An Overview of the Hiring Process
An effective recruitment and selection process is complete when the right person is hired for the right job. The recruitment process starts with a job analysis whereby the job specifications are determined thus aiding the sourcing of employees by providing information on duties and responsibilities and skills required for the position. According to Lepak & Gowan (2010), a good job analysis helps come up with an appropriate job description that can be put up for advertisement to attract the required talent pool. It also identifies the suitable salary range for a job position and the minimum requirements used to screen potential employees. Job analysis helps point out compensable factors, skills level, the working environment and responsibilities related to the position. It thus covers the first three steps of recruitment, which are the identification of the vacancy, job description, and development of the recruitment plan. The next step is the implementation of the recruitment plan that involves the sourcing for and attracting of applicants, shortlisting, interviewing, and selecting. Before initiating an offer, first comes the final recruitment that involves evaluating the whole process to check for shortcomings.
Compensation
Armstrong (1999) defines compensation as all kinds of rewards that an employee receives as recognition for the services they offer to the organization. An effective pay structure aims to attract and retain the right talent, is a motivation tool, and is keen to achieve internal and external equity. This is accomplished by ensuring that the hard work put in by the personnel is fairly recognized and rewarded in the most cost-effective way for the business. How much an organization values its employees makes the difference between a good company and a great one. Compensation includes both the direct and indirect rewards an individual gets for their contribution to the business. Compensation can be classified into different groups, which include the base pay, incentives, fringe benefits, and perquisites. These rewards can be financial or non-financial. It is important to note that there is a tendency lean towards non-financial pay in the economy today; they are commonly concerned with lifestyle and employees’ quality of life concerns, and they include, health insurance, flextime, company perks, and telecommuting. Gratton (2004) states that over the years, employers have over-relied on monetary rewards for motivation while overlooking the crucial role non-monetary compensation plays in motivating the workforce. In this case, as part of their benefits package, the new hires have their preferences. Cassandra prefers a one-week vacation and flexible work schedule. Malcolm has opted for remotely telecommuting and a package deal of a company’s smartphone and paid up internet service. Their demands are reasonable with regard to the current labor market. Whether to negotiate their terms or go by them is determined by the organization’s philosophy on procedures of work and the compensation philosophy. Organizations should have in place a strategic payment plan that lays down basic guidelines for rewards, which include pay scales, reward programs, benefits packages and company perks. Gabriel (2010) contends that the needs that are real motivators for performance are those found on the higher levels of Abraham Maslow’s hierarchy of needs and they are not dependent on monetary values. An organization can meet them by providing, recognition, flexibility, fringe benefits, a chance to contribute and training to their employees.
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The Decision to Hire
The hiring decision is an elaborate action plan that is influenced by a lot of factors that determine whether a candidate is the best fit for the position, putting into perspective elements like, basic skills, job experience, expertise, personality, and attitude. The cost-value ratio is an important aspect to consider when hiring since it affects the pay structure of the whole organization and may cause dispute if not well addressed. Besides the ability to perform their duties effectively the best-fit employee should be able to adjust comfortably to the organizational culture and be part of the team. A background check of the candidate helps track the behavior and professionalism of a potential employee. It is important to take note that if the best candidate out of the interview process does not culturally fit into the organization, then it is best to repeat the process or recruit the second best-qualified individual. When faced with the dilemma of two equally qualified individuals out of the interviews, it is crucial to check for outstanding traits that favor the organization’s growth such as the ability to take the initiative. The final hiring decision is dependent on the perspectives of the management and the recruitment team, and a good track record of previous work experience. Concerning my decision to hire, I would hire Cassandra on the basis of her twenty years of experience and her ability to fit into the organization represented by her willingness to take up a flexible schedule since we are not entirely a virtual or online organization. Malcolm’s demand to remotely work from home might cause a dispute in the office, create similar requests by existing employees, and thus prompt for unplanned change.
References
Armstrong, M. (1999). Employee Reward. London: IPD Gratton, L. (2004). People Management.
Gabriel, M. (2010). 6 Non-monetary Rewards that Motivate Employees Retrieved from http://www.vitaver.com/blog/2010/07/6-non-monetary-rewards-that-motivate-employees/
Lepak, D., & Gowan, M. (2010). Human resource management: Training and Development. Upper Saddle River, NJ: Pearson Prentice Hall
