MBA Strategic Human Resource Management Discussion ForumQairul Muzzammil Kamaruzaman updated 2 days, 3 hours ago 33 Members · 141 Posts
- MemberOctober 20, 2021 at 4:16 pm
Students, you are required to use this forum to discuss the programme. Feel free to raise your questions, thoughts and comment on your classmate posts
AnonymousDeleted UserOctober 27, 2021 at 8:27 pm
Hi. Sir, I m Grey Duda from Kuching, Sarawak. MBA -ODL Student. May i have the planner for our classes? To put in my calendar 2021-2022.
- MemberOctober 28, 2021 at 8:48 am
Class 1 – 20/10/21
Class 2 – 27/10/21
Class 3 – 10/11/21
Class 4 – 24/11/21
Class 5 – 8/12/21 – Individual Assignment Due
Class 6 – 22/12/21 – Group Case Study Due
- This reply was modified 1 month, 1 week ago by Affendy bin Abu Hassim.
- MemberOctober 28, 2021 at 9:00 am
Traditionally, human resource management practices were developed and administered by the company’s human resource department. Managers are now playing a major role in developing and implementing HRM practices. Why do you think non-HR managers are becoming more involved in developing and implementing HRM practices? Discuss
- MemberOctober 28, 2021 at 10:10 am
This may due to people managers are the most closest person work with his/her direct report. They are the person that well known of behavior and attitude of their employees to perform the job. This makes them easy and accurate to evaluate their performance and development compare with HR personals.
- MemberOctober 28, 2021 at 12:02 pm
In my opinion, non HR managers are the subject matter expertise either by qualification or experience. Common goal of the organization can only be achieved if the organization has a positive workplace culture. Working together with direct employees will help in improving teamwork, raises the morale, increases productivity and efficiencies of the team. Non HR Managers can easily identify and evaluate their teams’ strengths and weaknesses, thus, coming up with development and training plans for their employees for better performance. HR and Non managers should work together in order to develop and impose HRM Practices.
- MemberOctober 28, 2021 at 4:28 pm
Typo Error *HR and Non HR managers should work together in order to develop and impose HRM Practices.
- MemberOctober 29, 2021 at 12:38 am
Traditionally, human resource management practices were developed and administered by the company’s human resource department. Managers are now playing a major role in developing and implementing HRM practices. Why do you think non-HR managers are becoming more involved in developing and implementing HRM practices? Discuss.
In general in this modern times, the practice of having HR managers delegate their duties to line manager will be due to the size of the hierarchy levels of manager and also a way to bring out the optimize organizational performance from the employees.
In other note, it is way more strategic to get the line managers to perform this duties as they will need to oversee the employee s day-to-day activities and this will ensure all the goals are met in timely manner.
- MemberOctober 29, 2021 at 5:01 pm
These days, non-HR managers are involved in designing the recruiting requirement and also personal rewards and training. The reason non-HR managers are more involved in HRM practices is that there are many functional roles in a large organization. Thus, it required non-HR managers to involve in motivating the direct downline, enforce the team vision to align with the organization vision. Also, year-end evaluation is coming from non-HR managers.
- MemberDecember 4, 2021 at 8:45 am
The direct managers have move visibility on the daily operation. It can filled the gaps among the company hierarchy especially in a large organization.
- MemberOctober 29, 2021 at 7:53 pm
HR managers may be the ones coming up the the HR plocies and strategies in companies, however most of these are being practiced by non-HR managers as they’re the people who manages the resources in the company. The effectiveness of any HR policies will be seen firsthand by non-HR managers in their day to day work. Non-HR managers would also be more familiar with the requirements of the roles in their department and hence can feedback to HR on these in-depth, on hand information. Similarly if for example turnover rates are high, the managers are the ones who understands the reasons and causes of these better than the others. Hence in today’s time we do see non-HR managers working very closely with HR managers such as both parties will be attending the interviews with potential recruitment candidates.
- MemberOctober 30, 2021 at 9:19 am
Yes, I agree that Non-HR managers becoming more involved in HRM practices and they should.
Non-HR managers manage and supervise their staff at specific towers example Department of IT. As a manager in that particular department, she or he has more visibility on the IT work nature. Having said that, it is no doubt that she/he knows the IT job better so it would be good if she/he involve in some HRM processes such as work performance or job appraisal. In certain cases, she/he might need to involve in hiring new IT staff.
The managers at each tower have their expert judgment when it comes to works performance or job appraisal. The Non-HR managers can justify the performance in detail considering they are in the same boat as the staff. It is only fair to the overall KPI justification rather than only HR manager to decide the KPI rating for all employees.
The togetherness between HR Managers and Non-HR Managers helps to make a better policy that meets every department’s need.
In the modern era, we are all the Human Resources to our organization; the spirit of solidarity and cooperation at work for the organization’s betterment.
- MemberOctober 30, 2021 at 6:47 pm
To achieve organization’s goals, Human Resources need to set policies that able to effectively motivates employees to perform and produce output that align with organization’s strategic direction.
Non-HR managers such as the production managers who are supervising employees and monitoring employee’s production will be able to assist Human Resource by providing vital information that Human Resource can use to setup policies to enhance employee’s work quality and production.
As an example, information provided by non-HR Managers can be use by the organization to setup proper and fair reward system that can motivates employees to perform better and produce better result.
- MemberOctober 30, 2021 at 8:43 pm
These recent years, the trend of HRM is moving from administering HR policies and employee values, to making sure the organization focuses on talent strategies, productivity/performance, and business results, which means the expectation towards HRM has changed to become more strategic and aligned with business objectives.
This transition is more prominent in big companies, such as MNCs, where the business strategy and results are crucial to create vision and direction for the whole organization. When the size of the organization is big and there are too many employees to be managed by a sole HR department, the non-HR managers who are directly managing the resources plays an important part in monitoring the employee’s utilization, productivity, and skill gaps, in order to implement the HRM practices such as plan for retention, job role assignments, career development, performance management, and even training. Also, it is normal that nowadays HR department will collaborate closely with business operations department in terms of managing the supply and demand side of the company, as business operations are the ones to have firsthand data in terms of business growth and direction. E.g. Non-HR managers in business operations department would then be involved in creating and implementing process for demand and supply, then collaborate with HR in employee recruitment.
- MemberOctober 30, 2021 at 10:53 pm
In my opinion, non-HR manager also supervising teams and they know how the teams work. This is a part of being a “human resources” as well. Being as a non-HR manager also developing their teams for better performance and they are contributing to the mission/vision of the company. They are getting involve nowadays is due to current needs.
But the better way is it should go back to the professional one since they well trained for that respective scope. (E.g: HR manager handle HR, Finance handle Finance, IT handle IT). They have the expertise on their own scope. This will ensure all decision being made based on the requirement needed.
- MemberOctober 31, 2021 at 3:51 pm
Non-HR managers are becoming more involved in developing and implementing HRM practices because the non-HR managers work closer with the employee. Therefore, by working closer with the employees than the HR managers, “the practices of teaching employees how to perform their jobs, preparing them for future training and development, rewards, evaluations, while creating a positive work environment” the traditional HR departments are not as personally involved as the non-HR managers.
These managers are better equipped with the knowledge of employment performances, skills, strengths, demeanors or whether the employee is an advantage or disadvantage to the company
- MemberOctober 31, 2021 at 11:31 pm
Mostly, non-HR Managers are trade/subject experts of each organization who understand their trade/operation way much better. The Managers of each department understand what type of candidates they required based on the nature of work in each position collectively to operate a department.
