Introduction
Mentor functions such as career development and psychological support have been found out to be the antecedents of employee promotional attitude. On the other hand, the psychological contract breach of employees and their effective organizational commitment can be used as the mediators between the functions of mentoring employees and the promotional attitude, where organizational commitment depicts the full mediation effects ( Armstrong & Taylor, 2014) . Increasing the career satisfaction levels in the management program encompass three elements, which include appraisal and advice, development, and training ( Bratton & Gold, 2017) . The career management program stipulated for this course is important for the employees as it creates the arena for personal and professional development. However, there are factors that should be considered when recommending whom to select for the training program bearing in mind that the program features a growing, high demand organization. This report gives the prerequisites of the selection criteria and recommends whom to select for the opening while trying to address the questions that may arise in choosing the entrants into the management training program.
Credentials of Entrants into the Management Training Program
The selection process of entrants into the management training program determines the eventual performance of the business company, bearing in mind that the input of the candidates will influence the discretions made during normal operations thereafter. Many questions often arise on the prerequisites that the candidates ought to bear in the pre-qualification process ( Armstrong & Taylor, 2014) . For instance, executives are faced with the problems of benchmarking, engagement of the workforce planning, and putting the time to fill in the proper context ( Hossain et al., 2015) . The process of selecting the entrants for the management training position should first begin with setting the benchmarks, where the executive should look at the size the company, the level of the position, the measure of local talent supply and the demand. The CEO should also be proactive in estimating the costs of using in-house or outsourcing the suitable candidates for the same position ( Bratton & Gold, 2017) . This gives the requirement that there should be high levels of engagement of the workforce in the planning stages. There are different measures and determinants that should be used as the basis for selecting the suitable candidates, where the quality of hire should transcend above the efficiency as this does not merely involve filling the seats.
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Selection of new applicants to enter into the first management training program requires a critical evaluation of specific credentials of the applicants, bearing in mind that the successful applicants and the prospective employees will serve the growing needs of the business organization ( Armstrong & Taylor, 2014) . It should also be emphasized that career management programs are of particular importance for younger employees that expect a genuine and meaningful start into their career, where it not only provides personal development but professional development ( Bratton & Gold, 2017) . This implies that the first prerequisite that will be the basis for qualification of applicants for the management training program will be the age, where young employees will be preferred as they are quick learners and can serve them within the required capacity over lengthy periods. Young applicants are also considered to be energetic and outgoing, where they can use their unexploited talent to reach out to the management objectives of the business company.
The age should not be the only constraining factor for the qualification of the applicants. Instead, the organization should realize that the mentoring benefits are revealed at the organizational and individual level ( Bratton & Gold, 2017) . For instance, mentoring leads to increased organizational attractiveness in as much as it increases the levels of job performance. The management should put emphasis on mentor support, which stems from the fact that lack of mentor support prevents female employees from succeeding in their career ( Hossain et al., 2015) . On the other hand, mentoring can be considered as a tool that shapes the mentee’s attitudes towards the organization while serving in a management position.
Consistent communication of the organizational values to employees and helping them to set up a clear understanding of what to expect is considered as the foundation for high levels of satisfaction and service quality while designing the management training program ( Bratton & Gold, 2017) . Moreover, the front-line employees are the most valuable resource for the business organization as they are the ones who deliver services to customers while serving as the brand ambassadors ( Armstrong & Taylor, 2014) . However, not all front-line employees can be the best candidates for the management training program. It should be emphasized that the pre-qualification entry into the management training program will be based on thorough screening of the ten applicants, while the results from the screening process will be used in settling down on the right candidates.
