March 29, 2012
Discussion Questions from Chapter 1 and 2
1. Relate a hiring experience you have had as a job seeker to the process illustrated in Figure 1-1. What could the organization you applied to have done to improve your experience?
Many years ago I applied for a job I learned about by word of mouth. I was instructed to contact the supervisor of the position I was seeking in order to set up an interview. I interviewed with the supervisor, and met the qualifications he had for the job, and he told me he would contact me at a future date to formally offer the job. After a few weeks, I had heard nothing. I contacted the supervisor who conducted the interview, only to find out another applicant had been hired by the supervisor’s boss. It was apparent the business I applied to did not have a formal process of hiring employees because the supervisor had no idea the manager was doing a search of his own. The organization could have benefited from the sort of flowchart in Figure 1-1 by allowing the HR Dept. to screen all potential applicants, then presenting them to either the supervisor or the direct manager for a further interview. Following a process like the one presented in Figure 1-1 would have potentially solved the problem of two different supervisors interviewing candidates without knowing what the other was doing.
2. Assume that your organization wants to pursue a staffing strategy of acquiring the best talent possible. Give an example of how the firm’s ability to provide only average pay can affect the success of this staffing strategy.
An organization seeking the best talent available will have to figure out a way to properly compensate their workers, but this is not always an option due to differing business climates. Firms wanting to recruit the best talent must be able to provide competitive wages and/or performance pay to avoid losing the employee to another job offer. When the labor market is competitive, firms may find they will have to increase wages just to draw in applicants. If the firm is operating on a tight budget, it may not have enough money for top-level talent. If a firm can only afford to hire average talent, it may want to develop a training program which will increase the knowledge and productivity of its average workforce, turning them into top-level talent over time. Over time, attempting to hire the best talent with average wages will certainly affect the firm by causing retention problems. Job applicants identified as top performers could also be affected by average wages. If a potential top-level employee takes an average paying job believing that over time he/she will be able to receive pay increases and those increases never come, he/she may not perform at their full potential or worse, begin to seek work elsewhere.
4. Recruiting and selection are interdependent, two-way processes in which both employers and recruits try to look appealing to the other while learning as much as the they can about their potential fit. Impression management is the process through which people and employers each try to control the impressions others form of them. How do applicants and employers try to look appealing to each other during the staffing process?
Employers seeking the best, most qualified applicants must make the organization appealing to potential job seekers. This is done through employer branding, where the employer attempts to create a favorable image about their organization. Attractive wages, benefits packages, and actual work environment are factors employers can offer to applicants to entice them to join the firm. The resume is the applicant’s main source when trying appeal to potential employers. An accurate, honest resume will greatly impact a potential employee’s chance at landing the best job. Additionally, well-rounded applicants are appealing to potential employers, as are those who have taken the time to...
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