Category: Recruitment

Once you have selected the candidate, what would you do next to maximize the chances of his or her success?

The chances for success of a candidate can be maximized by applying job analysis practices, at least, this is the first step to be taken. The next steps include motivation and stimulation of the employees activity. For instance, a job analysis can be fulfilled by means of a personal interview, direct observations, and a questionnaire to be completed by a candidate. Some techniques can be considered rather effective whereas the use of others is not justified in terms of effectiveness and success of employees.

As &some job analysis techniques and recruitment and selection practices are incongruous with the principles of the boundaryless organization (Nelson 2001, p.133), it is necessary to implement adequate techniques so that newly recruited employees had sufficient chances of success. Moreover, the candidate should meet the minimum qualifications mentioned by Catano (2009, p.291) because an employee that does not fit the position recruited for, it would be impossible or at least ineffective to start special training and introduce other measures usually applied to maximize the effectiveness of employees.

This means that every measure taken in the process of optimizing the work of employees should be adjusted to the duties and terms of the work of a definite employee. In this respect, it is necessary to compare and contrast the methods introduced for job analysis by Hartley (1999), Prien et al. (2009), Franklin (2005), and Elearn (2009).

As every sector has certain rules of operation, when a new employee comes to business, he/she should gain an understanding of the job to perform and certain peculiarities of work. In this respect, it can be useful to apply the approach introduced by Compton and Nankervis (2009), who suggest a few important questions to be answered by a human resource manager and a candidate:

What are the tasks and responsibilities involved? When is the job completed? What outcomes are expected? Where is the job conducted? How does the job-holder actually perform the job? Why is the job necessary? Under what conditions, physically and psychologically, is the job performed? (pp. 27-28).

As employees can experience certain difficulties with understanding their duties and obligations, the scope of work to perform, and expected outcomes, a human resource manager should analyze the work of an employee by means of identification of certain peculiarities of tasks he/she performs, emotional and physical condition of an employee, and other factors that can influence the effectiveness of performance and expected outcomes. Besides, an HR manager should find out the reasons for difficulties, and suggest adequate decisions to solve the problem. So, job analysis is a technique that can optimize the productivity of employees and the effectiveness of their performance.

Each professional can use various methods of job analysis. For instance, each author mentions basic methods of job analysis and introduces some new approaches that can be effective as well as the existing ones. In other words, every question is important, especially on the first stage of work when a person should learn the peculiarities of the duties and requirements to certain tasks, implement a strategy to make the performance more effective, and other aspects that should be screened by a human resource manager.

However, screening can be ineffective if it is not analyzed because the results of the analysis should be implemented in practice. So, job analysis is of primary importance because a manager can find out what the problem is and take certain measures to solve the problem. However, before solving the problem, it has to be identified.

The advantages and disadvantages of the above techniques

The main technique used in the above section is job analysis because it enables professionals to take into account difficulties encountered by employees in different situations and make certain decisions in order not to wait too long until the implementation of measures in the future. Surveys, questionnaires, and observation are used in all studies under discussion whereas some authors try to analyze the effectiveness of some original techniques to be used for job analysis.

For instance, Hartley (1999) mentions different types of interviews including one-on-one interview, behavioural even interview, [and] phone interview (p.10). Though it may seem a little too much, an aggressive approach performed in different ways can be more effective than mere observation suggested also in the reports by Prien et al. (2009), Franklin (2005), and Elearn (2009). However, phone interviews should not be used in combination with other types of interviews suggested in the study because excessive control over a persons life can become a stress factor for him/her.

Another important technique introduced by Hartley (1999) is the Job Analysis at the Speed of Reality which is aimed at a more effective introduction of a new employee to his/her job position, duties, and responsibilities in the shortest possible period of time. Though this method can seem aggressive as well as annoying phone interviews, some people can work better under stress (eustress) because they need some motivation and stimulation to work more effectively. Besides, the time can be used in different cases; for instance, even if a candidate works in the conditions of an evaluation period, some deadlines can be used to motivate him/her to do everything in time.

Though the reports by Prien et al. (2009) and Franklin (2005) contain typical methods of job analysis that are commonly used in all areas of production and services, it is important that the basic methods should be used in combination to ensure effective results. When a human resource manager fulfills a job analysis, he/she should take into account the strategies suggested by Elearn (2009) where the author mentions the Work Profiling System (WPS) developed by Saville and Holdsworth that addresses three categories of work performed by employees including three different sectors: managerial/professional, service/administrative, and manual/technical (Elearn 2009, p.35).

In this respect, it is necessary to analyze the job and find appropriate ways to motivate employees (Bruce & Pepitone 1998) and provide them with appropriate training and learning I order to reach expected results in a shorter period of time compared to the results without motivation and training. So, job analysis is an integral part of effective performance.

It is possible to introduce measures and improve the situation in the future because most HR managers try to implement job analysis only with new employees and candidates who encounter difficulties and can underperform in the conditions of constant stress at a new job.

The main thing that should be changed is that every employee regardless of the period of employment should be monitored in terms of the effectiveness of performance and some stress factors that should be identified and eliminated, if possible. In other words, interviews, questionnaires, and direct observation should be of primary importance for a manager who wants to motivate the employees and help solve their problems related to their responsibilities, conditions of work, and stress factors.

References

Bruce, Anne, & Pepitone, James S., 1998. Motivating employees. Madison: McGraw-Hill Professional.

Catano, Victor M., 2009. Recruitment and selection in Canada. 4^th ed. Toronto: Cengage Learning.

Compton, R. L., & Nankervis, Alan R., 2009. Effective recruitment & selection practices. 5^th ed. London: CCH Australia Limited.

Learn, 2009. Recruitment and selection. Burlington, MA: Elsevier.

Franklin, Maren, 2005. A guide to job analysis. Scottsdale, AZ: American Society for Training and Development.

Hartley, Darin E., 1999. Job analysis at the speed of reality. Amherst, MA: Human Resource Development.

Mathis, Robert L., & Jackson, John H., 2007. Human resource management. 12^th ed. Mason, OH: Cengage Learning.

Nelson, Jodi Barnes, 2001. The boundaryless organization: implications for job analysis, recruitment, and selection. In: Maryann H. Albrecht, ed. 2001. International HRM: managing diversity in the workplace. Oxford: Wiley-Blackwell, pp. 133-147.

Prien, Erich P., Goodstein, Leonard D., Goodstein, Jeanette, & Gamble, Louis G. Jr., 2009. A practical guide to job analysis. San Francisco: John Wiley and Sons.

Expatriates in Dubai

The fast growth in the Economy of the United Arab Emirates (UAE) has seen the development of numerous employment opportunities. This has led to an increase in the demand for labor, and since the local market cannot satisfy the high demand, the solution is hiring more expatriates. Companies in Dubai have particularly been active in employing expatriates, and this has led to the development of specific requirements focused on the qualities of the expatriates. Most companies have put into consideration the cultural requirements of expatriates, as well as their educational qualifications. One of the challenges faced by expatriates is the cultural shock. This paper looks into the recruitment process of expatriates at Blossom Children Nursery in Dubai.

Blossom Children Nursery

Blossom Children Nursery is an establishment in Dubai, which offers early childhood learning services to children aged 6 months to 6 years. The institute has developed the capabilities to facilitate quality care to babies by employing professional nurses to take care of the children. Parents enroll their children in the institution and highlight the various services that they would like their children to access. Over the years, the institution has developed a workforce with a high level of diversity, which has helped in attracting customers because parents are assured that their children are welcome regardless of their racial and religious backgrounds.

There are many expatriates in the facility, and their inter-professional teams are quite efficient because the institution has a high tolerance for diversity. The espoused values of the institution are particularly inclined toward enhancing the cultural competence of the employees. The institution is among the many entities that have provided employment opportunities for people from every continent in the world because it advertises expatriate jobs through various online avenues.