The screening process should be based on predictor scores that encompass determinants such as the company experience, the level of education, performance ratings, the cognitive ability test, integrity test and background tests ( Hossain et al., 2015) . Moreover, other skills should be put into consideration, which may include the interview ratings of the individual candidates and communication skills ( Armstrong & Taylor, 2014) . The process of decision making should thus be done initially by scrutinizing the candidates in the various ways in which they can meet the required standards set. For instance, employees who have more than 10 years of company experience are likely to understand the management challenges that the company faces, and can be the right candidates for the training program ( Bratton & Gold, 2017) . Moreover, academic qualification is a necessity since the rightful candidates must be holders of a minimum of college degree since such candidates can easily adapt to the learning environment.
The screening test should also involve the identification of the performance rating of the individual candidates ( Chang & Busser, 2017) . Since the performance rating ranges from 1-5, the best candidates fit for this position will be those with an outstanding performance with the performance rating ranging from 4-5. On the other hand, the candidates must undergo a cognitive ability test and an integrity test to know their levels of cognition and intelligence quotient ( Armstrong & Taylor, 2014) . Management positions require that suitable candidates should uphold high levels of cognition ability, while they should also obtain high scores in terms of their integrity. For this course, suitable candidates should have scores of 8-10 in terms of the cognitive ability test, while their integrity test scores should be from 7-10 ( Bratton & Gold, 2017) . The background tests of the candidates should also be a factor for prequalification, where they should have portrayed a high profile in terms of performance.
The management training course also requires candidates with leadership skills. In as much as the prospective candidates will undergo training in management, they are required to have upheld strong leadership skills that can aid in making the right discretions for the business company. The screening process for the selection of suitable candidates should involve the determination of inherent leadership skills of the candidates ( Armstrong & Taylor, 2014) . The candidates should uphold sound communication skills, which can be determined by responding to questions such as; is the candidate an active listener? Moreover, is the candidate sensitive to non-verbal communication cues such as facial expression and facilitating group conversations? The candidates should also be put to task to respond to questions on how they will motivate and inspire others to go an extra mile for the organization ( Bratton & Gold, 2017) . Suitable candidates are those who have a past record of allowing employee autonomy, asking for the input of others and assessing the interests of the staff. Employees who have inherent motivational skills will be the right candidates for this position as they will help in moving the masses towards attaining the corporate goals designed in the business organization.
The panel for appointing the candidates should also base on the creativity of the employees using their past records of performance. Occupying the management positions will involve making a number of decisions that do not have clear answers, which requires a person with the ability to think outside the box ( Chang & Busser, 2017) . For instance, the right candidates are those who would have demonstrated the ability to learn by trying non-traditional solutions or those who approach problems in non-traditional ways ( Armstrong & Taylor, 2014) . For instance, the panel should stick to employees who have proved to avoid the safe conventional paths while confronting historical problems emanating from the accomplishment of projects within the business organization. Such candidates are suited for the position as they have sound conceptualization skills and cognitive flexibility.
Conclusion
It is imperative that employee training is a practice of the human resource management that is aimed at improving the levels of the profession of employees. However, selection of entrants into a management training program involves screening of essential elements that should be determined by the set benchmarks. The process should be based on the predictor scores that are meant to test the various abilities of the candidates, while the highly ranked employees can be considered for entry. For instance, candidates who have more than 10 years of company experience are suitable as they understand the culture, values, and motivations of the business company. Education background should also be a factor to consider while selecting the candidates, where the minimum requirement should be a college degree. Consequently, the inherent leadership skills such as communication, motivation, and problem-solving can act as the basis for pre-qualification.
References
Armstrong, M., & Taylor, S. (2014). Armstrong's handbook of human resource management practice . Kogan Page Publishers.
Bratton, J., & Gold, J. (2017). Human resource management: theory and practice . Palgrave.
Chang, W., & Busser, J. A. (2017). Hospitality employees promotional attitude: Findings from graduates of a twelve-month management training program. International Journal of Hospitality Management , 60 , 48-57.
Hossain, M., Abdullah, A. M., & Farhana, S. (2015). Performance Appraisal & Promotion Practices on Private Commercial Bank in Bangladesh: A Case Study from Pubali Bank Ltd. Asian Business Review , 1 (1), 49-55.
