BUS208: Principles of Management

6a. List the steps in the recruitment and employee selection process

The steps in the recruitment process are:

1. Advertise the position
2. Screen resumes
3. Phone interview
4. Face to face interview
5. Assessment
6. Second Face to Face Interview
7. Job Shadow
8. Reference Check
9. Job Offer

The process of introducing new employees to their jobs and to the company is called orientation. An effective approach is to take things slowly, providing new employees with information on a need-to-know basis while making them feel as comfortable as possible. New employees will need initial training to start their jobs, and they'll need additional training as they grow in or change their jobs. Off-the-job training allows them to focus on learning without the distractions that would occur in the office, but on-the-job training is more common. In addition to having well-trained employees, it's important that a workforce reflects the broad range of differences in the population. The efforts of HR managers to build a workforce that's representative of the general population are driven in part by legal concerns: discrimination is illegal, and companies that violate anti-discrimination laws are subject to prosecution. But ensuring a diverse workforce goes well beyond both legal compliance and ethical commitment. It's good business because a diverse group of employees can bring fresh points of view that may be valuable in generating ideas and solving problems. People from varied backgrounds can help an organization connect with an ethnically.

 

Job Description Design Best Practices

List the job requirements in bullet form so that job seekers can scan the posting quickly. Use common industry terms, which speak to knowledgeable job seekers. Avoid organization-specific terms and acronyms, which would confuse job seekers. Use meaningful job titles (not the internal job codes of the organization). Use keywords taken from the list of common search terms (to maximize the chance that a job posting appears on a job seeker's search). Include information about the organization, such as a short summary and links to more detailed information. Highlight special intangibles and unusual benefits of the job and workplace (e.g., flextime, travel, etc.). Specify the job's location (and nearest large city) and provide links to local community pages (to entice job seekers with quality-of-life information).

 

International Staffing and Placement

Managers may want to choose an expatriate when:

1. Company-specific technology or knowledge is important.
2. Confidentiality in the staff position is an issue.
3. There is a need for speed (assigning an expatriate is usually faster than hiring a local).
4. Work rules regarding local workers are restrictive.
5. The corporate strategy is focused on global integration/

Managers may want to staff the position with a local hire when:

1. The need to interact with local customers, suppliers, employees, or officials is paramount.
2. The corporate strategy is focused on multi-domestic/market-oriented operations.
3. Cost is an issue (expatriates often bring high relocation/travel costs).
4. Immigration rules regarding foreign workers are restrictive.
5. There are large cultural distances between the host country and candidate expatriates.

 

6b. Discuss methods of employee compensation and benefits and their impact on employee motivation

Compensation plans reward employees for contributing to company goals. Pay levels should reflect the value of each type of job to the company's overall success. For some companies, technical jobs are the most vital, whereas for others, frontline customer service positions determine the success of the company against its competitors.

1. Pay-For-Performance Plans tie an individual's pay directly to his or her ability to meet performance targets. These plans can reward individual performance or team performance, or a combination of the two.
2. Innovative Employee Recognition Programs - companies often create special programs that reward exceptional employee performance (cash and non-cash).
3. Gainsharing - is a form of pay for performance. In gainsharing, the organization shares the financial gains with employees. Employees receive a portion of the profit achieved from their efforts. How much they receive is determined by their performance against the plan.
4. Team-Based Pay - parallel teams, project teams, and partnership teams are all rewarded for performance a little differently.

 

Pay System Elements

As summarized in the following table, pay can take the form of direct or indirect compensation. Non Monetary pay can include any benefit an employee receives from an employer or job that does not involve tangible value. This includes career and social rewards, such as job security, flexible hours and opportunity for growth, praise and recognition, task enjoyment, and friendships. Direct pay is an employee's base wage. It can be an annual salary, hourly wage, or any performance-based pay that an employee receives, such as profit-sharing bonuses.

Non-monetary pay	Includes benefits that do not involve tangible value.
Direct pay	Employee's base wage
Indirect pay	Everything from legally required programs to health insurance, retirement, housing, etc.
Basic pay	Cash wage paid to the employee. Because paying a wage is a standard practice, the competitive advantage can only come by paying a higher amount.
Incentive pay	A bonus paid when specified performance objectives are met. May inspire employees to set and achieve a higher performance level and is an excellent motivator to accomplish goals.
Stock options	A right to buy a piece of the business that may be given to an employee to reward excellent service. An employee who owns a share of the business is far more likely to go the extra mile for the operation.
Bonuses	A gift given occasionally to reward exceptional performance or for special occasions. Bonuses can show an employer appreciates his or her employees and ensures that good performance or special events are rewarded.