Legal Requirements

While hiring expatriates, there are several legal requirements associated with every opportunity in the company. The company applies the legal requirements of Dubai in the recruitment process, and the major document that all expatriates must possess is a work permit. The work permit is provided to expatriates upon the presentation of various documentations.

First, they must have a residency visa, which is issued by the government, and the process also requires the employer to send some legal documents to ascertain that the institution is offering a position to the associated expatriates. The applicant has to provide photographs for identification, a valid passport with at least six months validity, and a health certificate. Expatriates also need copies of the employment contract, which highlights the codes of conduct and the responsibilities associated with their position. The expatriates must also produce their education certificates and other documents highlighting their professional qualifications.

Some jobs at Blossom Children Nursery also require the professionals to possess certification from various organizations in Dubai. For instance, nurses in the institution need to have certification from the Dubai Health Authority. The essence of the legal requirements is to ensure that the institution employs individuals with legitimate qualifications, and to meet the various legal requirements because the company takes the responsibility of the conduct of the expatriates during their stay in Dubai. The institution must employ talented individuals to ensure that the quality of the services provided to children is remarkably high. The company complies with the law, and every expatriate is associated with the provision of all the required legal documents.

Financial Requirements

The institution does not have major financial requirements on the part of the expatriates. The only condition is for the individuals to have the means to travel to Dubai from their home country, and to have sufficient finances to cater to their personal needs before their first salary. The institution provides numerous benefits to the professionals, including housing, food, water, transportation, and other basic needs during their stay in Dubai.

The compensation plan for different positions is based on the market value, which implies that the institution offers very competitive salaries to the expatriates. The company also provides health care coverage for the expatriates and their family members if they choose to settle in Dubai. In some instances, the institution provides transportation from the home nations of the expatriates to the professionals, especially if they cannot afford it. This plan is included in the benefits program.

Cultural Issues

One of the challenges that expatriates encounter during their stay in Dubai is the culture shock. It is apparent that there is a high level of cultural diversity in Dubai, but the prevailing values are inclined toward the Islamic culture. People are expected to behave in a manner that aligns with the cultural requirements of the Muslim; hence, expatriates from the Western nations might face challenges trying to cope with the traditions. Blossom Children Nursery has a training and development program aimed at enhancing the cultural competence of the expatriates during the first few months of their stay.

The program is efficient in helping the expatriates to get accustomed to the requirements of the community, and it particularly helps them to offer better services to the children and their parents. However, some expatriates might take too long to adjust to the cultural shock faced when they get to Dubai. To avoid such scenarios, the institution has developed an employee performance assessment program that evaluates the efficiency of handling different tasks concerning the cultural intelligence portrayed by the expatriates. The program enables the management to develop individual-based training programs for the employees.

Interview

After sending several emails to the HR department of the Blossom Children Nursery, I got a chance to interview the HR manager through a phone call. I developed a structured interview with ten questions focusing on the recruitment process and the companys adaptation to the requirements of the expatriates. The HR manager revealed that the institution has been facing challenges with expatriates, especially from the Western nations because of the cultural shock they experience.

He revealed that most of the expatriates from the Western states are excited to be in Dubai for the first month, but they later face psychological challenges when trying to cope with the changes in culture. The institution has looked into eliminating this challenge by providing training programs for the expatriates. A different option involves specifying the preferred nationalities for specific expatriate jobs.

For instance, the institution has a high preference for nurses from the Philippines because they have a lower level of cultural shock, and their cultural competence is relatively high. The interviewee also revealed that the main reason for contracting expatriates is because labor is too expensive among the local employees because of the high demand. Expatriates will continue enjoying good compensation and benefits plans at the Blossom Children Nursery because the institution hopes to maintain a committed team of experts.

Recruitment Matrix

Universally, testimonials are signifying that human resources are the top strengths in health care institutes. Thus, HR emphasizes the importance of the recruitment strategies that health care organizations embrace. It is apt for healthcare associations to draw on the five staffing strategies acknowledged in the conscription triangle. One of the strategies identified is the internet-based recruitment approach. This is an external strategy involving the use of technology to enable the organization to deal with employee turnover promptly. It will be suitable for health care organizations to employ experienced workforces such as IT specialists, and accountants if not to mention doctors and nurses (American Society of Radiologic Technologists (2011). Secondly, there are community events or job fair strategies that involve health care partnership with interdependent relations and training organizations. The health care institutions may assist the community in health care training and engage in a trade fair where they can identify appropriate and qualified staff.

The paid advertising is the third strategy as identified in this matrix. Most of the health care organizations contend for personnel with preeminent aptitude. Hence, the best way to steer the attraction of superlative talents is through the escalation of paid advertisements. The fourth identified recruitment strategy is a personal recommendation. It is an internal strategy where an institution trains the personnel for several varied positions (Dale, 2003). It is germane for healthcare associations in that it grants an opportunity for transforming the HR competencies and proficiencies that in turn match the desires of healthcare groups.

The recruitment agency is the last identified recruitment strategy in the matrix used by the health care organizations to ascertain and employ personnel. To get professionals for other health care operations, it is, therefore, appropriate to seek recruitment from other external agencies. This will ensure that the health care institutions get other personnel apart from nurses and doctors (American Society of Radiologic Technologists, 2011). The health care organization needs to collaborate with auxiliary agencies to make this strategy appropriate and operative.

References

American Society of Radiologic Technologists (2011). Innovative approaches to recruitment. Web.

Dale, M. (2003). Managers guide to recruitment and selection. London, United Kingdom: Kogan Page Publishers.

Human Resource Management is not only about basic rules, concepts, and principles. While it is essential to study common cases, psychology, and human nature, a recruiter professional cannot rely solely on common sense and a general base. The answer to the argument lies in the name of the profession  Human Resources. A key to being a true expert in recruitment is keeping in mind that people are very complicated mechanisms.

Silicon Valley company has been hiring recruitment personnel for big companies working with artificial intelligence, but the firm has been recruiting depending on the communication skills and charm, which are the first two criteria problems. Even though the company did consider the expertise and knowledge in the field, it is not enough for hiring AI personnel screening (Vrontis et al., 2020). What is more critical for any IT employee are analytical skills, which have not been considered for a position. Even as a recruiter, an individual cannot only rely on communication skills for a job in an IT company because a person with low analytical skills would not be able to quickly determine if the candidate does (Vrontis et al., 2020). The next criteria which should have been chosen as leading are innovative ideas and problem-solving skills, which are essential for a still-developing field of artificial intelligence.

Despite the fact that the company was intended to hire employees in various countries and aimed at the residents of each, the results show that the majority of them are the United States citizens who had also finished studies in America. That is the criteria problem because the criteria do not work themselves. For instance, a recruiting firm should have conducted reports showing the screened candidates, where they would have attached the ethnicity and residence information. In such a way, it would be more accessible to trach the results and keep the aim. Therefore, each of the countries they have been recruiting for would get at least one hired professional in the home country of a firm.

The first problem of the recruitment process that stands out is that the resumes of candidates are screened using a data-mining program. Although it may be helpful in some cases, for professionals that need to utilize their analytical skills every day at work, it would be best for the human resource managers to look through the resumes themselves. Foremost, a recruiter can adequately assess the information from the resume and a short cover letter, already evaluating the needed skills at the current stage.

As discussed in the previous paragraph, the recruitment plan lacked gender, ethnic, and national diversity. The managers could have used the suggested method to track the goal. As a bonus, the firm has only hired through a website, which may not have been easily found by the candidates from different countries. Therefore, the company would have more chances if they had also hired using other recruiting websites or at least had some promotions aimed at the proposed countries.

The hiring process could possibly go down because of a severe lack of personal approach. First of all, the resume was screened by a program rather than a living person, and later, the chosen candidates got an automated email and had to pass a test without knowing the insights of the job. The best option here would be conducting a draft email, which would be edited for each of the candidates to utilize individuality for each of the letters. And the key part would be switching the test and the interview in places, and conducting an introductory conference before the test so that the candidate would be able to get to know the company, responsibilities, and bonuses. In such a way, a person can underestimate if they still want to apply for a job and be much more motivated to pass the test, using the maximum of their knowledge and skills.

