Job Classifications, Recruitment, Selection, Compensation and Evaluation - Essay Example

Module The Relationship between Job ifications, Recruitment, Selection, Compensation and Evaluation In order for a company to improve efficiency in employee hiring and retention it is important for the company to ensure consistency in its job classifications, recruitment, selection, compensation and evaluation. Job Classification. Job classification is important in recruitment, compensation and evaluation. Job classification is defined as the system that accurately and objectively defines and evaluates the authority and responsibilities of a job. This is done by evaluating the knowledge, education, experience and skills possessed by individuals currently holding the job (Khan 111). It is conducted by government agencies, the civil service and nonprofit agencies in well-established organizations. Job classification determines the level of compensation for a specific job category. Job classification ensures consistency in the evaluation process and a uniform classification criterion. The process is done by analyzing accountability, problem solving and know- how. Job classification is determined by three attributed including the pay rate, job family and job title (Khan 115). Job classification is an important aspect in hiring and recruitment as it leads to reorganization, identification of new positions and creation of new positions in an entity. Recruitment. Recruitment refers process undertaken by companies to get the best candidate for a job within the organization or outside the organization. This process entails evaluating the requirements for the job, screening the applicants, attracting employees to the job and incorporating new employees in the organization (Khan 115). This process can be done internally or externally depending on the job classification and the nature of candidates the firm aims to attract. The process starts by the company trying to reach a high number of applicants through social media advertising, college and campus recruitment, newspaper advertisements and job postings on the company’s websites (Khan 117). After the potential candidates have been shortlisted, they screened to establish if they are qualified for the position. They are called upon to be interviewed and undertaken through other assessment methods. Their prospective employers check their background and their references. During the recruitment employees are interviewed are required to state their preferred amount for compensation. Selection. Employee selection is the process of given the job to the right candidate. Further, it entails matching the organizational needs with the qualifications and skills for the job. Efficient selection is done where there is efficient job matching (Khan 111). This enables the company to hire employees that will deliver quality performance in the firm. The company also faces fewer cases of employee turnover and absenteeism. Appropriate screening takes place during the selection process. Selection is different from recruitment since it is more comprehensive and involves choosing the best candidate for the job. The process takes place in the following steps: Preliminary interview that eliminates candidates who do not meet the minimum eligibility. Application of blanks involves collection of data on qualifications, age and job experience. Several written tests including aptitude, intelligence and personality tests are done (Khan 118). Employment interviews are later conducted that involve as face-to-face communication between the interviewers and the candidates. Finally, the medical examination is done to ensure that the potential candidate is healthy. There is a relation between employee selection and evaluation. Compensation. Employee compensation includes all the financial and non- financial benefits given to employees for the work that they do. The financial benefits include salary and wages while the non- financial benefits includes social insurance and others forms of employee benefits (Khan 119). Compensation is based on the skills, experience and knowledge required by a given position. This further shows the link between compensation, job classification and recruitment. Evaluation. Evaluation is the review of the workers’ performance. Companies evaluate employees regularly to ring a bell of what is expected of them in the work place. It also gives information to employers when making important employment decisions including layoffs, pay raises and promotions (Khan 121). It can be argued that evaluation is related to the job classification and compensation. If an individual scores a highly in a performance evaluation, they are likely to get a pay rise or a promotion thus changing their job classification. A line manager views this relationship differently from a regular employee. The relationship between these elements in the hiring and selection ensure the successful operations of the employees (Khan 123). Employees somewhat understand this relationship. For instance, job selection affects recruitment that in turn affects the compensation. How do firms “master” change? Change is an important factor that affects firms operations in the modern world. This kind of change is referred to as organization change. It is defined as any action or a couple of actions that influence operations in a firm. Change can be planned and instituted by leaders within the organization for instance, adopting the use of new technology or restructuring the system. On the other hand, change can result from outside the firm for example, technological advancements in the industry or a change in the government rules and regulations (Winslow 274). Change impacts on the strategies used by firms to accomplish its mission, tasks performed by the employees and the relationship between them and the implementation of these strategies. Change is termed as a way of organizational life that is necessitated by constant changes in technology, increasing competition in the market place and changing customer needs. When a firm ‘masters’ change, it ensures its continued survival. Managing change is one of the greatest setbacks facing organization in the modern times. It was until recently when companies came into terms with the fact they cannot implement change without considering its impacts on individuals and society (Winslow 274). This explains change management as the use of a systematic approach to ensure success of the program being implemented by taking into account the individual and organization’s perspective. The more efficiently a firm deals with change, the more it is likely to thrive and succeed. It has observed that none of the employees is comfortable with change. Even the slightest change in a firm can result into a significant disruption in the company’s routine. In some instances, employees find it difficult to adjust to change which results to resistance in some situations (Winslow 274). It is important for the management to prepare their employees for any change that is bound to take place in the firm. This is by communicating to them the benefits associated with the change and how they should react to the change. It is important for firms in the modern times to accept change as a way of life. Positive change ensures that a firm remains competitive and ensures prolonged survival. It is important for a firm to prepare their employees for change (Winslow 274). The supervisors and those in charge of the firm’s operations should be equipped with the right tools to deal with the change. Employees should be equipped with the appropriate skills by constantly training them on new skills. Moreover, constant training should be made to be a norm in the firm. This training should be followed by radical changes to the existing rules that make the change process difficult. Managers are considered the agents of change and should always be on their toes when it comes to positively reinforcing change (Winslow 274). Managers are advised to motivate their workers to embrace the change for the greater good of the organization. . In cases where managers do not adapt positively to change, the employees follow suit and the firm may fail to handle change appropriately. Dealing with change is inevitable and companies are advised to follow the right steps in order to succeed. The first step ensures that the executive has proposed change. Additionally, potential threats and opportunities of this change should be evaluated (Winslow 274). This change should be communicated to different stakeholders to enlighten them on how the change will affect them. The second step involves identification of the leaders that will help in implementation of the change. A team should be drawn from all the departments and levels. The third step involves creation of a vision that shows how the change will benefit the organization in future. The fourth step involves communication within the organizations through meetings, emails and newsletters giving the full details of the change. Employees are also given the opportunity to express their grievances (Winslow 276). The fifth step removes the barriers to change by identifying those that resist change and establishes what can be done to help them. The sixth step involves identification of short-term projects that change the company’s future benefits (Winslow 276). The seventh step involves identification of what can be done to improve the project. The final step involves identification of all the lessons that have been learnt in change management. In summary, Tom Peters view on the way companies should deal with change is practical in the current market conditions. This approach mainly focuses on empowerment of decision makers that facilitates the pace at which business activities take place. He considers change and innovation to be the most ingredients of success and encourages individual employees to take responsibility in effecting the change. Additionally, managers are called upon to empower team members to actively participate in the decision making process. Works Cited Khan, Haroon A. An Introduction to Public Administration. University Press of America. 2008, Print. Winslow, Charles D. Future Work: Putting Knowledge to Work in the Knowledge Industry. Simon and Schuster. 2010. Print. Read More