For example, positions such as site supervisors for scaffolding works require to be brave of heights, highly responsible for himself, people around him, property around him and the environment, highly adopt safety concept, able to work extra hours if required, and possess Level 2 scaffolding competency certification. However, for the position of Site Scaffolding Material Controller require forklift operating skills, store operation knowledge, highly safety conscious, responsible for himself, people around him, and the environment, and also have an ownership attitude towards all the property and operation and high integrity. Both of them are working at the same project site for one project but these 2 different positions require 2 different types of persona.
When non-HR Managers understand what they want and they are able to convey their requirements correctly to the HR Manager, then the HR Manager is able to get the right candidate for the requirement with all their skills. HR Manager acts as the facilitator to facilitate the non-HR Manager’s requirement.
Non-HR Managers also play a vital role in identifying the talents and the best career enhancement for each staff under their leadership. Their KPI and evaluation will help HR Managers to set the best use of the staff for the betterment/growth of an organization.
HR is not HR Managers or HR Department’s job function only but a collective Managers and individuals’ role to ensure the success of HRM implementation.
- MemberNovember 1, 2021 at 7:27 am
In every organization, the employees are the actual asset. Employees have direct effect to the company’s growth and revenue. It only makes sense that each non-HR manager has to learn all HRM practices and implement it in every interactions with their direct subordinates. It is very important for non-HR managers to equip themselves with HRM skills so that they can handle any issues related to human resources more effectively and efficiently.
In my organization, each manager has minimum of 20 reporting employees and the managers have to do performance review, motivate, communicate and enforce company’s value to each of the subordinates. Only when the managers have master the HRM practices, the employees will then be more effective, productive and loyal to the organization. I am a future manager and I have to interview job candidates to bring into the team, not the HR manager. This is to ensure we are bringing the right skill set and soft skills into the organization. Only managers or Team Leaders know what the job scope entails. Often, it is the non-HR managers are the first one to spot any issues or potential problems, and being the front liners of the team or department – knowing how to handle the issues effectively and proactively will ensure the issues are dealt properly and directly instill the level of confidence and satisfaction amongst subordinates.
- MemberNovember 1, 2021 at 9:25 am
Non-HR managers are becoming more involved in developing and implementing HRM practices due to the reason they find themselves in leadership role. A manager becomes excellent when their HR skills are just as strong as their technical skills through their basic understanding of HRM practices.
Hence managers need to focus on staff management, they are required to interview, hire, and train new employees. Managers need to communicate to all their staff and act as a communication medium or channel between top management and employees to identify strengths within their team, and delegate tasks accordingly. Managers are required to evaluate employee performance and analyse data to ensure goals are being met. A manager is responsible to encourage and always motivate their staffs, to increase productivity and performance. They need to enforce company policy, come up with training strategies, to train employees.
- MemberNovember 1, 2021 at 2:07 pm
From my experience, I do agree that Managers are now playing major role in developing and implementing HRM Practices. This is true as we can see non-HR managers directly involves in hiring, determining skill matrix and job requirements, appraisal, training arrangement and others.
In my opinion this is due to the managers themselves has in depth knowledge in their department’s roles and responsibilities, processes and especially the staff themselves.
This doesn’t mean that HR personnel’s role has decreased, in stead they have shifted their roles towards becoming a Business Partner, where they works directly with organization’s senior leadership and understand how HR operates for a successful company.
For a smaller company, the HR roles (wages calculation etc.) are being outsourced to a third party company, and keeping some pf the HR tasks on the hands of Managers.
- MemberNovember 22, 2021 at 12:50 pm
I agree with your opinion, surely the balance between managers and HR personnel are required.
- MemberNovember 1, 2021 at 2:44 pm
Many of the task that is performed by managers are HR related activities. To foster a good working relationship with the direct report a manager should not draw the line to say this is not their responsibility and just pass it to HR to handle the matter. Hence non-HR managers would not need to be equipped with the necessary HR related competencies to guide, coach and manage their direct reports. They should be the bridge between the employee and the HR department rather than seen as a dispatcher merely forwarding the employees request to the HR department. i always feel we should value-add to the task that we do and simply forwarding request to the HR is not adding value and the employee would end up just contacting HR directly thus loosing that close working relationship between the manager and the employee.
- MemberNovember 2, 2021 at 7:18 pm
It is because HRM is playing important role in managing human resources in the organization.
Since the direct managers know their departments best, they can helped in recruiting, interviewing, training, and retaining the employees. It can avoid gaps between different hierarchy within the organization.
- MemberNovember 4, 2021 at 8:01 pm
Q: Traditionally, human resource management practices were developed and administered by the company’s human resource department. Managers are now playing a major role in developing and implementing HRM practices. Why do you think non-HR managers are becoming more involved in developing and implementing HRM practices?
Ans: In my opinion, Non-HR Managers/line managers are the person who closely work with team members to perform day-to-day activities and they are well known employee performances, knowledge, strengths, and skills gaps. Therefore, with the help of human resources management practices Non-HR managers can fix these gaps. HR managers are more focus on practices which able to create a positive work environment by providing training to develop employee skills and by providing rewards after the certain evaluations.
- MemberNovember 6, 2021 at 10:06 pm
In today’s rapidly changing world, non-HR managers are becoming more involved in developing and implementing HRM practices with HR managers because non-HR managers are the best person to help HR managers in the whole HRM practices. In my opinion, non-HR managers should be actively involved and aid HR managers in the whole HRM processes, starting from recruiting, interviewing, making decision to hire employee or not, assigned to the right job, training, counselling and rewarding employees.
This is because non-HR managers are the one who work most closely with the employees and going to take care employees in their whole working career in the organization. Moreover, non-HR managers know exactly what skills, knowledge, personality, and attitude they are looking for in employees. By involving in the interview process, this can make sure that non-HR managers will get the best employees that fit the job requirements and has no problem to communicate with the employees. After that, by knowing the employees’ weaknesses, non-HR managers can provide the right training to them to improve/upskill them. If employees having any work related or personal issue, non-HR manager is the closest person to them to provide counselling and advices to help them. After employees contribute to organizations, non-HR managers need to conduct performance review with employees and feedback to HR department to reward employees accordingly.
As briefly explained here, it is clearly showed that non-HR managers play an extremely important role in HRM practices. With non-HR managers and HR managers work as a team, this can help organization to look for the best employees thus improving organization productivity and help to achieve organization goals.
- This reply was modified 1 month ago by Lai Foong Sern.
- MemberNovember 7, 2021 at 7:49 pm
Besides manages things like people management, managing operation costs, providing technical expertise, monitoring work process, checking quality, dealing with customers, measuring operational performance and others, it is their responsibility to implement the HRM practices. These is because Non-HR Managers plays Role of the front-line manager and deal with the staff directly compared to the HR managers. These Non-HR managers involved more in developing and implementing the HR practices. Below are the areas which have involved of the Non-HR managers in developing and implementing HRM practices:
1)Innovative Recruiting & Selective Hiring: Non-HR Manager knows better on the required skills set and technical knowledge to interview the new Hiring. At the first stage in the selection process, helps to examine quickly and define best resumes among thousands of other ones. They help to recognize top candidates; check their skills with the simple test, without a necessity to read their resumes and help an organization make the right choice and employ people efficiently.
2)Effective Training & Development: Non-HR Manager able to guide and motivate the employer to improve their skills for benefit of the organisation. Coaching and development help to accomplish two goals at once: the image of a company will be represented with the experts in relevant fields and their new ideas, non-standard strategies of business-development can boost income more quickly. Creating an IDP (Individual Development Plan) for and together with the employees helps to improve their professional skills and create a framework for the company’s quick development.
