Human Resources Department Administrator and Editorial Assistant - Assignment Example

Task Selecting people for the right job is a basic task of a company's human resources department. Picking the best person to do the job from a long list of applicants entails numerous considerations and qualifications. Except from the general qualities of being hardworking and disciplined, there are qualities that are unique for different positions. Applicants should undergo a thorough screening from HR. Employers should assess the candidates' skills against the predetermined job requirements as well as verifying the veracity of the information supplied in the resume. This stage can include reference checks as well. Testing and assessment should also be done in this stage. The next step will be interviewing the candidates. This allows the organization to further understand a candidate. An interview should go beyond the skills in a resume or the score of a test - it should focus on how the candidate can apply the skills and scores in the work environment. For a position of call centre are much needed, a person possessing high level of communication skills and social interaction. These agents should have the capacity to handle customer service in an international set-up. Applicants should also possess technical knowledge in the fields where the agent is assigned. For call centre manager handling corporate clients, a perfect candidate would be a person that has superb leadership and management skills. He should also display mastery in receiving/conducting calls so that he can be a perfect example to the staff he is leading. Therefore he should have effective communication and interaction skills that his subordinates can emulate. For a human resources department administrator, an applicant should have excellent presentation skills and can motivate others by his inspirational and motivating speeches. Call centre business needs someone who can uplift the spirits of agents who are prone to be upset by distracting and irritating calls. This is exactly their job. A manager that has a just and conscientious vision for his fellow employees, that is what a human resources manager should possess. He should have the zeal to improve his other employees in the company. To put this vision into action, the candidate for this post should have superb managerial and planning skills and capable of spearheading the organization towards staff development. He should also have sufficient knowledge in pertinent legal knowledge needed to ensure that employees will be given just compensation and benefits. Just like the human resources manager, the senior sales manager should be competent in meticulously planning the sales campaign of the company. He should be able to produce sales targets and quotas for his sales representatives. Training his sales force is his other significant responsibility. Because of this, he should have excellent presentation and training skills (Assessment and Selection, 2007). Security staff should be vigilant and physically fit for the position. Since security personnel are needed 24 hours a day, 7 days a week, applicants should also be willing to work in different 8-hour shifts. In recruiting, human resources personnel should be wary about certain legal, regulatory and ethical requirements. The first one is the character and productivity background of the applicant. HR personnel have the responsibility to look over the attitude and behaviour of its applicants. Yet in doing so, the HR should be cautious about the legal issues in recruiting. One such concern is the right of the applicants against discrimination from disability. Disability Discrimination Act 1995 in the UK protects the rights of the disabled (Employer's Forum for Disability, 2004). Aside from this, UK has various laws that will protect employee's rights, such as Race Relations Act 1976, Sex Discrimination Act 1975, and Employment Equality Regulations 2003 (Independent Police Complaints Commission, n.d., p.2). Full-time long term employees have the experience unparalleled by the new-comers. They also have the zealous concern in giving the best that they have for the company (Kentucky Kernel, 2007). Thus HR personnel should consistently consult the employees to negotiate for a tailor-fit benefits package that the management could give to the employees. They should also provide training and skills enhancement activities that will enhance job satisfaction (HR Zone, 2006). Task 2 Multidisciplinary teams are vital for ensuring that the processes in the company operations. The mission of these teams is multiple: to monitor its process, to define and analyze the key indicators and the process objectives, to ensure that the process documentation is updated, to decide when and how to use improvement teams and coordinate them, to manage the process execution teams (e.g. to define the number of teams, the criteria of segmentation, the members validation). This team must meet in a weekly or monthly basis to ensure that the goals of the team are reached. (Fernandes and Duarte, 2003). To build the team the HR department should assemble the staff that will do this mission. The HR should create a vision that will clarify the purpose of the group, gel its commitment, and fuel its motivation. The HR should also secure the commitment and trust of the team members. The department should further foster the unity of the group by making sure that each member belongs to the group. In an era where competition is fierce, a company should put premium on building effective teams that will bring efficiency and effectiveness to the entire organization. Building a team can synergize the individual works of an organization, making it committed and focused on achieving the mission and vision of the group. Task 3 . 