To address the changes from the Equal Employment Opportunity Commission, the Silicon Valley company has to severely change the recruitment process for their own firm. Firstly, they need to set the goals for the recruitment plan to determine which kinds of people would be the best fit for each company they are hiring for. At the same time, they need to suggest a plan that includes diversity and set the aims, and conduct the report outlines. The company will only benefit from having multicultural and multigender employees, as the candidates would feel more comfortable around people, they can connect with on an unconscious level.

Wrapping up, the Silicone Valley company had failed to set incorrect goals within their own community. The minorities are very powerful, and they do not have any fewer abilities to be as good at their job as white men and could even be better. A diverse environment is not only the right thing, according to the EEOC, but it also helps the employees to learn from a variety of people (Noe et al., 2021). In that way, residents of any country with different abilities, cultures, and ethnicities can see the aspects of diversity and understand the candidates they are hiring better. Although the clients customers are from a number of countries, there should still be representatives of as many nationalities as possible. Overall, the case confirms the statement that in order to be a professional in Human Resources, a person should understand people and make their job personalized to connect with the candidates and the community.

References

Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2021). Fundamentals of human resource management (9th ed.). McGraw-Hill.

Vrontis, D., Christofi, M., Pereira, V., Tarba, S., Makrides, A. & Trichina, E. (2020). Artificial intelligence, robotics, advanced technologies and human resource management: a systematic review.The International Journal of Human Resource Management, 33(6), 1237-66.

The job recruitment and selection strategy included herein is meant to provide the company with a streamlined process to be used in this task and many other that would follow. This first step was to understand what other departments in the company were doing in their processes. In this regard, the sales department has been aliasing with other departments that have performed n senior management recently. In addition, the department is in the process of understanding processes followed by key competition in the process of recruiting new sales staff. The sales departments shall make good used of the relationship existing with competitors. In addition, the departments shall go through industrial literature to understand the trend in the industry in terms of change in the number of applicants, and qualified ones (CPS 23), which will help in understanding how concurrent entrants in the job market have been faring I the recruitment processes.

Methods of Attracting Applicants

Various methods shall be used in the process of attracting candidates for the vacant job position in the department. Candidates for this position would come from both inside and outside the company. Despite encouraging organizational employees to apply for the position, all candidates would be treated and tested on similar grounds. This means no preferential treatment would be accorded to candidates who are already employed in the organization. Sourcing from within would be good for the department because the recruited candidate will not need to be oriented about the company and its organizational culture (Bernthal 7), and thus save the department a lot of resources and time that would be spent on that in that process. On the other hand, recruiting from outside the organization has the benefit of bringing candidates well exposed to the working of competitors, meaning that the department and organization, in general, would benefit from fresh inputs (JMP 175). In regard to candidates that would be sourced from external sources, the department shall ensure that applicants will well be exposed to the inner workings of other organizations sales activities. To be specific, it shall be ensured that the candidates have the right experience in dealing directly with customers, which is based on the reason that the sales executive will serve as the go-between the company and its customer bases spread over a wide geographic region.

A special focus will be directed to the fresh MBA graduates. This is because the department intends to have fresh minds and ideas in its leadership. However, the candidates would be required to have some experience in working with sales departments of companies in a similar line of business. Leadership experiences within these candidates will be checked to ensure that they can stand the challenges posed to them. The focus on candidates from three different sources (internal, externals, and recent graduates) will mean that the department will have three distinct measures to attract applicants. The three processes are detailed below:

Internal Recruitment

As mentioned earlier, internal recruitment will aid the company in the process of training for the job, because only a few resources would be used in the process helping the new member of staff in the understanding process. Employees in the company would be informed of the open opposition through internal email to the organizational labor force. This email will be sent on a weekly basis for a month to ensure that members of the labor force have completely gotten the message. In addition, the department will ensure the use of company notice boards in communicating the same message to the labor force. The department further understands that internal candidates would most likely come from within its labor force.

In this regard, current management will ensure encouraging members of the sales labor force to apply for the position. Regarding attracting employees within the company, the department shall be quick to list competencies that make the department more desirable than others. This is based on the interdepartmental competition that exists in the company. Indeed, the sales department in the company is seen as the most competitive of all in terms of job productivity and participation in organizational activities. Based on a recent report from the appraisal committee, it has been established that the sales departments employees are most productive, active and exemplify greater job satisfaction. All these winning competencies will be listed on company notice boards. This would be a good way of attracting members of the labor force into the department.

External Recruitment

This process shall involve recruitment from the labor market. As mentioned earlier, the company shall benefit from key competencies that would come from candidates coming from outside the organization. It has to be understood that the employees who have experience with organizational cultures of competitors will enrich those of their new employer, which would result in new cultures that would result in greater work ethic and productivity. Though the candidates will be required to have the understanding and experience of how this companys industry works they shall also be required to have greater experience in inter-industrial connections. This is because the recruited candidate will be required to have a greater working relationship between the governments. Advertisement for the position will mostly be done through mainstream media.

However, the department shall ensure to advertise on trade journals and other publications, whose readers would most likely be sales specialists. Advertising in specialized journals has the benefit of bringing candidates that would be beneficial to the organizations department (Eaton). Another way of attracting candidates from the sales field will be through associations meetings that are held bi-monthly in various parts of the country. This is based on fact that association meetings allow members to advertise on positions available in their respective departments. In this case, the department will have posters indicating the vacancy, requirements, and job description. In addition, senior management will be available to answer questions that may arise in the process. This will also be an opportunity for the department to have the company name more recognized within the associations, especially sales professionals that would be attracted to join the company.

Graduate Recruitment

The department shall make use of graduate recruitment job fairs to attract fresh MBA graduates to the department. This shall be done through fairs that are organized by various branches of commerce chambers. The department has thus signed for several job fairs to be held across the country during the coming months. Further, the department considers the current graduation period to be a grand opportunity that would provide a bigger pool of candidates to fill the position. Fact that many universities would be covered by recruitment will mean that the pool of candidates would have a diversity of strength, which will increase the possibility of ending up with productive sales executives. Information about the company would be provided to the candidates in an attempt of making them more aware of the organization. Having the companys name well known to these new entrants in the labor market has the propensity of future association. A greater emphasis on this tactic is applied to universities that are close to the company headquarters, where the sales department is located. During these job fares, the department shall ensure that candidate eligibility and on-job exams are performed; it helps to shortlist candidates (Dale 119). Department representatives will thus go to their offices having a list of candidates that would be considered for interviews.

The above measures will ensure that the department gets a larger number of candidates, which will raise the possibility of getting a well-qualified member of staff. In order to ensure that the company has an assured supply of future employees in the sales department, the department shall ensure keeping contact and qualification information for the candidates, especially those who would have shown greater qualification for the post. In any case, a position becomes vacant; the department would just contact these individuals and subsequently request that they apply for the position. The department shall ensure to inform other departments on how the process was undertaken because only the best practices would be applied in the system. The successful hiring of well-qualified employees by the department and the company would have positive impacts. The labor force will further benefit from improved teamwork in respective departments. The companys organizational culture would also benefit from the contribution made by new members of staff.

Job Analysis

Job Title: Company Sales Manager

Reports to: Marketing Vice President

Department: Marketing

Essential functions of Sales Manager

Following are the key functions to be performed by the companys sales manager:

Link to Consumers; The sales manager shall be the link between the company and its customers. The managers shall therefore be responsible for communicating customer complaints or any other information to the Marketing Vice President. Key duties will involve selling company products to the target market. Being the link between the company and its customers, the sales manager shall be responsible for communicating important messages to different departments; this shall make it easy for the manager to work together, and thus enable the company to reach its goals, mission, and values.