3)Performance Appraisal: It is the systematic evaluation of employees’ job performance annually with the predetermined standards then compare with the actual performance and find the deviation, if arise, then communicate with them, to improve their skills for ahead. Improvements in performance is not possible by once in a year meeting instead performance must appraise frequently. There are different methods of performance appraisal; traditional method and modern method. 360-degree performance management is one the modern and best method to evaluate the performance of employees by their manager, colleagues, subordinates, and external contacts. Achieving a well-rounded and objective view of performance management from a range of sources (as every people have different perspective) and also helpful in addressing performance concerns in specific areas using this method. There are some traditional methods, that gives only rating to employee performance doesn‘t include feedback which must remove from the HR environment, as low rating can down the morale of employees
4)Benefits That Retain Talent: Valued employees feel important members and have long stayed in the organization. Management can feel them valued by providing them various Incentives and performance-based bonuses. HR practitioners should endeavour to have rewards plans for employees as part of benefits packages. Acknowledging a staff member for an exemplary performance can be essentially termed as Employee recognition
5)Employee Feedback Channels & Actionable Insights: By asking questions frequently can win the mind of employees just like ,before producing a product ask the opinion of customer what they actually need , likewise time to time an employer must take review from his/her employees and start by asking more questions to gain insights on employees, Create more on-the-job opportunities, feedback provide opportunities to employees for giving suggestion whenever they can. HR practitioner should conduct employee satisfaction services and implement feedback channels to keep them engaged and for best fitting them into organization
6)Achieving Work-Life Balance (Workplace flexibility): Technology has made the work easier as people can connect from everywhere to anyone, empower the individual to maintain work life balance (peoplematters.org). By providing them flexible working hours and telecommuting options, training them to fit into organization culture. These functions provide engaging work environment which brings greater efficiency in their work and also able to devote their precious time to families. Workplace flexibility refers to people work according to their suitable time, meet the business needs through making changes to the time, location and manner whenever they feel. This flexibility provide assistance to not only employees but also organization as well. Cadbury company consider the best for managing people. It‘s not only the world‘s second largest confectioner, but it has also got the appreciable honour by putting its employees first. Since 1824 (Cadbury set up in this year) maintain the people and providing them engaging environment by giving priority to its humane is the philanthropic activity of the company which combines positivity and balance, among work and life. The survey which was named as Belong survey done with ITES companies with over 50 employees and the data was collected from around 3lakh women and found that Tech companies have only 26% women in engineering roles the reason behind that there is lacking of maintain work life balance, lack of support, family planning etc
- MemberNovember 9, 2021 at 12:48 pm
In the modern world the dynamics of doing business have changed and that is why we find that non-HR managers performing duties that have been delegated to them by the HR managers.
There are hierarchical levels which mean there will be a difference in people management. There is a huge dependency of organizational performance on good management of people. There is need to differentiate between day-to-day operations and the managers to oversee that and those at the strategic level to ensure the organization achieves their goals. Managers in different levels will ensure staff under them are disciplined and they report to work as expected and execute their responsibilities as they supervise all their subordinates.
This also is due to non-HR manager are the closest person that we direct report to. Thus, they know and value all our works, movement and also attitude instead of HR managers, they only rely the data from our KPI and also from any complaints from non-HR managers. Non-HR managers are also supervising teams and they must develop their teams for better performance by contributing to the common goal of the company.
Additional point as my view, HR managers roles come into the picture especially when employing people, train current and existing employee, take care of employee compensation, develop the skills that the employee have especially through trainings so that they can be well developed.
- MemberNovember 11, 2021 at 11:09 am
Q: Why do you think non-HR managers are becoming more involved in developing and implementing HRM practices? Discuss
Excellence non-HR managers must able to maximize the team’s productivity and the effectiveness of human interaction. They understand the business process and have certain goals to be achieved, know the skills-set needed for each team members to deliver best results, and working closely with them.
For example, during the hiring process, non-HR managers will highlight the criteria needed for certain opening position within their team, and once the HR / recruiter identified the potential candidates, non-HR managers are still required to interview them at least at the final stage for ensuring that the candidates really match with what they are looking for.
Non-HR managers also have to ensure that the team can deliver results to achieve certain organization and business goals. Especially for the strategic goals, non-HR managers who work closely with the team members definitely will know the strengths and weakness of each of them. For those that have high potential to further develop their career, non-HR managers can start to delegate tasks accordingly and also make a development plan. For those that are lack of certain skills and behavior, non-HR managers usually will be able to identify them and plan for a training that can specifically tackle the issues.
As per my opinion, I agree that each of non-HR manager needs to become more involved in developing and implementing HRM practices, also be equipped with HR skills or human management.
- MemberNovember 12, 2021 at 9:25 am
Line Managers work closely with the employees hence they are better equipped with knowing what are required by the employees or rather which policies would work better in motivating employees to increase efficiency and productivity, HR department are in close contact with the top management thus it is a quite common sight where most HR departments lean towards protecting or rather defending policies benefiting the management, by delegating this role to the line managers it would assist the hr department to in getting better policies in place to keep employees satisfied which in turn increases productivity and efficiency
- MemberNovember 14, 2021 at 4:53 pm
In my opinion, non-HR managers are fundamentally the integral part of each departments and in the organization as a whole. They work closely with their respective colleagues and spend many hours every day on daily basis, so practically they have the better understanding towards the teams. In other words, they know better how to communicate where they listen and observe while working together, what to expect from each and every colleagues based on their character and attitude, what type of training would be helpful, how to motivate the team, how to bring the best out of them, and most importantly, how to retain talents.
- MemberNovember 18, 2021 at 5:44 pm
In my Opinion, Non HR managers becoming more involved in developing and implementing HRM practices because they tend to get more ground details from the employees who reporting to them whereas HR managers generally only oversees the admin part of it.
There are hierarchical levels which mean there will be a difference in people management
There is a huge dependency of organizational performance on good management of people
There is need to differentiate between day-to-day operations and the managers to oversee that and those at the strategic level to ensure the organization achieves their goals
Managers in different levels will ensure staff under them are disciplined and they report to work as expected and execute their mandates as expected
- MemberNovember 24, 2021 at 10:41 pm
In my opinion, normally in a big organisation non-HR managers would get involve with HRM practices because they are the best person to evaluate the performance of their team members professionally, able to give valuable input for the development of the staffs and reinforce the company’s policy in the departments. However, the company must equip these non-HR managers with necessary HR trainings first so that they have all the necessary competencies to execute the HR task.
- MemberOctober 28, 2021 at 9:12 am
Consider one of the organizations you have been affiliated with. What are some examples of human resource practices that were consistent with that organization’s strategy? What are examples of practices that were inconsistent with its strategy?
Each of you can guys can reply and come up with your own examples within your company.
- MemberOctober 29, 2021 at 1:00 am
Consider one of the organizations you have been affiliated with. What are some examples of human resource practices that were consistent with that organization’s strategy? What are examples of practices that were inconsistent with its strategy?
Each of you can guys can reply and come up with your own examples within your company.
There is this Company X which I was with for around 5-6 years, they were few HR practices that they developed and it has been successful, however this particular one for me has been one that I think was very effective and essential for the organization.
The company runs an annual survey that provides some questions in covering some towers of practices ( e.g Team Management, Career Progression, Workplace Behaviors and etc.) this survey draws a marker on the line manager that will impact the way he maneuvers the team and in return brings out the best of both line manager and employee on what both parties need.
The approach above I would categories as coaching and development in bringing the optimize outcome for the organizational hierarchy.
