Factors to Consider When Hiring Employees - Essay Example

Module Employee The first and most important factor I would consider when hiring the five employees is background. The background is a broad concept whose constitution ranges from character to academic merits. Since the five employees will be working in key positions where they will privy to vital information and strategy, and considering that they will be recruited from our rivals, they must be of good moral and ethical character. In this regard, we will be especially keen on recommendations as well as criminal and disciplinary records. Employees with good recommendations and excellent criminal and disciplinary records are likely to respect the policies of our company than those whose records are questionable (Rees and Smith 43). More often than not, these records symbolize a potential employee’s character and ability to meet workplace expectations. For the five employees, we will also look for evidence of leadership ability and good moral and religious background. For example, employees who have held leadership positions in their previous places of work are more likely to understand the demands of confidentiality and high-level professionalism than those who are yet to demonstrate leadership ability. Good moral and religious background is usually indicative of a person’s character and commitment. For example, individuals with a sound religious foundation are more likely to show loyalty and respect confidentiality. Another factor that we will consider when hiring the five employees is age. Experienced employees are more likely to understand and respect requirements for strategic and information confidentiality. Experience also symbolizes professional acuity and flexibility, since older employees have probably encountered similar expectations at their previous places of work (Perkins and Arvinen-Muondo 28). Apart from the curriculum vitae, which is a prerequisite in any recruitment process, we will also require the five job applicants to have social security cards, birth certificates, identification cards, work permit, and academic documentation to verify the information provided in the resume. These documents are mandatory, and all applicants must have them or present them during the interview process. For applicants who are not US citizens, they must present original passports and legible copies of the appropriate pages indicating current immigration status. Applicants who are selected will be required to review and sign the employment contract and terms of conditions before commencing their tenures. Since the five employees will be involved in issues that are of extreme importance to the company, their employment contracts will be worded differently and they will need to be assisted to comprehend the importance and expectations of their positions (Crawshaw, Budhwar, and Davis 19). The last crucial document is the nondisclosure (confidentiality) agreement, which all five employees will be required to sign and respect. For the five employees, their confidentiality agreements will be structured and worded differently in lieu of their responsibilities and level of access to vital information. The agreement will only be signed after the applicants are hired, but they will be informed about the confidentiality requirements during the interview process. In this case, the confidentiality agreements will be unilateral, or one-way. This means that the company will disclose specific information to the employees but will expect it to remain confidential for strategic and competitive purposes (Rees and Smith 29). The agreements will prevent the employees from taking and using the information to which they are privy without compensating the business. This is extremely important, especially considering that the five employees will be hired from competitors. Finally, since the five employees will have access to important information, their positions will be senior to the other fifteen workers. This means that the issue of remuneration will be a major aspect of the recruitment process and salary negotiations. The issues to be considered in hiring the fifteen employees are more or less similar to the ones involved in hiring the five employees; the only difference is the degree of scrutiny the five employees and their documents will be subjected to (Crawshaw, Budhwar, and Davis 36). Apart from seniority and job expectations, all twenty employees will experience similar recruitment processes. As a matter of fact, from an organizational perspective, it is not advisable to create huge disparities between the two groups because there is a high possibility of breaching employment laws. Antidiscrimination laws are one of the most important components of employment law. As with other components, compliance with these laws require sound internal mechanisms that support the company’s efforts to remain within the law when hiring and managing employees. Concerning antidiscrimination, the first mechanism involves the institution of in-house antidiscrimination rules that stipulate the company’s expectations on the issue (Rowley and Warner 35). These rules will be incorporated in the company’s charter and mission statement to formalize them so that employees understand the degree of their importance. Employees who violate the set rules will be reprimanded in various ways based on the requirements. This may include financial penalties and other measures designed to prevent the development of discriminative tendencies. The company’s antidiscrimination rules will be aligned with its human resource (HR) strategy and national employment laws. This means that during hiring and recruitment and in other routine organizational processes, the company will give equal opportunities to all applicants. This will be augmented by an equal opportunity policy that will be implemented with the aid of all employees and external reviewers (e.g., federal compliance officers) (Crawshaw, Budhwar, and Davis 47). Another important mechanism will involve training employees to understand and practice antidiscrimination policies. The company will approach the issue in a holistic and balanced way to ensure that all employees contribute to compliance requirements. The company will view antidiscrimination policies, not as a project but a culture that must be cultivated and nurtured to facilitate long-term planning. Focus will be shifted from HR practices to routine workplace processes so that in the event of restructuring or the hiring of new employees, the culture is preserved for future reference (Rees and Smith 51). During the interview process, the interview panel will structure questions and requirements in a way that no applicant is denied the opportunity to be hired. For example, the panel will not require applicants to answer questions on their race and gender and, if it is imperative that they do, the questions will be framed in a neutral and participative manner. Works Cited Crawshaw, Jonathan R., Pawan Budhwar, and Ann Davis, eds. Human Resource Management: Strategic and International Perspectives. Los Angeles: SAGE, 2014. Print. Perkins, Stephen J., and Raisa Arvinen-Muondo. Organizational Behavior People, Process, Work and Human Resource Management. Illustrated ed. London: Kogan Page, 2013. Print. Rees, Gary, and Paul Smith, eds. Strategic Human Resource Management: An International Perspective. Illustrated ed. New York: SAGE. Print. Rowley, Chris, and Malcolm Warner. Globalizing International Human Resource Management. London: Routledge, 2013. Print. Read More