Recruiting Sales Staff; This task will involve searching for well-qualified sales staff to represent the company in different markets. The manager will also allocate duties to the newly hired sales team together with the existing sales representatives. As the overall sales team leader, the sales manager shall be responsible for motivating, monitoring, and supervising representatives performance both in the field and in the offices.

Setting Target and Budgets: The manager shall be responsible for setting budgets to be used in distributing company products to the markets, as well as setting targets for projected sales revenue in different markets. It shall be important to ensure that these goals are met.

Understand the Market: The sales manager shall be the source of information regarding competitors moves in the market, which will be important for the company because it shall be able to stay ahead of the competition after understanding rivals market expansion plans (Bunn & Johnson 15).

Primary Objectives

First, the Sales managers key objective shall be to promote the company and its products to the market in the most aggressive and beneficial manner. Means used will be the ones that will be affordable to the company; they must also help in maintaining the value of company products among consumers.

Second, The sales manager shall ensure that goods reach customers locations at the right time and in the form they had left company stores. This shall ensure that quality is always guaranteed, and thus prevent inconveniencing the company consumes.

Third, the manager shall pursue with zeal consumers loyalty to company products. This is a must achieve the goal, because it will lead to more repeated business for this company. The manager should always have in mind that most of the companys revenue is garnered from repeat business, which should remain the case.

Fourth, the sales manager shall be liable for maintaining smooth routes of communication between the company and its customers. The manager should thus inform or train the sales team on ways of keeping consumers happy and collecting information that will e of great use for the company. The sales team should understand very well their employers mission, goals, and vision, which should be used in guaranteeing consumers the best services products possible.

Fifth, the sales manager shall be monitoring inventory so as to ensure that there are always enough products to be shipped to consumers locations when needed.

Education

A sales manager has to be knowledgeable in the following areas:

Sales and Marketing: Apart from holding a bachelors or higher degree in business administration, the manager must have undertaken a sales and marketing course ruing undergraduate or graduate education. A postgraduate diploma in sales and marketing will serve as a due advantage to the manager.

Language Skills: This involves the knowledge of understanding both written and spoken English. Being able to write and speak the language to a degree that can be understood by consumers is also necessary because it will make performing the duties of listening and attending to consumers needs.

Company Products: Having an educational background that touches on company products will make it easier for the sales manager to learn about new company products easily (Danna 194). This will benefit consumers because their questions regarding new company products, which will be explained by an individual who understands not just the product but its chemistry and history.

Customer Service: Being in contact with our customers at all times will demand the sales manager to have knowledge of consumer relations. This could originate from advertising and public relations from business classes and will come in handy as the sales manager executes various customer duties.

Management: Being the team leader of the companys sales team will require the sales manager to be well exposed to the art of management. The sales team will be the companys link to its company and should thus be managed well so as to leave a lasting positive impression on consumers regarding our companys caring culture. Apart from management, the sales manager will be required to have some mathematical skills that will be needed in preparing target sales and budget allocations to various sales teams.

Experience

It shall be important for a sales manager to exemplify the following experience:

Attentive to detail: This involves the ability to listen carefully to consumers in ways that will create greater understanding. This will also help in listening and understanding instructions from superiors.

Expressive: This means that the sales manager has to be in a position to express in detail product features to consumers, which will the passage of accurate information to consumers.

Outgoing: The sales manager shall have to be experienced in mixing with a group of individuals and strike quick conversations. This is because the company sales manager will be meeting new customers that have to be interacted with as if the two parties have known each other for decades.

Negotiation oriented: This involves having the experience to make decisions in a group of people, or situations that no side holds sway. Since the company does not have cardinal rules to be followed by the sales team, it shall be upon the sales manager to lead the sales team in negotiating contacts with customers or their middlemen.

Persuasive: In reaching constructive agreements in negotiations, the sales manager has to exemplify the nature of convincing the other party into reaching mutually beneficial conclusions.

Work Environment

The sales manager will be performing tasks in different sets of environments, one being the office where alls strategies will be developed and the other being on the field while interacting with the customers. The following are some of the scenarios that the sales manager will be faced with along the line of duty:

Interacting with Senior Management; This involves regular meetings with the companys senior management to brief on how company products are doing in the market compared to those of competing firms.

Interacting and influencing consumers; shall be different from the one in the office. The office environment is meant to be perfectly formal and is with colleagues and superiors that the sales manager knows well. However, the sales manager will be faced with a different environment in the field, because it shall involve strangers whose needs have to be met while at the same time improving their perception of the company.

Both environments have one thing in common: they provide sales managers with opportunities to crate and maintain a relationship with two groups that form key stakeholders in the company. The sales manager should use that opportunity to understand what both sides want to achieve in the long run existence of the company (Hisrich & Jackson, 8). The information gathered should be used in formulating policies that will ensure that the goals of both sides are harmonized and achieved. Meeting with these groups will hasten the managers understanding of the direction that sales strategies should take.

Conclusion

The sales manager job analysis detailed above highlights all the necessary requirements that a successful sales manager job applicant should hold. All the responsibilities that sales managers are tasked with are also well detailed. It has also been indicated on what successful sales managers should target at achieving in specific periods of company operations. Though not mentioned above, it is very important for sales managers to have a passion for their job, company products as well as interacting with consumers. Performing this sort of job analysis for various positions in the company is a sure way of ensuring that each individual understands what is expected of them even before they start working in a certain company (Sims152).

Works Cited

Bernthal, Paul. Recruitment Procedures. International Development Dimensions, Boston, 2005.

British Columbia: Trafford, 2005.

Bunn, Albert H. & Johnson, Eugen M. Managing the SalesForce. New York: General Learning, 1973.

CPS. Recruitment Strategy. Washington DC, CPS, 2007.

Dale, Margaret. Recruitment and Selection Guide. New York, Kogan Page, 2003.

Danna, Anthony, J. Developing Professional Selling Skills and Techniques. St Victoria,

Eaton, Helena. Recruitment and Selection. 2007. JMU Consulting. Web.

Hisrich, Robert, D. & Jackson, Ralph. Selling and Sales Management. Hauppauge, Barrons Educational, 1993.

JMP. Recruitment and Selection. Management Practice, 4, 164-179.

Sims, Ronald. Contemporary Issues, Challenges, and Opportunities of Human Resource Management: Charlotte, NC: IAP, 2006.

Abstract

The purpose of this report is to establish the relationship between recruitment, screening, selection and staff retention and how these processes ensure effective hiring. This will be achieved through establishing a relationship between them (Muchinsky, 2006, p. 166). This processes must be mixed together to come up with an effective strategy for recruitment.

The careful implementation and consideration of these processes results in effective recruitment eventually leading to a productive and quality workforce. These processes, if well planned and structured, will aid in encouraging staff retention.

Preface

This report contains the vitality of the careful implementation of the recruitment process. It outlines the importance of the recruitment, screening and selection process and their relationship. It also covers staff retention and its relationship with recruitment.

This report is meant to dwell on the importance of the recruitment process, and to tackle factors that may setback or challenge the process of effective recruitment implementation. It is targeted at anyone who aims at starting a business other than sole-proprietorship (Champoux, 2010, p. 516). The book is written in a linear order in relation to the recruitment process i.e., recruitment introduction, screening, selection and finally staff retention.

Introduction

The employees form an integral part of the organization and that is why various ways of employee hiring are being adopted by different organizations. This is because of the vitality of choosing the right people and placing them at the right posts. Hiring is a key component and is very important to every organization (Chmiel, 2001, p. 420). This responsibility lies with the Human Resource department which determines the vacancies and type of employees the company needs.

Job Analysis

This is an important step in the recruitment process. It is used to aid in recruitment and can be used in diverse ways including choosing of employees, laying out the training requirements needed in a particular job and helping in setting the pay for the job. Some companies employ job analysts to aid in job analysis. Two key components of job analysis is job description and job specification (Smither, 1998, p. 77).

Job description

It is a type of documentation containing the requirements of the job. It enables the setting of objectives of the post. It contains the job title, the rank of the employee, and a description of the employees roles and duties. It also serves as a guideline for an employee as to the role and responsibility he/she is expected to perform.

