertise (Barmeyer et al., 2020). The person who could oversee this the smartest is frequently not in the home country or the host country.

Advantages

The first advantage is that, typically, TCNs are less costly to keep up with and more knowledgeable about their host country’s culture than expatriates. According to Barmeyer et al. (2020), visa fees and other hiring expenses may be less costly for foreign nationals. Secondly, foreign nationals may have a deeper awareness of the host country than expatriates do. As a result, they can find it to be easier to comprehend and collaborate with the culture and norms of the host country.

Disadvantages

One disadvantage is that national hostilities must be taken into account during transfers because, in the end, TCNs may not wish to return after assignment. Research by Barmeyer et al. (2020) shows that locals could favor their residents in managerial roles, which could impact morale or productivity. Another disadvantage is that the immigration policies implemented by the host nation may also have an impact on TCNs, and just like PCNs, they may require some time to adjust to the surroundings.

Question 2: Expatriate Training Topics

Expatriate, or expat, tasks are challenging and full of unique difficulties all through their specified assignments. Companies desire expatriates to succeed in their overseas work and remain in their postings for the predetermined amount of time because they are needed and demand a big investment (Dias, 2011). Before beginning their assignments, foreigners receive training on various subjects, including cultural awareness, adaptability, and open-mindedness.

Cultural Awareness

This is the ability of the expat to understand the community in which they are working overseas and adapt to it. This trait includes adapting to a new environment and society, having a sense of humor, and recognizing that other communities or nations may have better ideas or approaches about something than what was considered ideal in one’s country of origin (Morin & Talbot, 2021). It also includes a desire to learn about foreign cultures. It aims to promote an appreciation of the local culture so that foreigners behave appropriately or, at the very least, learn effective coping mechanisms.

Adaptability

This is the expat’s openness to experimenting with different approaches. It is critical to be motivated to produce results within the designated time frame while being flexible with the system. According to Reynolds (2017), adaptation is essential because every nation and industry has a unique method of operation. This training involves learning the host country’s language for effective interaction. This topic helps expatriates to cope with fundamental shifts in people’s cultural practices.

Conclusion

This is the ability of the expatriate to view their new surroundings with an interest in learning about and understanding it, as well as an openness to perceiving things differently. This helps in learning to be open, try new things, and accept mistakes as a way to grow. There may be no constraints, and you can thrive in any situation if you keep an open mind (Morin & Talbot, 2021). This is more important as the expats learn how to live effectively with the community and the company.

References

Barmeyer, C., Stein, V., & Eberhardt, J. M. (2020). Third-country nationals as intercultural boundary spanners in multinational corporations. Multinational Business Review, 28(4), 521–547. Web.

Dias, L. P. (2011). Ch.14 International HRM. In L. P. Dias (Ed.), Human Resource Management (Version 1.0) (p. 347). FlatWorld Knowledge.

Morin, G., & Talbot, D. (2021). Cultural intelligence of expatriate workers: A systematic review. Management Review Quarterly. Web.

Reynolds, E. L. (2017). CH.16 managing human resource globally. In E. L. Reynolds (Ed.), Human Resource Management Gaining a Competitive Advantage (9th ed., p. 115). SlidePlayer.

Yang, Y., & Pak, Y. S. (2020). Staff localization strategy and host country nationals’ turnover intention. The International Journal of Human Resource Management, 33(9), 1916–1941. Web.

In a case study, Ralph Stayer applied several management strategies to create a culture of confrontation. First, Stayer (1990) ensured maximum employee engagement in all processes in the company. Proactive problem-solving is key to creating a group’s emotional intelligence (Druskat & Wolff, 2001). For example, when some employees began to complain about the quality of work of others, Stayer suggested that they solve this problem on their own, which had more efficiency as a result. In addition, improvements in employee productivity can be obtained “through self-evaluation and by soliciting feedback from others” (Druskat & Wolff, p. 80, 2001). In the case study, employees assessed the quality of their work and the company’s products and responded to letters from customers, which increased engagement and commitment to work. Second, Stayer (1990) made structural changes by dividing employees into teams. At the same time, the leader was chosen by the employees, which ensured their interaction. Moreover, interaction between different groups is necessary “to regulate emotion at the cross-boundary level” (Druskat & Wolff, p. 84, 2001). To do this, Stayer held regular meetings where everyone could express their opinion regarding the company’s work and solve emerging problems.