- MemberOctober 29, 2021 at 4:39 pm
Every year, HR will act as an independent agent to roll out the voice of the workforce to the employees. HR will collect the survey from each BU/department to understand the employee’s thoughts of the organization. It includes the organization’s strategy, vision, and employees satisfaction. Through this activity, HR is able to communicate the outcome with the VPs and reflect the actual understanding and needs of each BU/department. Also, because of this activity, if the BU/department manager score under average points, he/she might need to improve so that everyone can align with the organization’s strategy and employee satisfaction.
Consistently practising this exercise will let the employee understand and be in line with the organization strategy.
However, on the other hand, some years back, there was a new HR practice that rolled out from the headquarter, which was flexible work from home policy. This was to attract more people to join the organization. However, this practice was inconsistent due to different managers practice differently. Furthermore, headquarter did not put the work from home policy in a clear guideline. Hence, even there was a flexible working policy but was inconsistently applied in the organization.
- MemberOctober 29, 2021 at 5:27 pm
“Consider one of the organizations you have been affiliated with. What are some examples of human resource practices that were consistent with that organization’s strategy? What are examples of practices that were inconsistent with its strategy?
Each of you can guys can reply and come up with your own examples within your company.”
With regards to the above discussion and own example as stated in this, here is this Corporation C that I used to be attached to when I just came into workforce, and the management is providing much and high opportunities for young and new staffs (I was young then, only around 20), to take up certain major roles in the corporation and allowing us to be engaged with many training opportunities.
I do believe that the organisation’s strategy is to develop new blood and new thinking into the corporation and assisting new staffs to be adapted to the business culture and also integrating new culture into their organisation.
However, as time passes, we felt that our ideas generated were still being suppressed although certain ideas and thinking were adopted but through a very long process after lots of meeting and discussion were done.
On top of that, though opportunities were seemed to be given to young and new staffs, but unjustified and less fair practices were given to us, and gradually, the turnover rate of new staffs begin to increase and only then was this issue reflected and tabled.
Just a sharing of thought and experience on this particular topic, as this is an issue faced by me in my early days in workforce attached to a listed entity.
– Low Wee Sern, Sheng
- MemberOctober 30, 2021 at 10:16 am
This company Z went through a merged and demerged process. The HR practices seem very consistent even though there were changes at the management level.
During the demerge, the group shrink and have to be a stand-alone organization, the strategy is to retain skilled workers to avoid any major business interruption. The first thing that HR put in place was to retain all employees at their current role and position, including their benefits.
Examples that the company applies some human resource practices such as:
Retain talent. Despite the separation from the headquarters group, the company continues to offer the same benefits to all employees. From the employee’s point of view, there were no changes in their role, salary, and benefits. With the same package to be received, the employees were most likely to continue their services.
Creating programs to improve work health environment. Considering health is the most important in work-life balance, the company has set-up Gym at the office. Employees are free to enter.
Developing talent and training for upskills. The company provides employees with training for upskilling.
Even though the HR practice is to retain the talent in alignment with the company’s strategy to retain the skilled workers, but it seems inconsistent with the high turnover. High turnover shows that employees have job dissatisfaction. In that case, the concept of retaining talent seems off.
- MemberOctober 30, 2021 at 5:18 pm
My current organization is in the PEOPLE business, we hire candidate that meets our organization’s values and beliefs. The purpose is to make our people to be successfully integrated into the company’s Environment and culture. We also strongly encourage employees to be curious, resourceful, thorough, nurturing and genuine. Each employee are required to score their DH, peers or subordinates on weekly basis. This is to evaluate and ensure their performance meet company’s expectations. Scoring of the employee will be based on how the employee being friendly and helpful towards everyone, accuracy in the work, speed of the work and timeliness. Scores and rank of each employee will be announced to all.
What I feel that need to be improved is the hiring and confirmation procedure – Our company uses Harrison Assessment to match people to the right roles. Every applicants who is applying for jobs have to sit for this questionnaire. The Questionnaire quickly interprets and measures employees behavior, engagement, retention, work preferences and expectations. Job will be given based on specific personality test and scores earned. The setback is either we get applicants who doesn’t score well on their test or doesn’t fit to the role they applied regardless of their experience.
- MemberOctober 30, 2021 at 5:41 pm
Numerous HR practices have been implemented by every company that I been employed with. Some leads to success story and some don’t. I believe one of the HR practices in one of my organisation that has a success factor would be through creating survey or poll to hear employee voice. This survey consists each and every aspect of employee welfare. As an employee of the organisation, I do see the company takes each of the feedback serious and gradually implementing it. For an example, employee’s medical benefits, allowance, bonus even salary adjustment.
In my option, one drawback I do notice is the ineffectiveness of implementing it. One of the examples, dissatisfaction of salary adjustment. This became one of the highest possible reason that may contribute to employee’s attrition and get hired with a better compensation. A satisfactory compensation is vital for every employee to have a reasonable life with current high cost living(average Malaysia inflation 0.5% to 1.5% for 2021) which I think each company need to have better compensation plan to retain them especially talented employees.
- MemberDecember 4, 2021 at 8:50 am
A good policy required a good implementation. There are a lots of challenges which may affect the effectiveness of the company practices. In this example, the compensation of the employee need to get to a balance with the company cost and revenues. It is very challenging especially during the pandemic situation.
- MemberOctober 30, 2021 at 7:12 pm
Q: What are some examples of human resource practices that were consistent with that organization’s strategy?
– Few years ago, our Business Unit has been spun off from the parent company, but our rewards and benefits remain the same. Employee’s welfare and benefits has been taken care and we do not feel any difference between employed with parent company and being spun off into new company.
Q: What are examples of practices that were inconsistent with its strategy?
– After the spun off, the organization retrenched senior qualified staff and hired less qualified, non IT background candidates with lower salary to backfill these positions and expect the team to perform better than our competitor. This seems to be the conflict in policy to save cost but defeating the purpose to maintain ideal output and performance.
- MemberOctober 31, 2021 at 12:19 am
Organization’s strategy: Cost Reduction and Talent Retention
Company X HR Practices consistent with strategy: To kill 2 birds with 1 stone, the HR practice implemented in the company was that they provided re-skilling and leadership training to employees from time-to-time so that they can be ready to move up the ladder whenever there is opportunity, and use them to backfill higher job level attrition with these internal resources. This helped in reducing the cost needed to hire external professionals, as most of the hiring done are fresh graduate hires instead. When employees are given opportunity for training and career development, they feel the job satisfaction and job security, therefore the attrition numbers went down gradually.
Company Y HR Practices inconsistent with strategy: It was a transition period for Company Y which I worked for previously, situation was pretty shaky and they needed to cut cost in order to sustain, therefore the plan was to layoff low performance resources and retain the high performers. 1 thing similar to company X which they did, was to focus on hiring fresh graduates and get the senior employees to help train them. However in the process of implementing workforce reduction, they were too focused on numbers and quota, resulting in elimination of many high performers. In turn, the attrition number hiked because the employees did not feel secure and they had to spend more money to hire skilled & experienced external resources so that business deliverables and client satisfaction are not compromised.
- MemberOctober 31, 2021 at 12:38 am
I previously worked in one of the GLC company in Malaysia and their mission statement is
“We deliver sustainable value to our stakeholders through operational excellence, high performance standards and good corporate governance”. What can I comment is that the organization build a strategy that align to their mission. They put staff as their priority by providing the employee needs and take care of the employee welfare as well. In Human Resources practices, they have offered a good package to the employee. The strategic management that they planned is for both short term & long term planning. HR benefits team responsible for the acquisition and administration of compensation and benefit packages. They align team to employee’s need and rights with the needs of the organization.
