The most valuable asset of any company
is its human resources. Because of this, companies have to develop strategies
to select the best candidates to help achieve organizational goals. The
management of InterClean, Inc. has given us the task of selecting five new
members to the Puerto Rico operations and creates a development plan to help
the new team succeed with the company's new strategy. The primary purpose of conducting this
analysis is to prepare job descriptions with all the specifications needed to
perform the job. Through this analysis will document the job requirements. This
information will help us in the selection, training, classification and
compensation of personnel required. The
company will no longer sell only cleaning products but will also provide
full-service cleaning solutions for organizations in the health care
industry. With this in mind, our efforts
are aimed for the re-designing of jobs and be able to recruit the right people
for the success of Puerto Rico operations.
The focus of the sales department has changed with this new strategy and
therefore the workforce sales of both companies will be re-evaluated to ensure
they meet the new business focus. Below
we will explain the job analysis, describe the workforce planning system,
methods of selection and who will be the new members of the sales workforce.
The central purpose of job analysis is
to understand the behavioral requirements of work. Cascio (2005) states that there are five
different methods for job analysis: job performance, observation, interview,
critical incidents, and structured questionnaires. Given that the purpose of this analysis is
the re-design of jobs in the area of sales and we have the advantage that we
know the market target and have the profiles of current employees in both
companies, we give emphasis to job performance.
With this method there is exposure to actual job tasks as well as to the
physical, environmental, and social demands of the job. It is appropriate for jobs that can be
learned in a relatively short period of time (Cascio, 2005). Also, we will conduct interviews in a
standard format to collect input from all workers. The new organizational
structure will provide us more detailed picture of the work flow. With a clear process chart we can evaluated
the flow of inputs and outputs from the job being analyzed. After gathering all the information we
proceed to create the Job Descriptions which contain details of all the
activities and responsibilities of the position as well as its important
features such as working conditions and summarizes the personal qualities,
traits, skills, and background required for the position. Further, an understanding of available
competencies is necessary to allow the organization to plan for the changes to
new jobs required by corporate goals.
Workforce planning is crucial. It is a
process of forecasting your workforce needs to ensure sustained business
success and growth, and deciding on strategies to attract, develop, engage and
retain employees ("Workforce Planning", n. d.). The workforce planning system is used for the
planning of human resources needed to fulfill the tasks and bring the company
to achieve the objectives. This planning
as all strategies must be aligned with the vision and mission of the
company. This system consists of several
phases that are related. The first phase
is the recruitment of the resources.
This includes attracting candidates, selecting the best and eventually
the recruitment of the employee. The
essential part of this step is to determine the amount of the resources needed
and what skills they need to have to accomplish tasks. This phase is very important because it is
where you can set whether the resource is good for the office or not based on
the work experience and studies versus the requirements of the company. This stage not guaranteed to be so, but the
problems that may occur in the future can be minimized, to not recruit
resources that do not really have the knowledge, interest or arrangement for
the company to succeed or continue to improve and grow their operations. As part of this phase an analysis of the
functions is require, descriptions of duties that will serve as their guide and
learn what the expectations are.
After the recruitment phase is the
training and development of resources.
In this phase the management establishes the training needs for new
employees and skills to be developed or current employees who must be afforded
continuity and development to maintain the high performance of each one. Most of the employees feel good when the
company help them to develop new skills.
They can do their job successfully, are more motivated and, their
performance is better. Motivation of
employees is the third phase of the Workforce planning system. Once the employee is recruited, prepared to
do their job, know the company objectives and goals, the management should take
steps to keep them motivate. As part of
this, the company creates incentive plans in which most of them include gain
extra money. An employee is also
encouraged when the company keeps him informed, develops for a better
performance, makes him part of the decision-making and, others.
The fourth phase explains the
importance of the employee’s retention and support. This phase like all the above is very
important, as companies invest a lot of capital in the recruitment and
development of a resource. If the
company does not minimize the turnover will be investing a lot of money all the
time. Moreover, the human capital of a
company can become a competitive advantage, which would be difficult to achieve
if the company loses regular employees. Finally,
the last stage of this plan is to lead and communication. The leaders of the
companies have the arduous task of moving his people to high performance. To achieve this it is important to
communicate effectively. These leaders
also collaborate with retention or the turnover of employees. These leaders are responsible for creating
teams to collaborate and the business objectives are met.