When hiring a Chief Operation Officer, it is important to consider that the candidate fits into the company’s corporate culture. The first question for a COO job candidate at Johnsonville Sausage would be, ‘How do people make decisions, and what resources do they use to make those decisions?’ Trust is one of the key factors for EI and organizational performance (Druskat & Wolff, 2001). Hence, the COO must trust employees and involve them in decision-making. The second question is ‘How would the candidate ensure effective communication between different departments?’ To ensure productive work, “a team must be particularly aware of the needs and feelings of another group within the organization” (Druskat & Wolff, p. 84, 2001). Therefore, it is important to ensure proper communication and interaction between teams. The third question could be, ‘What would you do if your opinion on the solution to the situation did not agree with the opinion of the CEO?’ The culture of Johnsonville Sausage means that everyone must find solutions to problems on their own, without waiting for instructions from the CEO (Stayer, 1990). Therefore, the COO must be able to argue his position, even if it does not agree with the opinion of the Chief Executive Officer.

References

Druskat, U. V. & Wolff, S. B. (2001). Building the emotional intelligence of groups. HBR 10 must reads on emotional intelligence. Harvard Business Review.

Stayer, R. (1990). How I learned to let my workers lead. Harvard Business Review.

Hiring

The primary responsibility of those involved in the business is the selection of competent employees and subsequent communication with the organization’s staff. Employees guarantee a long-term business perspective due to their personal and professional traits. The issue of equality when applying for jobs and the fight against discrimination based on various factors, such as race, religion, and gender, are relevant in today’s world. Discrimination at work can take many different forms, including how a person is treated upon starting a job, while they are working, and even after they leave.

Equal opportunities and working conditions for all employees maximize the use of human resources and the variety of talents they possess. As a result, the workforce is happier and more motivated, which fosters better labour relations and increases overall productivity. A business owner will be breaking the law if they discriminate against workers or job applicants (Perez, 2020). Any entrepreneur should focus on abilities, skills, and qualifications first since they are essential to the success of their business.

One of the original pieces of legislation that protected job applicants’ rights and curbed discrimination in the US was Title VII of the Civil Rights Act of 1964. It forbids discrimination based on race, skin colour, religion, sex, national origin, or other factors when determining the working conditions or denying employment or firing someone from a job (Guillaume & Apodaca, 2020). The legislator states that it is unlawful to restrict, isolate, or classify employees or people hired in a way that makes it difficult for them to find work or has other adverse effects on them due to their sex, religion, or country of origin. This means that Shania cannot deny Carlos a job because he is Hispanic and not a Christian.

The interview should be as impartial as possible and concentrate on Carlos’ and Kelsey’s prospects. Shania needs to develop the concept for her coffeehouse and include a set of principles, guidelines, and knowledge. Being a non-Christian, Carlos can converse with Christian visitors because he is very educated. Regarding ethics, there are universal values found in many religions. Shania’s task during the interview is to determine whether Carlos’s worldview is appropriate for a coffeehouse.

Shania must consider the business side as well, so if Carlos is truly knowledgeable about Christian culture and respects this religion, he should be given the opportunity to compete for a position. Carlos should be hired by Shania even though he is not a Christian if he shows that he is a specialist and has excellent work skills. If Carlos lacked the communication skills, work-related skills, and knowledge of Christianity required for the job, he should be rejected for the position due to his lack of qualifications, not because of his religion.

Similarly, the rule that the qualifications and skills of a job candidate should be paramount in the selection of personnel should also apply to Kelsey. Simply because Kelsey is black and Christian, Shania should not give him preference. Shania must determine during the interview whether Kelsey possesses the necessary character traits because it frequently occurs for people who identify as Christians to break the commandments. The Christian faith may be advantageous if the applicant possesses all the necessary skills, but religion should not be a major factor in the selection process.

In conclusion, an employer is not allowed to discriminate against applicants based on factors like race, religion, age, or sex in accordance with the law. Shaina will break the law and risk legal action if she rejects someone because of religion or nationality. As an employer, Shaina must strike a balance between not discriminating against applicants and hiring someone who upholds the standards of the coffeehouse.

