Selection and Recruiting of Employees - Essay Example

WORKING WITH AND LEADING PEOPLE By Name Course Instructor Institution City/State Date 1.0 Selection and Recruiting of Employees The process of selecting and recruiting new employees remains to be a vital facet of running a thriving business, and business managers require first-class workers to deal with important business requirements. Embracing a distinct viewpoint concerning selection, recruiting as well as hiring workers can offer the edge needed to obtain the finest workers, quicker and cheaply. In this regard, if I was partaking in selection and recruitment process, I could start by comprehending what recruitment of new staff is all about. For my case, I see recruitment as a continuing process intended to build up a cadre of competent applicants. Bracken, 2007 (p.1075) posits that there are two fundamental steps; firstly, selection and recruitment for new staff must be a continuing process. Since if the company recruits just when there is a vacancy, then they will for all time be in a reactive mode. The finest correspondence I can offer is comparing recruiting and selling, whereby a company must pay attention for novel sales opportunities: this is similar for hiring great workers. The subsequent step involves selecting competent candidates, given that to have competent applicants it is essential to comprehend the business desires as well as what expertise and performances will be thriving in the business setting. Understanding what to search for and persistently attempting to locate competent workers are the keys to fruitfully select, recruit as well as hire top workers (Bracken, 2007, p.1076). A wide-ranging, bit by bit plan dictates precisely how to build up the cadre of competent applicants. In this regard, it is worth stating that selection and recruiting sources are just restricted by the imagination, and drawing the right candidates effectively entails utilization of manifold sources. 2.1 Skills and attributes needed for leadership Leadership is the art of motivating a particular group of people to perform towards achieving a common goal. Leadership falls upon ideas, it only happens when these ideas reach to other people in a way that engages them. The leader is the director and the inspiration of the action. In the group, he possesses the combination of leadership and personality skills that makes other to follow his direction. Leadership involves inspiring supervising and communicating. Key leadership skills and attributes needed for leadership in any management include: Leadership skills involve leading by example, for instance a leader is someone always around and capable of getting his hands dirty. The best way is to lead by examples, lending a helping hand, pitching in when needed, and making sure they work they do is well conversant to their team. Passion, basically without passion there is no leadership. A leader is a taskmaster or paper pusher, with passion and enthusiasm a leader can inspire other employees so much. This means a leader should believe in what they do and what their company is doing. 2.2 Difference between leadership and Management The main difference between management and leadership is the idea of change, a leader initiate change; this is the whole idea of setting goals and direction. Leaders set positive change, explain the change, and sets out to allow a team of managers to manage it. Managers adopt the change and maintain the status quo and not necessarily to determine the change that needs to occur. Motivation and control are two differences in leadership and management, for instance a leader provides motivation, as they are one involved in setting new directions (Maccoby, 2000, p.58). Leaders should be ready to motivate by explaining why changes occurring and the desired results they will bring. Encouragement must be motivation for underperformance. Managers take control after leadership motivation happens. In leadership most authority comes from the leader himself, the leader works to broaden his influence until employees fell naturally to follow him. Leaders seek to inspire their followers on how to work independently, thereby motivating them to do a good job. 2.3 Leadership styles for different situations Leadership styles are an approach and manner of enforcing strategies, offering directions and inspiring employees. There are three major styles of leadership and they include: Autocratic (authoritarian) style is used by leaders to tell their employees, what they want employees to do, and how they want it finished, leaders use this style when they have information to solve the problem, are short on time and their employees are well motivated. Some people think this style is a vehicle for using harsh language, yelling, abusing power, and lauding by threats. Democratic (participative) style involves leaders including one or more workers in the decision making process. The leader still maintains the authority of final decision-making. Using this style is a sign of strength, rather than weakness and employees end up respecting the leaders. Free reign style allows the workers to make the decisions, though still he is responsible for decisions made. This style suits where employees are able to analyze the problem and come up with solution (Maccoby, 2000, p.58). Here the leader set priorities and delegate some of the tasks. Leaders who use this style are confident and fully trust their employee. 