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Hiring Tips
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The
HR department must pay attention to their hiring practices.
Hiring the right person is of utmost inmportance for the
success of a company. |
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Hiring
Competent people leads to Organizational Effectiveness
Human resource
management is responsible for the people dimension of an organization.
It is responsible for getting competent people, training them, getting
them to perform at high levels, and providing mechanisms to ensure
that its employees maintain their productive affiliation with an
organization.’
Human resource
management involves the productive use of people in achieving
organizational strategic objectives and the satisfaction of individual
employee needs. Human resource managements execute diverse functions
as recruitment and selection, training and development, performance
management, compensation management, Managing diversity, industrial
relation, labor laws, International human resource management, HRIS,
career planning, employee health and safety, HR audit and managing
human resources in changing world. Every
one of these functions has their own importance in the organization.
Nevertheless getting
competent people is the most important HR responsibility in
my point of view. There is perhaps no more vital topic in HRM than
employee selection, as right selection pushes the organization towards
the right direction and trains them for competitive advantage over
other competitors.
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An organization
fails to achieve its strategic business objectives without
competent people and right training. The success of an organization
depends on having the right people in the right job at the
right time, the organization strategic business objectives
and culture should determine the people selected. In others
words, the selection criteria should be consistent with the
organization's strategic business objectives. Companies today
are facing revolutionary changes, complex technologies and
global competition. Organizations that fail to have right
person at right place at the right time are at risk.
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A proper match between work
and the employee capabilities are now an economic necessity.
The pressures of competition, cost saving, downsizing and
global skill shortages have made recruitment a top priority.
The competition for talent means that skilled workers are
today’s prized trophies. For many companies, talented people
are the prime source of competitive advantage. Charles
Goode, chairman of ANZ, says ‘Attracting and retaining the
most talented staff and building a successful culture are
critical to our future. It is true that organizations succeed
or fail on the basis of talents of employees, then mangers
directly influence that success by the people they hire. Regardless
of whether the company is large or small, hiring the best
and the brightest employees lay a strong foundation for excellence.
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Alternatively,
it is common to hear managers who don’t recognize this point
lament the inordinate amount of time they spend trying to
fix bad selection decisions. In
addition, equal employment opportunity legislation, court
decisions, and the Uniform Guidelines have also provided and
impetus for making sure that the selection process is done
well. The bottom line is good selection decisions make difference.
So do bad ones.
The
first step towards getting competent people starts with Strategic
recruitment (the linking of recruitment activities with
organization strategic business objectives and culture) and
followed by strategic selection (the linking of selection
activities with organization strategic business objectives
and culture) to accomplish organization business objectives.
Strategic selection aligns employment activities with the
organization strategic business to produce contribution to
organizational performance.
Jaguar UK for example uses psychometric
tests to measure independence of thoughts, team working and
cooperativeness. Mazda (USA) uses aptitude test, written
form, personal interviews, and stimulated work exercise to
weed out druggies, rowdies and unionists. The success of strategic
selection processes depends on the process of analyzing job
and develops job descriptions and specifications. job specifications,
in particular, help identify the individual competencies employees
need for success – the knowledge, skills, abilities, and other
factors (KSAOs) that lead to superior performance. This
is often referred to as person-job fit. The process of
graduate recruitment and selection in the UK has become more
person-related than job-oriented because many employers are
more interested in the attitudes, personality and transferable
skills of applicants than the type or level of qualification
acquired.
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Research has demonstrated that
complete and unambiguous specification of required competencies
(via job analysis) reduce the influence of racial and gender
stereotypes and helps the interviewer differentiate between
qualified and unqualified applicants Research also shows that
applicants whose KSAOs are well matched to the jobs they are
hired for perform better and are more satisfied. The threshold
competencies are the essential characteristics that everyone
required in a job but the differentiating competencies are
the characteristics that distinguish superior performers from
average performers as superior performer utilize their skills
and knowledge at their maximum level. Emotional, social and
cognitive intelligence competencies predict effectiveness
in professional, management and leadership roles in many sectors
of society.
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In addition, these competencies can
be developed in adults. The use of selection methods such as interviews,
references, psychological tests (interest test, aptitude test, and
personality test) helps in identifying the required competencies
for the job and in accomplishing the organizations strategic selection.
The execution of HR practices in
relation to HRM activities helps the organization to function
smoothly. The implementation of the systematic process of strategic
recruitment, strategic selection, accurate job analysis, matching
of competencies, using competency based selection procedures indeed
helps the organization to get competent people which in return helps
in accomplishing its strategic business objectives (mission).
In the rapid changing economy, organization
restructuring, international competition, global outsourcing, deregulation,
social attitude, legal requirement and industrial relations, training
becomes the need of the hour as to take competitive advantage over
other competitors and develop them for the better future. Therefore
getting competent people and training are backbone of HR as strong
foundation (competent people) and (training) builds up a strong
organization and prepare to sustain the organization in changing
economy.
Contributing
Writer: Dr Jaideep kaur, I am working as a faculty
in Amity Business School in HR department. jaideep.god@gmail.com
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