The communication also in place whereby all being communicate from top to bottom level.
In addition, HR management support their employees , understand employees motivations and ensure that the best employee experience is being met. The human resources practice is very good and no doubt on it.
For the practices that were inconsistent with its strategy maybe it depends on how the skills, expertise, attitudes, rewards, competencies of the employee. As the HR is only manage a strategies that can achieve company mission and vision, and the employee need to met companies expectation.
- MemberNovember 1, 2021 at 12:19 am
In our organization, we practice “You work when you need concept”. This strategy is particularly very attractive to the current generation and effective to get the best outcome from the current generation. The current generation does not prefer 9am to 5pm office environment which is being formal sitting in the office on their respective desk. They need space for their creativity, activities, etc. In our organization, we provide their individual desk, but we create multiple interesting workstations for them to work. For example, we prepare a beanbags station, floor pillow station, and long chair station where the staff can utilize their preferred station with their preferred position (sitting, lying down, etc). We also provide some indoor play areas such as darts for their own entertainment. We also have Work from Home concept where the staff can carry out our work at home and at the same time carry out their home responsibilities.
Our company does not believe in micromanaging because our recruitment policies which we implement vet through the right candidate. There are a series of interviews related to work and lifestyle. We shall go to the extend of attitude and aptitude tests. This is to ensure that we are hiring candidates that suit our organization’s core values rather than the best candidates. We believe that talent is more important and placing the right candidate for the right scope of work will bring the best out of everyone regardless of their qualification, ethnics, race and etc.
Most of our staff shall complete their work task way much earlier and no last minute job has been encountered for the past 2 years unless its last minute or emergency changes by Client. Most of the time, staff are able to prepare their works one month ahead including getting approval from the Client prior to execution.
One of the inconsistent matters in this implementation is that we require a larger number of candidates to vet before finding the right candidate. The process will take a longer time to place or replace a position.
- MemberNovember 1, 2021 at 7:29 am
At my current workplace, everyone in the organization have to embody the following 5 principles – Deliver, Collaborate, Community, Care and Do. I would say each of the above values cover all of the HRM practices that we have learnt in the past class. For example, in the “Community” value – we need to build a sustainable company that can support the community and the Training and Development HRM practice falls within this value where the company strengthen employee’s skill set or provide training to re-skill based on the upcoming projects in the pipeline. Other HRM practice that falls under the “Care” value is the Labor and Employee relations. In Q1, the company has conducted an employee satisfaction surveys and with the output received, each organization’s tower has came up with a game plan on how to address employee’s top issues.
One example that I feel is inconsistent in execution is the Labor and Employee Relations which still falls under the “Care” value. Few of my colleagues had to work everyday including weekends and sometimes with extended working hours, just to satisfy the client’s business need. But even when the issue is raised to the manager and top manager, no action can be taken. This is due to the project’s budget does not allow additional resources to cover the gap. When talking about “Collaborate” value the intention is to work as a team locally and globally. When a project comes into the pipeline, each Delivery Center will submit their bid as part of the “Recruitment and Selection” practice. But from what I can see so far, Malaysia Center always loses to India Center – which is due to cost of resources. Hence the employees in Malaysia had to either re-skill or being “benched” which if to long, might lead to retrenchment.
- MemberNovember 1, 2021 at 2:53 pm
For example of HR practices that were consistent with that of the organization’s strategy would be for the current employer that i am attached with which is a large multinational IT services provider. One of the organization’s strategy is to build internal capabilities and promote internal job movement. This is message is consistent across the organization practices such as adopting a internal first policy for job openings where by the job opening needs to be advertise in the company’s internal portals and communicated to the employees. After a threshold time limit reach and there is no internal applications for the role, the recruiter may then source for an external candidate. L&D also organizers upskilling and cross skilling programs that are open to everyone to participant regardless of their role. This will equip the employee to take one future opportunities when they arise.
For example of HR practices that were not consistent with that of the organization’s strategy would be from my previous employer from the local IT industry. The organization wanted to attract a younger and more diverse work force as the current employees are of a certain age group. However, the HR policies in place did not make the workplace an attractive workplace to attract the younger generation. Polices such as a formal dress code including necktie, strict clock-in / clock-out times (penalties imposed when not adhere) , strict fix lunch hours, no Internet access on work computers. All this policies do not appeal to the younger generation and many of them would leave after a couple of months of joining due to the non-flexibility of the policies.
- MemberNovember 1, 2021 at 4:37 pm
Previously worked for company X under the service desk environment. For second level support role, I noticed during the interview they tend to focus on giving technical test and mock calls during the first round of hiring interview itself. As what I can see it gives them a better perspective for the company to evaluate their candidate’s technical competency and soft skills. I would say it is a smart way for them to determine whether the candidate is up to the expectation and will be right fit to the role. It is ideal approach for the company to save themself from the headache of making the wrong decision later part. They have been consistent in hiring prospective important candidates to their team. On the other hand, the same company had been inconsistent in paying enough attention to employees’ performance to notice the contribution. Employee engagement level have been very poor. It is either the failure of their culture or they are not aware on how to recognise employee contributions. Ideally, the main purpose of employee recognition in a company is to optimize certain practices, or activities that result in better performance and positive business results. Despite having good talents with them they overlooked to motivate their employees to push extra mile.
- MemberNovember 1, 2021 at 8:33 pm
I have previously worked in Company S for 10 years.
Every 3rd Friday of the month, after Friday prayer, we are encouraged to relax which mean we should be out of office after 2 pm. We can go on spa trips, joining community work (as a team), exercise at the gym, play our favourite sports or even watching movies. This activity was called Work Hard Play Hard (WHPH).
Annually, Company S would also organise a Mega WHPH day where staff can bring their family to play games, enjoy the food and the entertainment. The reasons behind WHPH are to promote a healthy lifestyle, generate happy work culture, to motivate staff and to make the staff enjoy their stay in the company. True enough, everybody was looking forward for the WHPH day.
However, this was never implemented in FE Department (FED). The manager in FED did not believe that the policy of WHPH would benefit the department because of their nature of work, whereby they need to deliver the study on future projects, attend meetings and engagements with stakeholders and collaborate with vendors. WHPH would only slow down the deliverables. FED also believed that WHPH should be implemented as a team and individuals who organise the activity without the department’s consent is considered as taking emergency leave or absent from work.
Consequently, the FED staff were dissatisfied. Their dissatisfaction is apparent in the Job Satisfaction Survey (JSS) conducted by HR and every year WHPH appeared as one of the things that FED need to implement.
In my opinion, the HR should act immediately towards the department who ignored the benefits of practicing the Company’s policy, especially when said issue arises every year in JSS. After all the WHPH is always the selling point for HR when they conducted the interview to attract young and experienced hire.
- MemberNovember 2, 2021 at 12:16 am
In one of organization I previously worked with, remuneration and appraisal programs were consistent with the organization’s strategy, under one expatriate Managing Director. He has set a standard practice on how the appraisals were done and how it linked back to yearly bonus and increment.
From a perspective, in a few years, the MD has managed to bring back the organization from red to black by some measures, some of these relate back to appraisal and remuneration program.
The appraisal system was tough, in a way to discipline the employees. Tardiness and frequent medical leave will pull your appraisal marking to zero, or even negatives. Your daily tasks outputs are important, but as the MD is from Japan, he believed in discipline is the key to good performance.
Then the appraisal results will relate back to bonus and increment. There were employees that received RM 1 bonuses and increments as the result. These employees do have a grey track record on their discipline, and somehow, I would feel this practice had brought a negative out come in stead of positive one; surely there were well disciplined employees that were receiving good appraisals, however their ratio is small, which not able to increase morale of whole employees. Much of the employees resigned, which made the organization left with under achievers.
