Interview and Selection for Gamages
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Interview and Selection for Gamages
After several years of grappling with various challenges that saw the decline in the business prowess of Gamages, it has managed to revitalize its business prowess owing to the strategic leadership of its new CEO. Due to the booming business, Gamages is opening a new outlet in New Castle. The recruitment process that shall be applied in the selection of its employees shall determine the success of the company. This report details an approach to the selection process that the company should assume to ensure that the selection process is largely successful.
The CEO of Gamages, from the case study, says that Gamages is committed to turning values into value. This statement shows that Gamages is keen on hiring the best talent from the field and uses it to roll out a valuable and explicit performance. The type of Interview that the company assumes in the selection process shall, therefore, be a great determinant of the value of staff it shall (Kimbrel et al., 2020). To ensure that it selects highly skilled employees that shall be sensitive to the goals and missions of the organization, Gamages should adopt a behavioral and competency-based type of Interview. According to Alonso et al. (2017), a behavioral and competency-based interview is a type of direct one-on-one Interview. Direct one-on-one interviews are the traditional face to face interviews in which an interviewing panel directly interacts with the interviewee (Murphy et al., 2016). This type of Interview can be given different approaches ranging from a structured approach to an unstructured approach. A direct one-on-one interview enables the interviewing panel to obtain any kind of information from the interviewee due to its flexible nature hence ensuring that only highly qualified employees are recruited (Murphy et al., 2016).
McGuire et al. (2016) opine that in the contemporary world, modes of conducting interviews during the recruitment of employees have changed with behavioral and competency-based approaches gaining more traction with many organizations keen on strategic growth and development. This type of Interview aims at uncovering how an interviewee has performed in specific situations in the past. Tella et al. (2016) states that one’s past performance and conduct can be used to predict how a person is likely to perform in the future hence the essence of reviewing one’s past performance. Therefore, by using this type of Interview, the selection panel of Gamages will be able to determine the expected performance of the interviewees and hence select employees whose performance is expected to be high based on their past performance. Further still, in this approach, a traditional method is used by an interviewing panel to assess the suitability of an employment candidate for the position they have applied for (McGuire et al., 2016). The suitability of the employment candidates is assessed or evaluated by reviewing their work experience, personalities and skills related to the position they have applied for. On the other hand, the competency-based approach of this Interview solely majors on the skills related to the position in question (Roberson et al., 2017). The approaches that this Interview takes will, therefore, ensure that Gamages select employees with a personality that shall drive the new outlet to success. Being a departmental store having employees sensitive to the needs of the customers shall be key. The competency nature of the Interview will also ensure that only employees with relevant sales skills are selected (Allui & Sahni, 2016). A blend of these two approaches will ensure that Gamages selects only the best employees, suitable for spiraling the new outlet to success.
The HR adviser must also be keen on the questions that the interviewing panel is to ask the applicants. Questions bases on behavior and competency should be adopted. These will aid in determining the skills and personality of the candidates. According to Akter (2019) in behavior and competency-based Interview, interviewers instead of asking the candidates how they would handle certain hypothetical situations, they ask them how they have handled certain situations in the past. Hypothetical situations may be misleading since candidates may come up with creative solutions that they may not have the potency of implementing in real-time situations (Roberson et al., 2017). The questions that should be adopted for the Interview should, therefore, be probing, specific, concise, and pointed towards a certain direction. Some of the questions that the interviewing team should use to gauge the personality and behavior of the candidates should flow in the following direction. The interviewees can be asked to describe various instances in which they were able to persuade others into viewing things or doing things in their desired ways. The candidates can also be asked to describe some of the stressful situations they have encountered in the past and how they overcame these situations (Roberson et al., 2017). The candidates can also be asked to describe situations in which they have set goals in the past and achieved the goals and the factors that led to the achievement of the goals. These types of questions will aid the interviewing panel in determining the personality and behaviors of the person and whether their personalities are in congruence with the goals of the organization (Villegas et al., 2019). In terms of assessing the skills of the job applicants, the interviewing panel can review the academic and professional qualifications of the interviewees. Academic and professional qualifications are a pointer to the relevant job skills that a candidate possesses.
After the whole interviewing process, Gamages should get down to the salary negotiations part. Gamages expects to hire at least eighty sales associates to kick start the operations of the Newcastle branch. Just like any other departmental store, these associates shall perform different roles that will attract different salaries, hence the essence of a salary negotiation scheme. Robertson & Williams (2018) quip that in the employee selection process, salary negotiation is the most crucial part in which the worth of the selected employees is determined. This process should and must come before the issuance of the letter of offer. The amount of salary agreed upon should be accepted and agreed on by both parties to ensure that employees do not push for legal claims, later on, demanding better salaries other than the agreed salaries at the selection process (Robertson & Williams, 2018). Further still, involving the employees in the selection process will aid in boosting the self-esteem and psyche of the to-be employees. Acikgoz (2019) argues that when a person or a subject is involved in the determination of a case that directly affects them, they feel appreciated and hence will be motivated into working hard to ensure the attainment of organizational goals and objectives.
For fixed positions in which multiple employees are expected to serve in, Gamages can adopt the use of salary grades in which there is a common salary for all the persons that shall serve a particular position (Soltis et al., 2018). This scheme shall also aid in reducing the time to be spent in the entire selection. However, for positions in which negotiations are accepted as per the rules of Gamages concerning their selection process, the organization should ensure a win-win situation in which all the parties are satisfied with the outcome or the agreed salaries (Gitman et al., 2018). In situations where a candidate expects higher pay than the one suggested by the Gamages recruitment team, the recruiting panel should ensure that the candidate is highly talented and will deliver good performance that shall steer the organization to success and, the candidate has exquisite talents and skills that are rare in the market. When these particular conditions are met, the selection panel of Gamages can consider offering a higher salary than the expected salary. However, the salary offered must be economically viable to the organization, in that salaries paid out must never surpass the revenue or profits of the organization (Patil & Vadavi, 2019). The section stage is highly vital since it can make or ruin a section process; hence keen attention should be paid to this process (Acikgoz, 2019). Gamages may lose some selected candidates at this pint, and that should never come as a worry to the hiring personnel.
After a successful salary negotiation process, the company should get to the job offer process. This should be the final stage of the recruitment process. After a selected candidate agrees with the management of an organization on their salaries, the organizations should quickly make a job offer to the selected candidates. The job offer should outline the roles, responsibilities, renumeration, and other terms of the job. Waheed & Yang (2019) argue that while most HR professionals may think that making a job offer is a simple process, it may turn out to be a difficult process. An organization cannot be sure that an employee is part of them until the employee joins the organization. Therefore, to make the section process seamless, HR officials should make job offers to the selected candidates within the shortest time possible after the interview process (Waheed & Yang, 2019). The HR specialists in charge of the selection process should make job offers to the selected candidates immediately the Interview is done (Soltis et al., 2018). Within the offers, they should set deadlines within which the selected candidates should accept the offers, failure to which the positions are re-advertised for fresh section after the selected candidates have been contacted to no avail. It is common for candidates to change their minds after being selected to be part of an organization. This may happen when they get better job offers from other organizations, hence the essence of Gamages quickly absorbing the selected candidates.
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