Promotion

Promotion in any business is earned through hard work and long-term service. Employee promotion is a crucial managerial task that enables employers to engage staff in more productive work. Promotion can enhance the company’s internal culture and management’s public image, increase production efficiency, and boost the firm’s ability to compete. According to labour law, promotions are either suggested based on certification results or the basis of precise evaluation criteria. Another option is to promote employees by their professional qualifications, the volume and complexity of the work they perform, and their work output in quantity and quality.

Any manager’s job is to select the employee for promotion who is the best candidate. The law forbids employers from mistreating workers when deciding their working conditions, compensation, or participation in advanced training. Shania needs to show that she supports diversity, so her choice should not be affected by the sex, nationality, or religion of any individual employee. Although the final say always rests with the authorities, other workers still consider which of their coworkers is the most deserving. The business may suffer if the team discovers that the most qualified candidate was passed over for a position solely based on nationality or religion.

According to the postulates of the Bible, the quality of a person’s life directly depends on how hard they work. Christianity transforms work into a religious service by spiritually and morally orienting it and elevating it to higher purposes. Contrary to popular belief, there is no absolute condemnation of wealth as such in the Gospels (Cui & Velasquez, 2019). Only unjustly obtained wealth based on a breach of the fundamental moral precepts governing interpersonal relationships is unacceptable. Shania must provide opportunities for her staff to advance and be paid well.

Shania must be a strategist when conducting business and have a distinct vision. Shania must first take into account the individual characteristics of each employee. A candidate for promotion needs to have a firm grasp of time management skills and the ability to assign tasks and prioritize appropriately. A subordinate may be highly knowledgeable about their position, work quickly to complete tasks, and deliver projects on schedule. Still, more is needed to guarantee they will successfully handle new jobs and projects. It is necessary to determine how competent they are in matters related to the new position and whether they can cope with a more significant load. Being a night shift supervisor is a very responsible job that also requires respect from coworkers.

If Shania chooses a promotion candidate without considering a person’s race or religion, she will achieve diversity. The choice of the most professional employee, regardless of nationality, is her only option. If Shania gives explicit preference to one of the candidates with a different religion or ethnicity to be diverse, this will be discrimination against other workers. It would be fair to give everyone an equal chance of getting promoted. The provision of equal opportunities for all people is the essence of diversity. Shania, in her company, should not tolerate even positive discrimination. Otherwise, such an approach will cause discontent among other workers because it will be unfair to them.

The issue’s ethical side should be considered when Shania evaluates the motivations of each of the candidates. The employee’s primary responsibility must be serving others and wanting to be helpful (Ortiz-Gómez et al., 2020). The candidate for the promotion must be diligent, truthful, and unbiased. Receiving a reward from the boss while harbouring selfish thoughts is not acceptable. Such people frequently engage in mean behaviour and manipulate others to advance their careers. Due to the ethical aspect of the situation, such people do not live up to the Christian ideal and are ineligible for promotions.

In conclusion, the owners must demonstrate zero discrimination if a business wants to show itself as progressive, responsible and fair. Shania, in her options, has only that not to consider the religion and nationality of employees. She should choose the most deserving worker who can handle the responsibilities of the night shift supervisor. Compliance with the standards of Christian morality ought to be one of the selection criteria. An employee should be sincere and not have money or vanity as their primary motivation for receiving a promotion. The qualifications of the employee and the successes they have shown in their position will also be crucial, in addition to personal traits and moral character.

References

Cui, J., Jo, H., & Velasquez, M. G. (2019). Christian religiosity and corporate community involvement. Business Ethics Quarterly, 29(1), 85-125.

Guillaume, R. O., & Apodaca, E. C. (2020). Early career faculty of color and promotion and tenure: The intersection of advancement in the Academy and Cultural Taxation. Race Ethnicity and Education, 25(4), 546–563. Web.

Ortiz-Gómez, M., Ariza-Montes, A., & Molina-Sánchez, H. (2020). Servant leadership in a social religious organization: An analysis of work engagement, authenticity, and spirituality at work. International Journal of Environmental Research and Public Health, 17(22), 8542. Web.

Perez, N. (2020). Governmental-Funded Religious Associations and Non-Discrimination Rules: On Immunity and Public Funding. Canadian Journal of Law & Jurisprudence, 33(2), 341-367.