The MD also believes in upskilling through learning; he has created much A4 one-slider of critical thinking materials, pasted throughout the hallways and staircases. He had also sometimes set up a meeting to teach the engineers and middle managers knowledge based on his experience.
However the organization did not foster external trainings for their employees as they think it will be a waste of times, these trainings only for collecting certificates, and for job hopping. This is what I felt as inconsistent strategy.
I was with this organization for one year, before joining an IT company in Cyberjaya (not current one).
- MemberNovember 2, 2021 at 7:15 am
The company that I working is went through the transition process where there as changes in management level. Despite the transition to another company, the Human Resources department retains all the employees roles, positions and their benefits. When there is no changes in their current benefits and roles, employees should not feel to much impacted with this transition process.
Even though with the Human Resources effort, there are many skilled workers left the company and Human Resource did not counter-offer them to retain the talents or looking for their replacement. Thus it results dissatisfaction of the remained employees as the workloads is multiple but the support is decrease.
- MemberNovember 3, 2021 at 1:06 am
Consider one of the organizations you have been affiliated with. What are some examples of human resource practices that were consistent with that organization’s strategy?
What are examples of practices that were inconsistent with its strategy?
What are some examples of human resource practices that were consistent with that organization’s strategy?
Growth of organization: It is associated with the development of its workforce. Educate employees their role provide them required training for the assigned role.
Development of work culture: Improving the efficiency of employees, better communication, development of mutual cooperation and creativity of all the members Hence people work together in the day-to-day and on various projects
Developing potentialities: HRD manager focuses on enabling people to self-actualize through a systematic approach leading to development of their talents & Motivate employees thro recognition programs.
Also undertake in-depth statistical analysis into what their employees consider on feedback for overall improvement in people management and team metrics such as turnover, satisfaction, and performance etc..
What are examples of practices that were inconsistent with its strategy?
Inconsistent compensation and benefits : Employees maximization, customer loyalty, employee satisfaction, skills training all these things the employee must meet the standards and company heads knows and able to see how their roles and performance impacts the company but showing variations/inconsistency in sharing / allocating the yearly bonus / salary increments etc…
“There is no consistency in salaries and duties and responsibilities,”
Continued Inconsistency to afford to keep an employee whose performance remains erratic and unreliable/lazy without any technical updated skills becoming a bad example within the teams/work culture.
- MemberNovember 6, 2021 at 1:38 pm
I’m was affilate with Aeon almost 2 years. AEON always strives to develop and raise the level of competencies of its human capital through its recruitment programmes, trainings and career development plans. The Company seeks to benchmark itself against the best in the service industry. AEON continuously invests in systematic and organised trainings for all levels of staff in various areas of technical, operational and management disciplines, either in-house, external or with attachments to our af filiates in Japan. Potential staf f are further identified for leadership trainings to enhance their leadership and management capabilities in pr eparation for higher roles in future. Among others, AeON’s MTRT (Management Trainee & Retail Trainee) programme offers opportunities for fresh graduates to join retail industry and be part of AEON family . For its store and shopping centre managers, AEON Business School, an in-house training programme, was established in 2012 to further enhance their skill sets and equip them with more leadership and management skills. The Company’s STEP (Service Transformation for Excellent Performance) programme, a customer service culture initiative, is also currently on-going and aims to ensure that the customer service levels on its selling floor far exceed customer expectations. The culture is enhanced constantly through repeated practices and demonstrations in meetings and staff assemblies. In recognising the changes in labour market and to enable the Company to manage its human resources more ef ficiently so as to continue delivering the quality desired, the Company had in 2012 also embarked on a transformation of its human resource system and processes which are currently on-going.
Compliance with the best practices in AEON code of conduct AEON’s Code of Conduct which have its basic principles in Peace, People and Community, are the set of values to which AEON adhere to in conducting its business and to which each and every AEON employee is trained to adhere to in carrying out their work and duties for AEON. AEON people constantly remind themselves of AEON Code of Conduct commitments through citations in meetings and staff assemblies.
- MemberNovember 6, 2021 at 11:03 pm
Based on my experience with this Company A, there are some consistent and inconsistent human practices with the organization’s strategy. This company A with the mission to become the top insurance system provider. In order to achieve this, this company A strategy is to deliver excellent quality of work to the customer. Therefore, the driving force behind this is those experienced employees who provide substantial contribution and can help organization to achieve this.
The consistent HR practice by this company A is every year a survey form will be sent out to all employees to listen their voice. This is extremely important as organization need to gather employees’ feedback and address them accordingly. By doing this, employees will have the sense of being listened and appreciated by the company and will continue to stay and contribute to the company. Furthermore, another consistent HR practice is every year company A will organize a company dinner with lucky draw event and door prize for employees to reward them. This is a good form of reward for all employees and employees can relax and socialize with others to strengthen their relationship.
However, the inconsistent HR practice by this company A is for those experienced employees who left the company, this company A will then hire less experienced staff to replace them. It is obviously that less experienced staff is unable to replace experienced staff. Subsequently, this impact the organization productivity and also quality of work delivered. Moreover, another inconsistent HR practice is company A only hire external employees for higher job position and do not practice internal job promotion. In fact, existing experienced employees with capabilities and understand the company strategy better should deserve the chance. This resulting existing experienced employees to look for better opportunity outside.
- MemberNovember 7, 2021 at 8:42 pm
Example of human resources pratices that were consistent with organisation strategy in the company ABC are quarterly performance review for employee done by direct reporting manager which create a platform for the manager to coach the employee,employee can give feedback on the organisation in the survey conduct by the third party vendor,free training provide in ABC university to improve the employee skills and work from home policy during pendemic.
Example of human resources pratices that were inconsistent with organisation strategy in the ABC company is WorkForce Reduction.The company reduce headcount by terminate the service of the staff by giving some compensation.The staff are terminate on mutual agreement between staff and organisation.The impact for the organisation is these staff are knowledge worker and when they been terminated,the knowledge and skills of the staff cannot be replaced.
- MemberNovember 9, 2021 at 5:23 pm
I am currently attached to one of the MNC company and their values are “Every day, across the globe, we deliver excellence to our customer and colleagues. Our ability to serve them depends on an uncompromising commitment to doing the right thing and acting with integrity”.
In my opinion, the values apply equally to all the employee within the organization. It describes the basic expectation for all of us, provides a framework for ethical decision making in complex situations, and identifies resources to whom you can raise your concerns.
My current company also have its own HRM technology to guide strategy and better serve the need of their current business. The Malaysia BPS delivery platform is an internal platform for the employee which act as a tool and insight that they need to take the initiative and advance in our career (Some sort like internal Facebook account) This approach really helps everyone into the best position so that the organization can achieve its goals. There also are some activities conducted in the channel such as virtual games (cross word puzzles by the respective teams) so that everyone in the organization can get together in this activity although we are working from home.
Practices that are not inconsistent with its strategy exist when a wide gap exists between HR strategy of an organization and what exactly is needed by the business strategy on HR management. Best example was in my previous employer whereby we need to standby 24 hours for any urgent issues (doesn’t matter it is 3am or 4am) as they call you, you need to switch on your notebook immediately. I still remember whereby I did not sleep for 2 days continuously (just a short nap) to get the reports done as per requested by the top-level person and it was a last-minute request. From here, my opinion is the employer should adhere to work life balance whereby they should not call the employee after working hours and no last-minute request should be given to employee instead of providing reasonable due date to the employee to submit it. I also strongly believe that this type of policies doesn’t apply to current Gen-Y populations and same goes to Gen-X as they would like to spent time with family after working hours.
