SELECTION FOR STEEL MAKING COMPANY
Question 1.
A steel company is looking to manage the acquisition of its staff members over the next ten years. The situation has arisen due to its extremely low turnover in the manufacturing sector that has resulted from the company policy of promotion from within that usually limits it to hiring only at the entry job level. at this level, the company usually employs individuals that showcase promotional potential hence limiting it to employing a few additional staff. This has created a situation that involves the majority of staff retiring in a couple of years hence the need to undertake measures to address the impending staff shortage. The company is considering acquiring individuals with promotional potential and organize special training that would fast track them into quickly acquiring skills that would enable them to fit into the job vacancies that would be availed (Moon et al, 2017). The company is also considering abandoning its policy the promotion from within to enable it to acquire more skilled labor from outside the organization.
Question 2.
As the company staffing strategist, the promotion from within policy is an important strategy to acquire most of the employees that would be needed each year hence would be maintained. This strategy will allow the acquisition of potential promotional graduates or persons who will be placed under special programs to develop their skills. The acquired skills would be honed and sharpened through programs such as the mentor and mentee partnership that would enable the potential individual to learn from the experienced individuals before taking over the job vacancies that would be made available. The policy also allows the organization to weed out individuals who do not fit with the organizational structure through the special training and the mentorship program hence avoiding hiring and appointing wrong individuals into leadership roles. This would create a clear career path for these individuals hence ensuring a smooth transition of the hiring process. However, if the number required to be hired is overwhelming, then the promotion from within policy would be temporarily abandoned to provide the need to hire more qualified skilled labor from outside the organization.
Question 3.
The acquisition of employees involves various measures to select the appropriate individuals to fill job vacancies. The development of the selection system should provide a process that would lead to acquiring the desired candidates (Perozzi et al, 2019). Therefore, the company selection process should include the presentation of applications, employment tests, interviews, background examinations, and finally medical investigation. Arguably, the selection system will require selection tools for It to be implemented into the company recruitment structure. The first tool that the company would consider using is the Screening tool. This tool works by using an automatic grading system that assists the company to obtain the basic qualifications required for a job position through reviewing resumes, verifying application forms, and even social media reviews. This approach however, is limiting as not all provided information in resumes, social media platforms, and application forms is accurate. The other tool is the use of e-recruitment which involves the use of technology to seek potential prospects for job opportunities. It involves obtaining these individuals details via social media platforms hence it is beneficial as it avails a wide labor pool to seek employees. The tool however is susceptible to cyber vulnerabilities that may lead to data loss or risking the privacy or applicants’ data.
Question 4.
Determining a good working selection instrument should consider attributes such as ensuring the validity of the information obtained, being unbiased, applicable and it should cost beneficial. Henceforth, to ensure the approach designed several methods could be implemented. These include the use of interviews such as the unstructured interviews, situational interviews, and behavior description interviews that allow physical interaction with potential job seekers to obtain and verify their information. The other approach would be the use of cognitive ability tests that involves ability tests and even personal tests that would provide an insight into the characteristics and skills of the job seekers to verify their general potential to fit into the organization.
Reference
Moon, J. S., & Choi, S. B. (2017). The impact of career management on organizational commitment and the mediating role of subjective career success: The case of Korean R&D employees. Journal of Career Development, 44(3), 191-208.
Perozzi, B. (2019). Leadership Development Through Transforming the Student Employment Process. New directions for student leadership, 2019(162), 23-36.