1. The organisation has a directive autocrat management style. This means that the management closely supervises the jobs of the employees. Though we can say that the management exude power over its subordinates leadership in this company is lacking. Leadership requires wielding power not only to control subordinates but, more importantly, to achieve results and to further improve the status of the organization. The low morale and motivation of the organization proves the lack of leadership. 2. The adherence of the group to the by-the book, conventional management approach is the strength of this managerial style. However this does not compensate the weaknesses that this organisation has. The group's low morale, motivation and team spirit significantly impairs the growth and development of the organisation. 3. The organisation should ensure that there is a culture of unity and camaraderie among the numerous branches of this company. The management should also give freedom to their subordinates in giving out suggestions and opinions that can improve the productivity of the company. The management should also provide a vision and objective that will foster organisation's excellence (Management Styles, n.d.). Probably the best proof that the organisation is led properly is when all of its members work together for a focused and unified goal. 4. Leadership starts with a unified vision of a company; a goal that is set by the whole organisation and is followed through by the upper management. The next step will be the planning of the organisation. As much as possible, any member of the group should participate in the planning of the company. Following this is the committed, focused and unified execution of this plan. An organisation founded on camaraderie, unity and love is the key for effective leadership. 5. Ideas come from different and sometimes uncanny sources. Sometimes experience and intelligence is not enough to come up with brilliant ideas. This may come from even the lowest rank in the organisation. Another reason is the lower ranked employees most of the time are the ones who experience first-hand the problems that the organisation encounter. The way they handle the situation is a good reference in solving the myriad problems that the company is facing. Task 4 a. Being an editorial assistant, it is his task to support the editor in ensuring the publication of a website. He should also prepare written materials for publication, by copy editing and proofreading manuscripts. He may also confer with authors regarding changes made to manuscript. He may assist and coordinate with photographers and illustrators for their materials; prepare page layouts to position articles and illustrations; write or rewrite headlines, captions, columns, articles, and stories according to publication requirements. b. The manager should provide trainings and seminars in proofreading, editing, writing, and lay-outing to enhance the capabilities of the editorial assistant. The former should also give challenging assignments congruent with the goals and vision that both he and his subordinates that will improve the confidence of the latter after successfully. Conducting appraisals and assessments can help the editorial assistant to evaluate his current productivity. c. Conducting survey from the editorial assistant's peers is one way to assess the personnel. Evaluation of productivity in terms of attendance and tardiness is another assessment tool. Feedback of customers and employees from other companies regarding the performance of the editorial assistant should also be taken into account. d. Lack of proofreading and writing skills largely affects the productivity of this editorial assistant. Another factor is experience in this kind of work, as well as interpersonal and negotiation skills that eases the relationship among him and his co-employees. Reference Assessment and Selection (2007). Retrieved May 7, 2007, from http://www.staffing.org/staffinga-z/info/Assessment%20and%20Selection/ Employers' Forum on Disability. (2004). Recruitment hints and tips: The legal and regulatory environment Retrieved May 7, 2007, from http://www.barrierfree-recruitment.com/recruit/legal.htm Fernandes, J.M. & Duarte, F.J. (n.d.). A Reference Model for Process-Oriented Software Development Organizations. Retrieved May 7, 2007, from http://www.open.org.au/Conferences/oopsla2003/PE_Papers/Fernandes.pdf HR Zone (2006) Using Employee Reward to Recruit and Retain Top Talent. Retrieved May 7, 2007, from http://www.trainingzone.co.uk/cgi-bin/item.cgiid=160947&d=680&h=0&f=0&dateformat=%25e-%25h-%25y Independent Police Complaints Commission. (n.d.) Recruitment & Selection Procedure. Retrieved May 7, 2007, from http://www.ipcc.gov.uk/agreed_recruitment_and_selection_policy-3.pdf Learning Center (2002). How to Build a Team. Retrieved May 7, 2007, from http://www.learningcenter.net/library/building.shtml Management Styles,(n.d.). Retrieved May 7, 2007, from http://www.rpi.edu/dept/advising/free_enterprise/business_structures/management_styles.htm Team Technology (2005) Team Building - A Complete Guide. Retrieved May 7, 2007, from http://www.teamtechnology.co.uk/tt/h-articl/tb-basic.htm U-Wire (2007) Retain Bookstore Employees to Maintain Quality. 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