- MemberNovember 12, 2021 at 9:26 am
One of the best hr practice my ex employer has in place is to provide in house training which is not only technical trainings but also trainings for soft skills including talks/seminars, it was part of all employees kpi to attend minimum 2 trainings a year and with hr providing in house trainings it was easy and convenient for the employees to choose which training they would like to attend, at times some of the topics were on health and lifestyle which resonated with many employees, this not only gave employees break from the daily routine tasks but helped in enhancing their knowledge.
The practice that were inconsistent with its strategy would be promotion policy, an employee is only able to be promoted once every three years which is a rigid policy, some employees may outperform the other employees and it is unfair and demotivating for the performing employees, thus leading to them leaving the company and the organization loses efficient and productive employees which is not aligned with the company’s strategy to grow.
- MemberNovember 13, 2021 at 3:04 pm
Q:Consider one of the organizations you have been affiliated with. What are some examples of human resource practices that were consistent with that organization’s strategy? What are examples of practices that were inconsistent with its strategy?
In this company which I have been part of for 12 years, every year they would conduct a company wide survey as they aim to improvise how we work and to change on what doesn’t. As with the objectives of this exercise, we would be given about 30 questions which relates mostly on how happy we are at work and our suggestions to fix what is not. As with most employees, almost every year the top dissatisfaction would be centered around Rewards-salary packages, bonuses and increments. Even as employees has flagged this as their top dissatisfaction, the company has still not been doing anything about it-hence the high turnover in our company. I think this survey is futile as it costs the organization to engage a third party to conduct such surveys and yet they have not taken any actions of it and causing high turnover rates of employees. In the end these staffs have moved on to work for competitors and hence the company loses even more in monetary terms (taking clients away) as well as skill sets.
On another note this organization has announced that we would now shift towards a full time work from home practice. To help employees in accepting this practice, we have been supplied with office equipment as well as home internet subscription. To me, this bodes well with their concept of “work from anywhere” policy.
- MemberNovember 14, 2021 at 6:04 pm
One of the examples of HR practices that were consistent with my previous company’s strategy was to ensure the company did not breach Employment Act and ensure employees entitled to receive termination or laid-off benefits. This was during crucial time for the industry where Covid-19 pandemic was affecting the business. Business was badly hit, and the company had to take necessary efforts to survive. In this particular circumstance, the company’s HR contacted a group of selected candidates and informed them individually that the company had taken the decision to offer compensation to this group of candidates and gave one month notice that their employment with the company is going to end. It is understandably that all if not most of them, agreed to accept the decision. It was carefully thought decision because it is crucial to ensure employees are being well informed, understood the action, and to avoid breaching any laws or regulations that could lead to court case which could tarnish the company’s reputation.
One of the examples of HR practices that were inconsistent with my previous company’s strategy was to conduct random test. The strategy is to make sure that particular department employees are up-to-date on latest policies, promotion, and packages. It was a telephone call to test employee knowledges and project info. However, the practice is only being carried out during low performance months rather than every months.
- MemberNovember 14, 2021 at 9:11 pm
Q: What are some examples of human resource practices that were consistent with that organization’s strategy? What are examples of practices that were inconsistent with its strategy?
Company that I’m currently working at is promoting balance and inclusive, and one of the approach to achieve this is “Better Balance”. It is about organization’s talent mix and diversity in all forms, regardless gender, religion, race, age, ethnicity etc. Half of the global top leaders within this organization is lined up by women, and all of the leaders are coming from the different background and origin. Even in the local organization, not only the top leaders, but the balance is also applied at all level of employees. The diversity also includes the professional growth opportunities, cross countries and regions. Personally, I have developed my career within this company, from Indirect Procurement function to the Supply Planning.
In terms of inconsistency, I don’t really see it is happening. All the benefits and compensation, development programs and trainings, channels for employees at all levels to raise their concerns and share feedback under “Idea Management” program etc are designed properly. However, I have also heard that some of employees from certain function / team who not satisfied with the ratings, or unclear development plan, but it should be taken as and isolated case, may be due to not properly trained managers to execute the practices as per guideline from HR.
- This reply was modified 3 weeks, 1 day ago by Mohamad Yusri Bin Saidin.
- MemberNovember 15, 2021 at 9:30 am
One of the HR practices in my company is Automation of the administrative tasks related with HR departments. This strategy is aligned with goal and vision of the company to re-fine the structure of the departments and become more efficient. With the system in-placed, it reduce the load for the supervisor layer of the department and achieve the goal of cost saving.
For inconsistency, we had the strategy to centralize the HR department function to reduce the duplicated roles among different nations. However, this have caused the gaps in different layers of the hierarchy within the organization. And end up, the localized functions are still remain for the operational concerns.
- MemberNovember 18, 2021 at 6:13 pm
“Better Balance” is one of the approaches used by the company used to work previously. The multinational company used to promote balance and inclusion. It’s about a company’s talent mix and diversity in all forms, regardless of gender, religion, race, age, ethnicity, or other factors. Women make up half of the global top leaders in this organization, and all of the executives come from varied backgrounds and origins. Even at the local level, the balance is applied to all levels of personnel, not just the top leaders. Professional growth opportunities across countries and locations are also included in the variety.
- MemberOctober 28, 2021 at 4:30 pm
human resource policies should align with business strategy and add value to company. HR should focus on both the needs of the organization and the ones of its employees, get the balance between both party.
HR tasks should be aligned with the organization’s strategy for optimum efficiency. For example in my company, who and how many of new staff should I hire is depend on my company Vision & Mission, then I split into my 6 months shorterm goal (milestone)
- MemberOctober 29, 2021 at 4:37 pm
Every year, HR will act as an independent agent to roll out the voice of the workforce to the employees. HR will collect the survey from each BU/department to understand the employee’s thoughts of the organization. It includes the organization’s strategy, vision, and employees satisfaction. Through this activity, HR is able to communicate the outcome with the VPs and reflect the actual understanding and needs of each BU/department. Also, because of this activity, if the BU/department manager score under average points, he/she might need to improve so that everyone can align with the organiztion’s strategy and employee satisfaction.
Consistently practising this exercise will let the employee understand and be in line with the organization strategy.
However, on the other hand, some years back, there was a new HR practice that rolled out from the headquarter, which was flexible work from home policy. This was to attract more people to join the organization. However, this practice was inconsistent due to different managers practice differently. Furthermore, headquarter did not put the work from home policy in a clear guideline. Hence, even there was a flexible working policy but was inconsistently applied in the organization.
- MemberOctober 29, 2021 at 5:08 pm
“Traditionally, human resource management practices were developed and administered by the company’s human resource department. Managers are now playing a major role in developing and implementing HRM practices. Why do you think non-HR managers are becoming more involved in developing and implementing HRM practices? Discuss”
In my opinion, people are the most valuable resource in an organisation. Workforce generally constitutes whether an organisation will succeed or fail in the long-run. This may be a concerning issue for many corporations and enterprises especially during this digital era where communication becomes fast and wide.
As such, managers, people who manages a group of people, shall be required with the knowledge of HRM, in handling workforce, be it HR or non-HR managers, to engage in and implementing HRM practices so as to satisfy the workforce to generate greater benefits to the organisation while keeping up to the KPI of the manager themselves.
Also, in this current era, we are all talking about people networking, and thus, it is important that we develop and implement HRM practices, especially for managers, so that we can in a way build a strong people network base for the greater future of ourselves too!