The main purpose of our method of
identification and selection of staff is to predict the behavior, performance
and future productivity of our five candidates for employment for InterClean
operations in Puerto Rico. Therefore, the recruitment methods we use are those
that provide the best information of the candidates in terms of their
knowledge, skills and abilities for the position (Richino, 2000). In addition,
Andujar (1996) used those selection methods that help us predict performance of
candidates before they start to work. In
our recruitment process there are several methods that we practice and are
subdivided into two main areas:
• Methods
for the pre - selection of a candidate: Include the resume, letters of
recommendation and pre- selection interview.
• Methods
for making selection decisions: include structured interview, situational
exercises, aptitude tests, intelligence and personality tests, among others.
The methods mostly used by other
organizations, are the outlines and letters, which in disadvantage, do not
possess the best predictive index compared with other methods that have more
advantages. For example, methods of biographical data, intelligence tests,
aptitude and structured interviews demonstrate a higher level of predictive
validity when compared with resumes and cover letters (Brockbank & Ulrich,
2003). IQ tests are very little used as
a method of selection. This contrasts with the consideration of problem solving
and decision making as important qualities to be assessed in a candidate. This
may raise the possibility that the interview or other methods to try to get
this type of data, is used when tests have consistently proven to be cost
effective and provide good levels of predictive validity (Brockbank &
Ulrich, 2003) .
Once we identify the best candidates
in the market, we apply the following selection methodology:
• Evaluation
of their background, through a critical analysis of the resumes
• Technical
evaluation of candidates by the specialists of our firm with training and
experience in the professional area of activity
• Assessment
of personality, potential and skills, by highly trained psychologists in the
use of proven reliability tools
• Reports
of assessed people and joint analysis of the obtained results
• Ongoing
advice on the interview stage and at the time of final selection
Once we recruit the personnel, and
they start working with us performing their position, our corporate retention
methodology is:
1. Provide
a good working environment
2. Convey
the vision and mission
3. Involve
the person in decisions
4. Delegating
responsibility and commitment
5. Provide
or give a status;
a. Status of position: It is very important for each of us as
individuals we can determine the status of a position such as manager,
director, assistant, secretary, chief financial officer, project manager, sales
manager etc. (Cascio, 2005)
b. The pay status: We must know what behaviors with other
companies have profiles that are part of the business (Cascio, 2005). Possibly
it is a business that does not have many funds to place a wage equal status
than a prestigious company, but it is healthy to negotiate this status with
understanding of both parties.
6.
Maintaining a good fellowship
The boss should not see their
officials only through a glass. They should approach their partners and show
them as a friend, brother, father etc. The approach produces affection,
respect, love and identity. To cultivate healthy sense of approach produces
stability.
From InterClean and EnviroTech five
people were taken to complete the new sales team with InterClean. These members
were chosen primarily for their dedication to the customers. InterClean's
primary objectives is to provide safe, economical, and environmentally
enriching products and services to his clients. Workplace diversity is a
primary objective for InterClean. With a diverse sales team, a stronger
connection with the global client community is obtainable. While all 10 of the
previous sales members had exemplary references and experience, only five fit
InterClean's workforce plan.
Based on business requirements and the
job analysis, the most important required qualifications, skills, knowledge and
abilities for the new positions are:
1.
Outside
Sales Representative:
a.
Ability
to sale products and services
b.
Ability
to travel
c.
Ability
to maintain confidentiality
d.
Ability
to maintain high level of self-motivation
e.
Experience
with customer education of products and services
2.
Sales
Manager:
a.
Knowledge
of principles and methods for showing promoting, and selling products and services. Marketing strategy and tactics, product
demonstration, sales techniques, and sales control systems.
b.
Speaking,
active listening, social perceptiveness, persuasion, coordination, critical
thinking, monitoring and service orientation.
c.
Oral
comprehension, oral and written expression, speech clarity, problem sensitivity
and speech recognition.
3.
Vice
President of Sales
a.
Expertise
and leadership in product pricing and promotion.
b.
Ability
to work cross functionally to identify and realizes deliverables required for
aggressive revenue growth.
c.
A
strong team orientation and interpersonal skills to effectively communicate
with clients, agencies, staff, senior management peers and industry colleagues.
