Human resource management
Choosing the best candidate for an organization can require a great amount of time and effort for the human resources department. Often times, HR looks at both internal and external candidates. Discuss the firm’s external and internal assessment goals. How does this impact the hiring decision?
- Internal assessment goals of an organization are to ensure that the training given to the employees is meaningful for both promotion and dismissal within the organization. Internal assessment within the organization provides new opportunities for the employees and also creates development of the organization. In addition, it maximizes the organizational returns through workers continuous assessment. On the other hand, external assessment goal in an organization is to identify the opportunities that exist for expansion. External assessment goal is in an organization also helps the organization to point out the existing threats and find solutions. The objectives of the competitors of the organization are assessed and ways of creating competitive advantage is sought for the target market of the organization (Collins & Smith, 2006).
- There is an organizational law which also helps in assessment in an organization by ensuring that all the workers are treated fairly and prohibiting discrimination. Complying with the makes assurance that the organizational law are not violated when assessment is done. This is important within the organization as it prevents issues that may arise during the hiring of the employees. The employees may raise complaints in that the process was unfairly done. The assessment goals therefore have much impact on the hiring decisions whereby these impacts make most organizations use different types of goal assessment. For example, not every individual can be hired in an organization, the managers need to decide and ensure that the applicant is well fit with the values and the culture of the organization (Bidwell, 2011).
There are two ways of combining candidates’ assessment scores so that they can be compared with one another. Discuss the multiple hurdles approach and the compensatory approach. Which approach to combining candidates’ assessment scores would you favor for choosing candidates? Why? Be certain to discuss key components used within each process.
- The process by which the scores of the candidates are compared is known as the selection process. The selection process is used to identify those individuals with the right qualifications after they have done the exercise. The selection process is therefore done into two main ways. The two main ways include the multiple hurdle approach and the compensatory approach. For the case of multiple hurdle approach the individual or the candidate is expected or must pass through all the selected process. If the candidate fails any step in the selection process, it disqualifies him or her from being considered in the other sections. In compensatory approach it gives the applicant permission to attend to all the selection process examination whereby their results are obtained to determine the performance (Bidwell, 2011).
- I will prefer the multiple hurdle approach because it allows the best candidates to emerge from the exercise. Those weak in a particular area are eliminated within each step giving chance for the best candidate to be selected. The multiple hurdle approach is known to be the most efficient way of eliminating the candidates at each step. In addition, it saves time as compared to the compensatory approach whereby the individual are given time to compensate for step they have failed. It is cheap as compared to the compensatory approach whereby multiple hurdle approach does not accommodate all the candidates until the end but it keeps eliminating them in each process (Ferris, 2009).
Several internal and external assessment methods were discussed within this unit. Identify and discuss three internal assessment methods that you feel are most effective and three that you feel are least effective. Identify and discuss three external assessment methods that you feel are most effective and three that you feel are least effective. Explain your reasoning.
The most effective methods of assessing internal goals include skills inventories, monitoring programs and also performance review task. The least effective methods of internal goals assessment include the clinical assessment, assessment Centre method and job knowledge tests. Skills inventory method of internal goal assessment defines the skills of an individual and the ability he or she is capable of doing. This ensures that the best equipped personnel are hired in an organization. Monitoring programs are very effective ways of internal assessment whereby they continuously monitor what happens within the organization and identify both the strengths and weaknesses. Performance review task is an important method in organization whereby an individual is assessed on his or her performance skills and effectiveness. Assessment Centre method is where the individuals are taken for assessment whereas job knowledge is the identification of how much knowledge and individual has concerning the job (Collins & Smith, 2006).
Effective external goals assessment includes the SWOT analysis which mainly focuses on the environment within which the organization is located. There is screening methods which mainly concentrate on the cover letters and application of the individuals. Another most effective external goals assessment is the evaluation methods which deal with the value assessments, work samples and reference checks. On the other hand, least effective methods of external goals assessment include background assessment method which is out for the background information of the individual. There is also community assessment method whereby an organization makes analysis of the impacts of the community to the organization. Assessment centers can be used in assessment of the external goals of an organization whereby two or more organizations may meet to share ideas (Ferris, 2009).
The job offer process is very critical when choosing the best candidate for the job. Some of the things that attract and entice candidates were mentioned in previous units. As with strategies for recruiting candidates, the company must also have strategies in place for making job offers. Identify and discuss, in detail, the factors that affect the content of job offers. What should occur if the company rejects a candidate? If the candidate rejects the company?
There are many factors that should be considered when making job offers. Many individual consider only the amount of salary received as the only factor affecting job offers but there are also other factors like the position. The job position is usually described in the advertisement document whereby if an applicant does not get it should also ask for more details. The details should give details on whether you qualify in the position or you will enjoy working in the position fully for maximum results of the company. Career is another factor that affects offers in an organization. The applicant should ask himself or herself whether he or she got the qualification for the job path. You should look on the opportunities which will make advancements into your career by using the company’s offers. The offers should give chance for more training and developments of the employees to enable the employee have promotions (Collins & Smith, 2006).
If the company rejects an individual it should give explanations as to why it has rejected the individual. The recruiter should ensure that the candidate is fully satisfied with their rejection. They should provide other options to cater for the rejected individuals too. If you change your mind in any step, you as a recruiter should find ways on which you should disqualify the individual. On the other hand, if the candidate rejects the offer, the company should listen to what the candidate needs and see whether they can cater for the demands. Ensure that you sweeten the deal as the recruit to ensure that you get this candidate but if the he or she persists rejecting the offer you should allow other people in need of joining your company (Bidwell, 2011).
Bidwell, M. (2011). Paying more to get less: The effects of external hiring versus internal mobility. Administrative Science Quarterly, 0001839211433562.
Collins, C. J., & Smith, K. G. (2006). Knowledge exchange and combination: The role of human resource practices in the performance of high-technology firms. Academy of management journal, 49(3), 544-560.
Ferris, G. R. (2009). The elusive criterion of fit in human resources staffing decisions. Human Resource Planning, 15(4).
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