Job specification

It is a summary of the characteristics needed so as to enable job completion. It contains much more than just the job description (Smith, 2007, p. 34). It has the attributes of the potential candidate.

These are important as they provide useful information necessary and vital to the recruitment process and to the eventual running of the organization (Warr, 2002, p. 81). They also provide specific information as to the role of the employees, hence, making sure that no disputes or neglect in terms of who does what arise.

Recruitment refers to the process of identifying the need to employ someone then finding, attracting and screening qualified people, which will then lead to selection which involves choosing the right candidate to fill the post (Heinitz, 2008, p. 73). This topic is very important as a good recruitment and selection policy will go a long way in representing an organizations output.

The impact of recruitment on screening

The term recruitment refers to the procedure of identifying the need to employ someone. This is followed by then choosing subsequent to coming across, drawing, evaluating and finally deciding on the most eligible individual.

Purpose and Importance of recruitment

All companies require an unlimited supply of qualified people to run the operations. This is because the company may require workers later on. It is also used to cut costs. It is used to ensure that the most qualified people are employed and that the most qualified people will be chosen (Bregman, 1922, p. 44).

As pert the policies, it makes sure that it adheres to certain obligations. It helps to identify the candidates who can effectively work in the organization. It also helps in making sure that the employees will not leave the company after a short duration.

The process of recruitment

The first process of recruitment is job analysis and planning. This entails coming up with a comprehensive job specification for the vacancy (Fagbohungbe & Longe, 1994, p. 111). It includes outlining the skills, experience, qualifications and responsibilities. It should also include the grade and the salary, the starting date and whether the job is temporary or permanent.

The next step is to develop a carefully analyzed strategy that is aimed at picking the most qualified candidate for the organization. This could include issues like whether to train a candidate themselves or pick one from outside. Other issues may include the preferred type of recruitment method to be adopted, the areas to be considered and also from which source the candidate should be chosen.

Searching follows the strategy step. It involves attracting the candidates to the organization. This will involve the use of either one or both of the external and internal sources.

Screening- This plays a big role in recruitment after the potential candidates have been attracted. It is done based on the skills, experience, knowledge and other factors in the job specification. After this stage the candidates are shortlisted based on their performance and skill set.

The last stage is the selection stage which is where the shortlisted candidates are invited for interviews and seminar presentations before the final decision of hiring is made by the company representatives.

Link between recruitment and screening

The recruitment criterion is very important and a good strategy must be adopted for its full impact and results (Cooper & Locke, 2000, p. 255). Its main aim is to ensure that the company is up to standards by ensuring the hiring of the most qualified personnel.

Screening and recruitment go hand in hand as recruitment employs this strategy as a way of short listing the potential candidates before the selection process. This assists in the filtration of candidates; hence, having a better chance of choosing the most qualified person (Furnham, 2005, p. 807). On the other hand, screening can only be effective through the strategizing part of recruitment, which lists the qualifications and skills needed for the job which serves as the basis of the elimination process in screening.

Summary

Screening is a key component of recruitment because without it, the process will not be able to pick out the most qualified candidate or even simplify the process, and screening cannot be effective without the evaluation in the strategy adopted in the early stages of the recruitment stages which includes the job analysis, specification and description.

The impact of screening on selection

Screening is an assessment of job candidates based on a carefully spelled out criteria which include the qualifications and skills (Kalat, 2007, p. 25). The qualifications are assessed using resumes, job applications etc.

Methods of screening

Interviews: The potential candidates are asked a number of questions so as to determine if they fit into the organization based on specific details they are looking for. This form of assessment is effective as a form of preliminary screening.

Job application: It entails information that shows the qualifications and skills of the applicant.

Background checks are also used to determine the candidates credibility (Pearle, 2007, p. 55). Tests can also be given to the candidates to determine their skills and strengths. The most common tests are the ability tests, medical tests and personality tests.

How to evaluate applicants

Job applications can be used to evaluate whether the candidate is qualified enough to work in the company and whether he or she possesses the necessary skills. Contacting the former employer is also very useful as it proves the competence of the candidate as well as the conduct.

Background checks are evaluated based on information like if the employee has a criminal record which may not put him or her in a position of doing a particular job. Some jobs are restricted by law to be accessible to people with criminal records (Sadsad, 1969, p. 180).

Tests are used to determine the candidates abilities in which, without them, he or she cannot be able to effectively work in the company. Ability tests are used to determine the knowledge and cognitive skills of the candidates. These tests should however not be discriminative to some of the candidates. Personality tests are used to test the candidates honesty, preferences and habits. Medical tests are used to test physical fitness, the psychology of the candidate, HIV status, drugs etc.

Link between screening and selection

The selection stage comes immediately after the screening stage. The screening stage simplifies the selection stage by short listing the number of candidates to be chosen and advance to the selection stage. It also ensures that the under qualified candidates are eliminated.

Summary

The choice of the screening method to be used depends on the employer and what the job entails. Screening is a very important stage of recruitment which makes the selection stage easier while at the same time ensuring its effectiveness. Screening evaluation depends on what the job entails and to what extent it will be effective to the company (Doyle, 2003, p. 393).

Screening is important in filtering out the unqualified candidates. The selection process is heavily influenced, simplified and boosted by the evaluation at the screening stage.

Analysis of selection methods

The whole idea about selection is to choose the correct individual who suits the job.

Methods of selection

Interviews are effective in facilitating the exchange of information between the employer and the candidate concerning the suitability of the applicant for the position applied for. Information contained in the applicants form can be dwelt on deeply as well as provide a platform for the coverage of various other questions.

Application forms are used to get information about an applicant (Arnold & Silvester, 2005, p. 701). The information includes the work experience, qualifications, skills, education and the former employers information in case any issues have to be verified.

Tests can also be carried out to find out the applicants skills, aptitude and his or her abilities. The tests should be in line with the job description and should only be carried out if they are necessary.

Participative selection is a method where the subordinate staff takes part in the choosing of their co-workers and supervisors.

Employee leasing is where instead of an employer going through the whole recruitment process, he/she can just get an employee from a third party on a long term or even permanent basis.

Process of selection

Application

This is where the candidates are invited to give out their applications, either through mail or telephone.

Selection methods

These methods are determined by the panel in charge of hiring. They may include panel interviews where the applicants are invited and asked questions meant to access their qualifications. Presentations are used to evaluate the candidates. Selection tests are also given so as to determine the abilities, skills and conditions of the candidate that can either harm or benefit a company. Work samples and portfolios are also evaluated based on the strengths and weaknesses.

Short listing

This is where the candidates are eliminated due to their weaknesses and others are chosen due to their strengths.

Interviews

Interviews are done for all candidates before they are employed. This is a very important stage in the selection process (Straub, 2002, p. 688).

Job Offer

This is where the appointment is made.

Challenges of selection and how to overcome them

Some managers are not capable of picking qualified personnel for their companies because they are not trained to do so. This can be overcome by providing training to all managers who are in charge of hiring employees about effective techniques for employing.

The tests given to the candidates in some cases may discriminate against some groups e.g. based on race, sex etc. Careful consideration and study should be put into these tests before they are administered.

The process of selection can be costly as it entails activities like advertising etc. This can be minimized by applying less expensive methods of selection.

Summary

Good selection translates to a more efficient company as the quality of the workforce will inevitably lead to quality output. Selection methods are effective only if they are applied well and given thorough consideration. If not well administered, methods like those involving tests could prove problematic to the company due to factors like the fact that some imply the company is discriminating against certain groups.

Staff retention

It basically boils down to the ability of an organization or company to maintain its employees (Aamodt, 1991, p. 167).

Recruitment, selection and staff retention

Good salaries should be allocated to the employees to ensure that they are comfortable in the company (Riggio, 2009, p. 476). This is done in the recruitment phase of salary allocation. A good salary shows appreciation, hence, making the employee comfortable.