2.4 Ways to motivate Staff Ways to motivate employees in achieving organization objectives include: Ensuring the employees has the required tools required for the job. This will make employees feel they are competent to handle the job. The right office equipments, tools, skill training with other relevant outputs are necessary for employees to perform effectively (Cadwallader et al., 2010, p.220). Additionally, .giving employees chance to choose their ways and methods, of doing a particular job, helping employees to enjoy certain freedoms in turn encouraging them to innovate and try new methods of doing things. Other ways include recognizing and rewarding staffs, who achieve their objectives, announcing the achievements and constituting a recognition bulletin board. 3.1 Team working Teamwork is a collaborative effort by team members working together to achieve a goal. A breakdown of teamwork, makes its members find difficulty to complete tasks effectively and struggle with no set objectives. Teamwork have several common basic elements , including decision making, partnership, readiness to embrace diversity, incessant learning, commitment to common goals, openness to novel concepts, and ability to adjust to overseen conditions. Teamwork embraces diversity; solitary employees have little contact with co-employees leading to fewer opportunities for expansion, growth and exposure to new ideas (McGreevy, 2006, p.367). Team successfully recruits members from diverse backgrounds creating a beneficial environment for developing fresh approaches and ideas. Powerful teams cohere in times of stresses. In teamwork members understand working in groups require quick actions and flexibility, therefore members remain focused and calm where poorly managed teams fail to achieve the set goals. Naturally, two people will never be alike, and within a team setting, this is even more articulated. Whereas one entity may perhaps be an outgoing person, another team member may be reclusive. Beside, whereas one team member may approach life in intuitively, the other team member may see it logically and rationally. Even though having distinct characters on a team may enhance its power, it can as well bring about conflict. A team member can use a certain approach to handle a certain task rooted in his personality attributes, whereas another make use of an approach that is totally distinct cluster of personality attributes, irritations may surface and struggles for authority can occur. Teamwork builds, leads to a strong feeling of the group solidarity, a cohesive office staff is the one that can respond better to challenges. Teamwork has various benefits like: decision making- through teamwork whereby employees can learn their roles and hierarchy in their organization, which leads to decision making since team members are able to know who has the authority to decision making. Everyone has an opportunity to offer input, and team leaders consider the opinions (McGreevy, 2006, p.368). Teamwork is the keystone of effective communication in a business organisation. When working independently or as individuals on assignments, most employees may not willingly share novel information or knowledge. 4.0 Performance Assessment The process of performance, where entity goals are connected to organisational objectives, is the archetypal basis of the cycle plus setting of goal often happens in correspondence to yearly standard evaluation cycles. Goals are occasionally articulated as Key Result Accountabilities and supported by performance measures and performance standards. Berrow et al. (2007, p.335) believe both theory and practices have concentrated on the organization’s goals nature, and how they are determined and articulated. Even though both goal- expectancy theory and setting theory underline the significance of setting a few moderately solid objectives, this may perhaps be complex to accomplish in reality on account of either the insufficient apparent strategic organisational objectives or their diversity, sheer volume or intrinsic volatility. For this reason, management should know that defining organisational goals is not enough in itself, rather there have to be a number of understanding and agreements of on the manner to measure performance. Basically, involving workers in a solicitous performance assessment procedure, assist improve the company’s worker commitment, retention rates, as well as motivation. What’s more, performance assessment help align employee performance more strongly with the organization’s goal; thus, generating an enhanced work setting and an organization that is stronger. For a number of organizations, performance assessment process can be utilized as a tool that assists in recognizing and nurturing prospect leaders. According to Berrow et al. (2007, p.339), an excellent performance assessment process entails no less than three factors: setting of goals; incessant response and training; and a yearly evaluation. References Berrow, D. et al., 2007. Clarifying concerns about doctors' clinical performance: what is the contribution of assessment by the National Clinical Assessment Service? Journal of Health Organization and Management, vol. 21, no. 2, pp.333-43. Bracken, D.W., 2007. Review of Recruiting, interviewing, selecting & orienting new employees (4th edition). Personnel Psychology, vol. 60, no. 4, pp.1074-77. Cadwallader, S., Jarvis, C.B., Bitner, M.J. & Ostrom, A.L., 2010. "Frontline employee motivation to participate in service innovation implementation": Erratum. Cadwallader, Susan; Jarvis, Cheryl Burke; Bitner, Mary Jo; Ostrom, Amy L., vol. 38, no. 2, pp.219-239. Maccoby, M., 2000. Understanding the difference between management and leadership. Research Technology Management, vol. 43, no. 1, pp.57-59. McGreevy, M., 2006. Team working: part 2 - how are teams chosen and developed? Industrial and Commercial Training, vol. 38, no. 7, pp.365-70. Read More