The
selected employees are:
Terry Garcia, outside sales representative
Terry, 56 year-old Hispanic female,
was a former high school teacher hired for her ability to communicate, educate,
and her use of critical thinking skills in problem resolution. Terry
understands the value in working as a team in order to get the final outcome.
Susan Burnt, Outside Sales Representative
Susan, a 62 year-old Caucasian female,
performed numerous jobs during her 24 years at InterClean, achieving success in
each role. Six years ago, Susan transferred to sales and met sales goals each
year. Susan is aggressive in closing the sale while understanding the
importance of providing excellent “after the sale” service (from her previous
roles in Customer Service, Collections, Purchasing, and Distribution).
Jim Martin, Vice President of Sales
Jim, 54 year-old Caucasian male, is an
experienced and knowledgeable sales manager in the industrial cleaning and
sanitation industry and he has a reputation for excellent customer service. Jim
prides himself on meeting and exceeding his sales plan each year and is not
afraid to experiment with new techniques to achieve sales.
Tom Gonzalez, Sales Manager
Tom, a 47 year-old Hispanic male, has
been with EnviroTech for five years. His initial recruitment was a result of
his ability to lead a team and for his expertise in developing solutions-based
products for the customer. Tom has been in the industrial cleaning industry for
more than 25 years. Tom enjoys establishing long-term relationships with
customers as the point person for customers to come to if there are problems.
Eric Borden, Outside Sales
Representative
Borden is a 41-year-old African
American male hired by Sally Lindley. During his 14 years of service, Borden
has earned a solid reputation for servicing customers and for helping them get
the best products at the best prices. In addition to his duties as a sales rep,
Borden has performed the role of team leader for several special projects that
contributed to the financial growth of EnviroTech. He prides himself on staying
current with the latest industrial cleaning and sanitation industry
developments, as well as on the changes to regulations and compliance issues
affecting the industry. Borden is paid a base salary and is eligible for the
Sales Bonus program.
Is very important to take in consideration
the laws that can be applied to the new teamwork inside and in relation of
their actual framework not affecting their job tasks. Some of those laws include the American with
disabilities Act (ADA), this one help persons with disabilities giving them the
opportunity to work no matter what condition this person had. Another important law is the
Non-Discrimination law, this one requires to the employers to assure equal
employment to minorities and women, veterans of the Vietnam era, and special
disabled people and veterans. The
importance of following those laws is that the employee will not be
discriminate at any moment and must feel secure in their new jobs. Other important aspect to cover is that the
teamwork and each employee have their unique needs inside their framework and
related to their job tasks. The company has duties in relationship with the
teamwork and their framework and they must be fulfilled, if not complete those
duties the company will be fined.
For the creation of a job position the
company should be clear of the organization needs. This, according to the goals
and objectives of it, which must be aligned with its vision and mission. Before
recruiting an employee the organization should know what are the tasks that
must be done and based on that set minimum requirements for the position that
include skills, knowledge and abilities.
The workforce planning system helps organizations to know all the steps to recruit and maintain an active employee in the company.
This system teaches that not only the recruitment is important, but the
employee must continue developing and motivated to achieve high performance. With this knowledge and practice InterClean
could select the best resources based on the requirements and specifications of
the jobs.
References
Andujar
Rojas, C. (1996). Nuevas tendencias en la selección de recursos humanos en
Puerto Rico. Ciencias de la Conducta, 11, 71-82.
Brockbank, W. & Ulrich, D. (2003)
Competencies for the New HR, Society for Human Resource Management, Alexandria,
VA
Cascio, W., (2005) Managing Human
Resources – Human Resources in a Globally Competitive Business Environment; Mc
Graw-Hill Companies, New York N.Y.
Richino,
S.V. (2000). Selección de personal. Buenos Aires, Argentina: Gráfica MPS.
UCSF. Guide to Managing Human
Resources. A resource for managers and supervisors at UCSF. Retrieved from http://ucsfhr.ucsf.edu/index.php/pubs/HRGuide/
What Is a Workforce Planning System?.
(n. d.). Retrieved from
http://www.payscale.com/compensation-today/2009/10/what-is-a-workforce-planning-system
Workforce planning. (n. d.). Retrieved
from
http://-http://www.dob.nt.gov.au/Employment/workforce-development/Documents/your-workforce/ch1-workforce-planning.pdf
No hay comentarios:
Publicar un comentario