There should be good diversity policies meant to cater for the different needs of the employees (Krumm, 2000, p. 511). Strict policies can make the employees to feel uncomfortable, hence, develop the urge to leave the company.

The candidates before being employed should have a clear picture of what the company entails, the responsibilities of the job should be clearly stated from the start so as to maintain loyalty and satisfaction after one is employed.

Managers should be given leadership training so that they may know how to effectively deal with the employees, and to ensure that they are comfortable in the company (Ainsworth-Land & Jarman, 1992, p. 201).

The right employees should be given the right positions i.e., an over qualified employee should not be given a lower position and salary as this will make them to leave the company immediately a better spot opens up in another company.

Benefits of staff retention

The company will have a good supply of skilled and qualified personnel who are comfortable at the company, hence, maintaining effective running of the company. Without skilled personnel, a company is put at a bad position.

It safeguards important company strategies and secrets such as if an employee leaves and goes to the competitor he/she is likely to divulge the information, hence, putting the company at a disadvantage (Lowman, 2002, p. 696). It boosts the morale of the company by giving them surety of a good future and company stability (Aamodt, 2009, p. 317).

Methods of staff retention

Offering good salaries and bonuses is effective as rewards make the employees to feel good (Robbins, 2001, p. 588). It also gives the employees a sense of loyalty hence, making them to stick to the company (Jex, 2002, p. 279).

The company can also give out favorable terms like small loans to new employees with a lot of potential so as to build a sense of loyalty and to enable the company to retain them for a longer period (Spector, 2003, p. 276).

More time and effort should be put in ensuring that the employees are treated better, this could be achieved through an understanding of the employees to help in giving them a sense of job satisfaction. This could include knowing their goals, concerns, value, skill level etc.

If an employee leaves the company, steps to finding out the reasons should be put in place and measures should afterwards be put in place to prevent more employees from leaving the company (Levy, 2009, p. 416).

Employees should also be given freedom such as casual days so as to improve the working environment in the office (Riggio, 2007, p. 498).

Summary

Staff retention helps to ensure that a company is able to run effectively and in the best way possible. Poor staff retention strategies results in the slow down and decrease in terms of the quality of a company. Recruitment and selection go a long way in influencing staff retention as they control, and lay down employee structures in things like pay, bonuses, positions given and skill of the employee among many other factors that influence it, hence, good policies and strategies should be implemented at this stages so as to favor staff retention.

References

Aamodt, M G 1991, Applied industrial/organizational psychology, Wadsworth, Stamford.

Aamodt, M G 2009, Industrial/organizational psychology: an applied approach, Cengage Learning, Stamford.

Ainsworth-Land, G T & Jarman, B 1992, Breakpoint and beyond: mastering the futuretoday, Harper Business, New York.

Arnold, J & Silvester, J 2005, Work psychology: understanding human behavior in the workplace. Prentice Hall/Financial Times, New Jersey.

Bregman, E O 1922, Studies in industrial psychology, University of Virginia, Charlottesville.

Champoux, J 2010 Organizational behavior: integrating individuals, groups, and organizations, Taylor & Francis, New York.

Chmiel, N 2001, Introduction to work and organizational psychology: a European perspective, Wiley-Blackwell, New Jersey.

Cooper, C L & Locke, E A 2000, Industrial and organizational psychology: linking theory with practice. Wiley-Blackwell, New Jersey.

Doyle, C E 2003, Work and organizational psychology: an introduction with attitude, Psychology Press, Sussex.

Fagbohungbe, B O & Longe, S O 1994, Industrial psychology: x-ray of behaviour in Nigerian organizations, Kole Consults, Lagos.

Furnham, A 2005, The psychology of behaviour at work: the individual in the organization, Psychology Press, Sussex.

Heinitz, K 2008, Psychology in organizations: issues from an applied area, P. Lang, Bern.

Jex, S M 2002, Organizational psychology: a scientist-practitioner approach, John Wiley & Sons, New Jersey.

Kalat, J. W 2007, Introduction to psychology, Cengage Learning, Stamford.

Krumm, D J 2000, Psychology at work: an introduction to industrial/organizational psychology, Worth Publishers, New York.

Levy, P 2009, Industrial/organizational psychology, Worth Publishers, New York.

Lowman, R L 2002, The California school of organizational studies handbook of organizational consulting psychology: a comprehensive guide to theory, skills, and techniques, John Wiley & Sons, New Jersey.

Muchinsky, P M 2006, Psychology applied to work: an introduction to industrial and organizational psychology, Thomson/Wadsworth, Belmont.

Pearle, I M 2007, Industrial psychology research trends, Nova Science Publishers, New York.

Riggio, E R 2007, Introduction to industrial/organizational psychology, Prentice Hall PTR, New Jersey.

Riggio, R E 2009, Introduction to industrial, Pearson/Prentice Hall, New Jersey.

Robbins, S P 2001, Organizational behavior, Prentice Hall, New Jersey.

Sadsad, B D 1969, Effective business psychology for Filipino students, P.B Ayuda, Manila.

Smither, R D 1998, The psychology of work and human performance, Longman, London.

Smith, M 2007, An introduction to industrial psychology, Read Books, Vancouver.

Spector, P E 2003, Industrial and organizational psychology: research and practice, J. Wiley & Sons, New Jersey.

Straub, R O 2002, Health psychology, Worth Publishers, New York.

Warr, P 2002, Psychology at work, Penguin Books Limited, London.

Essential functions

Following are the key functions to be performed by the companys sales manager:

Link to Consumers

The sales manager shall be the link between the company and its customers. The managers shall therefore be responsible in communication customer complains or any other information to the Marketing Vice President. Key duties will involve selling company products to the target market. Being the link between the company and its customers, the sales manager shall be responsible in communicating important messages to different departments; this shall make it easy for the manager to work together, and thus enable the company to reach its goals, mission and values.

Recruiting Sales Staff

This task will involves searching for well qualified sales staff to represent the company in different markets. The manager will also allocate duties to the newly hired sales tem together with the existing sales representatives. As the overall sales team leader, the sales manager shall be responsible in motivating, monitoring and supervising representatives performance both at the field and in the offices.

Setting Target and Budgets

The manager shall be responsible in setting budgets to be used in distributing company products to the markets, as well as setting targets for projected sales revenue in different markets. It shall be important to ensure that these goals are met.

Understand the Market

The sales manager shall be the source of information regarding competitors moves in the market, which will be important for the company because it shall be able to stay ahead of the competition after understanding rivals market expansion plans (Bunn & Johnson 15).

Primary Objectives

First, Sales managers key objective shall be to promote the company and its products to the market in the most aggressive and beneficial manners. Means used will be the ones that will be affordable to the company; they must also help in maintaining the value of company products among consumers.

Second, The sales manager shall ensure that goods reach customers locations at the right time and in the form they had left company stores. This shall ensure that quality is always guaranteed, and thus prevent inconveniencing company consumes.

Third, the manager shall pursue with zeal consumers loyalty to company products. This is a must achieve goal, because it will lead to more repeated business for this company. The manager should always have it in mid that most of the companys revenue is garnered from repeated business, which should remain the case.

Fourth, the sales manager shall be liable for maintaining smooth routes of communication between the company and its customers. The manager should thus inform or train the sales team on ways of keeping consumers happy and collecting information that will e of great use for the company. The sales team should understand very well their employers mission, goals and vision, which should be used in guaranteeing consumers the best services products possible.

Fifth, sales manager shall be monitoring inventory so as to ensure that there are always enough products to be shipped to consumers locations when needed.

Education

Sales manager has to be knowledgeable in the following areas:

Sales and Marketing

Apart from holding a bachelors or higher degree in business administration, the manager must have undertaken a sales and marketing course ruing undergraduate or graduate education. A post graduate diploma in sales and marketing will serve a due advantage to the manager.

Language Skills

This involves the knowledge of understanding the both written and spoken English. Being able to write and speak the language to a degree that can be understood by consumers is also necessary because it will make performing the duties of listening and attending to consumers needs.

Company Products

Having an educational background that touches on company products will make it easier for the sales manager to learn on new company products easily (Danna 194). This will benefit consumers because their questions regarding new company products, which will be explained by an individual who understands not just the product but its chemistry and history.

Customer Service

Being in contacts with our customers at all times will demand the sales manager to have knowledge of consumer relations. This could originate from advertising and public relations from business classes, and will come handy as the sales managers executes various customer duties.

Management

Being the tam leader of the companys sales team will require the sales manager to be well exposed to the art of management. The sales team will be the companys link to its company and should thus be managed well so as to leave the lasting positive impression on consumers regarding our companys caring culture. Apart from management, the sales manager will be required to have some mathematical skills that will be needed in preparing target sales and budget allocations to various sales teams.

Experience

It shall be important for sales manager to exemplify the following experience:

• Attentive to detail: This involves the ability to listen carefully to consumers in ways that will create greater understanding. This will also help in listening and understanding instructions from superiors.
• Expressive: This means that the sales manager has to be in a position to express in detail product features to consumers, which will the passage of accurate information to consumers.
• Outgoing: The sales manager shall have to be experienced in mixing with group of individuals and strike quick conversations. This is because the company sales manager will be meeting new customers that have to be interacted with as if the two parties have known each other for decades.
• Negotiation oriented: This involves having the experience to make decisions in a group of people, or in situations that no side holds sway. Since the company does not have cardinal rules to be followed by the sales team, it shall be upon the sales manager to lead sales tem in negotiating contacts with customers or their middlemen.
• Persuasive: In reaching constructive agreements in negotiations, the sales manager has to exemplify the nature of convincing the other party into reaching mutually beneficial conclusions.

Work Environment

The sales manager will be performing tasks in different sets of environment, one being the office where alls strategies will be developed and the other being on the field while interacting with the customers. The following are some of the scenarios that the sales manager will be faced with along the line of duty:

• Interacting with Senior Management; This involves regular meetings with the companys senior management to brief on how company products are doing in the market compared to those of competing firms.
• Interacting and influencing consumers; this shall be different form the one in the office. The office environment is meant to be perfectly formal and is with collogues and superiors that the sales manager knows well. However, the sales manager will be faced with a different environment in the field, because it shall involve strangers whose needs have to be met while at the same time improving their perception on the company.

Both environments have one thing in common: they provide sales manager with opportunities to crate and maintain relationship with two groups that form key stakeholders in the company. The sales manager should use that opportunity to understand what both sides want to achieve in the long run existence of the company (Hisrich & Jackson, 8). The information gathered should be used in formulating policies that will ensure that goals of both sides are harmonized and achieved. Meeting with these groups will hasten the managers understanding on the direction that sales strategies should take.

Conclusion

The sales manager job analysis detailed above highlights all the necessary requirements that a successful sales manager job applicant should hold. All the responsibilities that sales managers are tasked with are also well detailed. It has also been indicated on what successful sales manager should target at achieving in specific periods of company operations. Though not mentioned above, it is very important for sales managers to have a passion for their job, company products as well as interacting with consumers. Performing this sort of job analysis for various positions in the company is a sure way of ensuring that each individual understand what is expected of them even before they start working in a certain company (Sims152).

Works Cited

Bunn, Albert H. & Johnson, Eugen M. Managing the Sales Force. New York: General Learning, 1973.

Danna, Anthony, J. Developing Professional Selling Skills and Techniques. St Victoria, British Columbia: Trafford, 2005.

Hisrich, Robert, D. & Jackson, Ralph. Selling and Sales Management. Hauppauge, Barrons Educational, 1993.

Sims, Ronald. Contemporary Issues, Challenges, and Opportunities of Human Resource Management: Charlotte, NC: IAP, 2006.

Multinationals constantly encounter numerous challenges when entering new markets. One of the critical decisions the management of the corporation has to decide is the human resource composition. Different countries have distinctive labor and social practices that may be twisted to disadvantage some groups of people, especially women. Siegel et al. (2011) indicates that multinationals operate on an international scale. Therefore, they can borrow the best practices that can be applied across the area they serve. One way that engenders competitive advantage is aggressively hiring talented members of underrepresented or excluded social groups.

Multinationals can better understand and connect with diverse customer segments by recruiting and hiring members of disadvantaged social groups. The appeal to a broader customer base is supported by the growing desire for society and businesses to promote diversity, equity, and inclusivity within company operations. Additionally, Siegel et al. (2018) state that a diverse and inclusive workforce can enhance employee morale and performance, which translates into improved financial outcomes. A diversified workforce breeds competition that inspires employees to become more innovative and make better and more effective decisions touching the business (Siegel et al., 2011). The workforce will also involve a cultural and social mix of people that promotes employee engagement and retention. Such interactions make the employees feel that they are part of a global community and that their contributions are valued (Siegel et al., 2018). They will choose to be more engaged in work and prefer to stay with the company for the long term. Multinationals that are seen as promoting diversity and inclusion can further benefit from improved brand image and reputation, which can lead to increased customer loyalty and a higher ability to attract top talent.

Furthermore, hiring from excluded social groups can help a multinational to build stronger relationships with customers and other stakeholders. This is because the company will be better placed to understand and respond to the needs and concerns of the communities where it operates. Such a move will also help a multinational to comply with laws and regulations related to equal employment opportunities and affirmative action. There will further be an access to a larger pool of talent to recruit from a broader range of qualified candidates, which will improve the ability to find the best fit for open positions (Siegel et al., 2018). Hiring from excluded social groups could also help multinationals mitigate certain business risks. Companies perceived as fair and inclusive tend to be less vulnerable to social and political risks.

However, it is essential to note that achieving competitive advantages by recruiting from excluded social groups should be all-encompassing. A multinational must create and promote an inclusive culture and provide openings for development and advancement. The multinational will be better placed to understand and observe cultural, legal and social differences. Siegel et al. (2018) state that the approach will ensure a company does not use the same approach in all their different subsidiaries or branches as it could cause more harm than good. In addition, a multinational should go over employment and implement robust measures to create an inclusive culture and ensure that all employees are treated fairly and equitably.

In conclusion, many potential benefits can be gained from aggressively hiring talented members of excluded social groups. A multinational corporation will embrace diversity, equity, and inclusivity principles that will create competitive advantages in legal compliance, improved performance, and stronger cultural and employee relations. However, the multinationals should consider the approach and consider it a strategic value even as the aim is to create a truly inclusive culture.

References

Siegel, J., Pyun, L., & Cheon, B. Y. (2018). Multinational firms, labor market discrimination, and the capture of outsiders advantage by exploiting the social divide. Administrative Science Quarterly, 64(2), 370397. Web.

Siegel, J. I., Xi, M., & Poliquin, C. (2011). Baxters Asia Pacific Talent Edge Initiative. Papers.ssrn.com. Web.

Case problem summary

The main problem in the firm is nepotism, which is evidenced by the hiring of Mary Smith, a daughter of the firms boss, as an administrative assistant even though she does not have the skills required for the position. For the short time she has been in this position, Mary has failed to deliver her roles as required due to a mismatch of her skills and job description. This contributes to the terrible mistakes at her new workplace, including failure to be accurate in details and poor filing of documents. Subsequently, her time management skills are poor, as she cannot meet deadlines. Since she is closely related to the boss of the firm, she tends to be high-headed, which puts her in conflict with other employees, thus failing to deliver the expected duties as expected.

Job Description Required for Marys Position

According to Nkomo, Fottler, & McAfee (2011), it is important for a human resources manager to ensure every job description matches the skills required to perform the job. An administrative assistants job requires an organized approach to work, which may need efficient time management skills, good communication skills, and the ability to blend well with the team. This involves possessing good human resource expertise that would make one respond to employees needs effectively.

Further, an administrative assistant should be accurate to details and proactive as well as know when to seek help from a supervisor. The tasks to be handled include managing correspondence, ensuring a sufficient and efficient supply of stationeries, making and receiving telephone calls, and being the face of the organization (Nkomo, S., & Fottler, 2012).

Various skills are useful for the position of administrative assistant. Technological skills allow interface in office applications, which are necessary for maintaining correspondence, research, and the online community. Additionally, communication skills are important due to the nature of the office environment.

There is always a need to maintain contact with different clientele to keep abreast with operations, which can alternatively be delegated to other employees, such as clerks, receptionists, and typists; this is important to keep the office environment organized. Good command of the English language, both written and spoken, is important and can be boosted by taking lessons in business communication. Technical oversight skills help in ensuring the right environment is provided to meet the order and repair of office supplies. Finally, there should be proper inventory records to maintain the stock balance.

Management skills allow controlling the actions of other people and intervening in their welfare. This may need the cultivation of problem-solving skills that allow flexibility in unforeseen conflicts. Further, the administrative assistant makes appointments for the boss, maintains his/her calendar, and ensures orders to the company are delivered on time. Finally, planning skills will allow the establishment of administrative procedures that enable managing of employees calendars and ensure sufficient resources to sustain the companys operations.

Steps Needed To Remedy the Situation

There is a need to lessen the effects of nepotism at the workplace, both at the personal and organizational levels. This can be achieved by imposing rules and regulations to prevent injustices at the workplace. A level playing ground that recognizes merit is important. Indeed, employees need to match the job skills and efforts made to eliminate favoritism and cronyism at the workplace (Sadozai, Zaman, Marri, & Ramay, 2012).

Managers should be in a position to exercise control over their subordinates to ensure there are discipline and compliance to rules and regulations. When relatives are not tamed, ethics will be compromised, which may lead to a betrayal of trust. An important practice, for instance, in Marys case, is to allow new employees to undergo a formal procedure of recruiting new staff. The boss should make it clear that no canvassing would be allowed in the recruitment process in order to eliminate the chances of hiring a relative. Measures that would discourage favoritisms would include making the relative employee learn that the job he/she has applied for is not guaranteed and distancing oneself from being part of the interview panel (Mello, 2011).

A supervisor should consider the importance of practicing work ethics, which will involve making the boss understand work policies, thus discouraging any form of favoritism. In all the hiring exercises, it is important to state clearly to all the job applicants that the company is an equal opportunity employer and that canvassing would not be tolerated at all stages of job recruitment. This can be discussed with the boss politely, and reasons should be given for not favoring his/her relative by outlining the dangers of such a practice.

Negative and Positive Effects of Nepotism at the Workplace

Mello (2011) highlights the negative effects that nepotism has on human resource management and employees job satisfaction. This practice affects morale, especially due to the fact that existing employees would treat any employee hired through favoritism with distrust, thus causing loss of morale and low self-esteem. When rewards are inadequate or lacking, employees would feel less appreciated and may use grapevine at the workplace to pass a message of disquiet, an effect that might degenerate to high labor turnover (Laker & Williams, 2003).

Clients are also known to rate customer satisfaction based on employee satisfaction. When an employer is rated negatively, customers may be forced to shift loyalty by quitting, hence affecting business. Importantly, salient features, such as role stress, job satisfaction in varying ways, and role strain, are some of the negative effects of nepotism at the workplace. The extent of employees commitment and loyalty is also low when employees fail to recognize opportunities for personal growth, which may be stifled by nepotism. Employees also face the reality of minimal career growth prospects that are likely to prevent them from committing to the companys growth agenda. Nevertheless, when employees feel unappreciated, they may be forced to look for opportunities outside the company (Arasli, Bavic, & Ekiz, 2008).

References

Arasli, H., Bavic, A., & Ekiz, E. (2008). Effect of Nepotism on Human Resource Management: The case of three, four and five star hotels in Northern Cyprus. International journal of sociology and social policy, 26(7/8), 295-308.

Laker, D., & Williams, M. (2003). Nepotisms effect on employee satisfaction and organizational commitment: an empirical study. International Journal of Human Resources Development and Management, 3(3), 191202.

Mello, J. (2011). Strategic human resource management. Mason, OH: Cengage Learning.

Nkomo, S., & Fottler, M. (2012). Human resource management capstone. Mason, OH: Cengage Learning.

Nkomo, S., Fottler, M., & McAfee, R. (2011). Human resource management applications: Cases, exercises, incidents, and skill builders. Mason, OH: Cengage Learning.

Sadozai, A., Zaman, H., Marri, M., & Ramay, M. (2012). Impact of Favoritism and cronyism on job satisfaction. Interdisciplinary Journal of Contemporary Research in Business, 4(6), 760-771.

Introduction

Recruitment scenarios and opinions vary from one organization to another. The difference in opinions and beliefs of hiring managers have influenced this largely. Some will find it appealing to hire young workers while others will prefer doing the opposite. The aims of human resource managers and their organizations mostly shape these opinions and cause the different hiring scenarios. This paper seeks to discuss the experiences and give opinions of different recruitment scenarios.

Recruitment scenarios examples

The first case study is of Wendy Swan. She prefers younger workers to the experienced workers in the firm hence putting up an advertisement for both positions. She finds it hard to find the employees for the position as the non-experienced or graduates are many, and the experienced are few (Bennett-Alexander & Hartman, 2011, pp. 136-142). From experience job adverts that state the age, they are looking for and the experience discourages a person from applying. In my opinion, the reason an employee would prefer a younger employee without many years of experience is to save on the salary costs. Many fresh graduates look forward to gaining experience; therefore, they will demand less in terms of wages compared to experienced applicants (Breaugh, 2013, pp. 391-393).

In my view, this firm needs to reconsider its hiring strategies. While companies need to cut down expenses, they should not do this at the expense of quality work. Firms should focus on the capability of potential employees they are recruiting and not the age or the year of graduation. This ensures the firm hires quality staff who will meet the clients demands and ensure the continuity of the business in years to come (Breaugh, 2013, pp. 400-412).

The second case scenario is that of Kayla who receives complaints from customers that they cannot understand Alex. Alexs accent is the main issue, in this case, affecting effective communication. From this case, it is clear in this organization, there are no communication rules. Where Alex worked before joining this firm there were rules about communication. He has decided not to follow them because, in this new firm, he does not have to follow those (Bennett-Alexander & Hartman, 2011, pp. 300-306). From experience, it is essential to make rules and give them to potential employees before they join the firm. This will allow them to assess themselves and know whether they qualify for the job. Besides giving terms and conditions, they also need to highlight the responsibilities that come together with the new job. This ensures they are aware of what they should do before they join the firm. Kayla may not fire Alex, but she will have to reduce his managerial duties because he cannot speak fluent English (Bennett-Alexander & Hartman, 2011, pp. 300-305). Failure to do this would result in the loss of clients. My view on these issues is that employers should assess potential employees to know whether they meet all the requirements for the new role. This will avoid future conflicts between the employees, employers, and clients. I believe that speaking English should be a Bona Fide Occupational Qualification in this case because many of the clients speak in English and for one to converse with them it is best they understand English and communicate using it fluently. If the clients continue to experience problems understanding what Alex is explaining to them, they will start looking for other similar businesses to make inquiries. This will mean a loss of clientele and a possible drop in profits if this firm continues to hire workers who cannot communicate in English in a similar position in the firm.

Conclusion

In conclusion, managers should consider all the factors that make a quality employee. They should always consider the quality and should never ignore it at the expense of saving costs. This will ensure the continuity of a business and create a good work environment for all employees. It is also important to ensure staff satisfaction, and as such, the wages should be compatible with the level of assignments one receives. This will motivate employees to give quality work.

References

Bennett-Alexander, D., & Hartman, L. (2011). Employment Law for Business. 7th edition. Columbus OH: McGraw-Hill Education.

Breaugh, J. A. (2013). Employee recruitment. Annual review of psychology,64 (1), 389-416.