– Low Wee Sern, Sheng
- MemberNovember 1, 2021 at 12:10 pm
This is because the non-HR managers work closely and effectively with their staffs. Hence, by working closely and cohesively with the subordinates than the HR managers, they can monitor and educate/train staffs under them on how to perform in their work, things to improve and they can recommend for training and development needed.That’s how the new age HR is different from the older version. The old HR was isolated but the modern view is that HRM is a subsystem of a larger system of organization. Everyone has to have basic knowledge in HR like maximize the usage of company’s HR system, for instace daily e-record attendance, applying leave or time-off ,claim procedures etc. Therefore, Non HR-managers also have some amount of HRM roles as summarised below:
Enforce company policy
Non- HR managers can provide imperative informations to set proper practices & operations policies in line with organization’s strategy. Managers enforce company policy, creating positive working environment with respect, accountability and responsibility.Besides, to ensure staffs are disciplined, smooth daily operations
Non-HR managers know well about their staff’s performance, skills, strengths, weaknesses, attitude etc. Begins with recruiting process or matching employees with the right positions. Mangers are then required to train new employees.
To ensure their subordinates execute their job and work together to acheive organization’s goal. On top of that, non-HR managers have to develop and train their team for better performance
There are hierarchy in the company , thus different people manage different department andlevel. Non-HR managers act as the communication chain between top management and employees.
They executed their mandates as been delegated to them by HR manager. Effective managers delegate tasks accordingly and maximise the strengths within their team
Manager is the one who supposed to encourage and keep motivate subordinates to increase productivity , achieve and maintain good performance. For instance, a proper recognitions system will improve quality of work. This will boost up their spirit and motivation to deliver their job well.The staff that prove good result should be rewarded
Manager is required to evaluate employee performance through performance appraisal to ensure job is delivered and goals are being met.
- This reply was modified 1 month ago by [email protected].
- MemberNovember 2, 2021 at 7:56 am
For those celebrating ” Happy Deepavali”
- MemberNovember 9, 2021 at 5:25 pm
Thank You for the wishes Dr. Affendy.
- MemberNovember 2, 2021 at 8:09 am
Discuss the relative merits of internal versus external recruitment.
What types of business strategies might best be supported by recruiting externally, and what types might call for internal recruitment?
What factors might lead a firm to decide to switch from internal to external recruitment or vice versa?
- This reply was modified 1 month ago by Affendy bin Abu Hassim.
- MemberNovember 2, 2021 at 9:09 pm
Internal recruitment happens when an organization fills a vacancy within its existing workforce. Recruiting internally cuts the costs of recruitment (advertisement, recruitment agency fees, etc) and saves the business money. The process of recruiting is much quicker because applicants to the vacancy are already known to the business. Applicants’ records, reputations, and work approaches are already established. Therefore, also minimize the time for HR to assess the candidates. Internal recruitment can create a positive working environment within the organization. Employees will feel they are being recognized for their hard work thus increasing employee retention.
External recruitment happens when an organization looks to fill vacancies from outside of the company using various mediums (Job Ad, Manpower Supply Agencies, social media, etc). The advantage of recruiting externally is injecting fresh blood into the organization. These employees are able to provide fresh ideas and create new perspectives by applying their experience from other industries. A larger pool of External applicants is available compared to internal recruitment.
Agile organizations which require constant change and give importance to creative and innovative ideas are good to use External Recruitment. Whereas people-oriented organization that gives importance to their employees and treat them as their asset are good to use Internal Recruitment. Ultimately it is depending on what are the organization needs, what are their approach, what has worked well in the past, and what situations they are in when it comes to matching the best recruitment strategy
- MemberNovember 2, 2021 at 11:13 pm
Internal versus external recruitment shall be based on the need or requirement of each position and level of position. Cost efficiency also plays a factor to make decisions on whether internal or external recruitment.
Normally, all the senior positions, managerial positions and top management positions shall be based on internal recruitment. Besides qualification and experience, Senior positions, managerial positions, and top management positions require a full understanding of the company’s core values, vision and mission of the company and style/policies of operation which can immediately bring results for the positions that we recruited. Moreover, the success rate will be much better and if there could be any consequences, it would be at the control level. This is because the applicant’s character, persona, strength and weakness are already known by the recruiter. The internal recruitment also gives us the upper hand to control the salary packages which directly able to manage the cost of operation. External recruitment can be done for above mentioned positions when there is an insufficient talent to step up for the position or positions for certain departments that require fresh ideas or paths, for example, Business Development, content creation, research and development and etc.
Entry level and junior executives position levels shall be based on external recruitment. At this level, the experienced seniors are able to train and mould these new staff according to the company core values and style and instil the company’s vision and mission. Recruiting externally will give the opportunity to identify fresh talents which could be an asset for that organization. If the employee does not possess the right attitude and the right attribute, we can drop that employee. The risk level of recruiting new people at this level is very low and the financial implication and impact are relatively low compared to senior positions and above.
All the above I mentioned are the framework of recruitment which I personally feel right and have been practising till now. However, there are some situations where we need to recruit externally. For example, if an organization is opening a new business arm or new venture, the organization need to recruit a candidate who has the experience or expertise externally.
- MemberNovember 3, 2021 at 4:37 pm
In my opinion, internal recruitment is a good platform to promote and create career advancement path to employees. This opportunity will be a good moral boost for employees to improves themselves, but the opportunity should come together with proper skill up, in order to prepare the potential employees for such opportunities. The risks for internal recruitments are skills and position mismatch, insufficient resource pool, challenge in internal mobility and drop of performance. Internal recruitment may also mean that an organization is using its internal resources to find a potential employee from their immediate contact, which can help in reducing recruitment, and provide on time remuneration to employees on their effort. Not to forget that employees may strive themselves to provide suitable candidate, in order to get the suggested remuneration.
External recruitment on the other hand can provide the organization with candidates that have certain level of skill set required for such position. This can be done during interview screening and assessment. External recruitment can also be used to realign salary range, however this need to be realistic as per market level. The risks for external recruitment are longer time for new joiner to adjust to new organization culture, lack of potential resources applying for such job, longer waiting time for the new joiner to onboard the organization, as well as additional costing for advertisement and recruiting activities.
Organization may decide to switch from internal to external if the organization does not have resource pool for designated role, or during changing of organization culture, the organization may look for external candidate that has the aspirations to deliver the change. On the other way, an Organization may switch from external to internal recruitment to minimize the recruiting process cost, use the opportunities to tap into employees networking abilities to promote potential candidate as well as mobilizing internal resources for specific project.
- MemberDecember 4, 2021 at 8:53 am
Internal recruitment need to come with corresponding policy to support it. While it can improve motivation among the employees, the company need to come up with training plan to upskill their workers in order to adapt the changes and transformation of the market.
- MemberDecember 4, 2021 at 8:50 pm
Agree, internal recruitment (relocation/reassignment/promotion) should have policy in order to have operational succession management.
- MemberNovember 3, 2021 at 5:39 pm
Recruitment means the action of enlisting new people to the workforce, project, and organization. Internal recruitment is when the company intends to recruit or fill the vacancy from within the existing workers. External recruitment is when the company looks for new workers outside the company to fill the vacancies. In other words, to hire someone outside.
External recruitment strategies to recruit applicants from outside the company can bring new ideas and innovations. Mostly they have experience serving different companies and industries. Their up-to-date skill and fresh ideas can fill skills gaps within current workers.
Internal recruitment strategies are to promote the existing workers to a position that matches their current role. It will reduce the training effort by the company since the workers already know the current business strategy. Internal hiring offers a career growth opportunity and indirectly gains loyalty from the workers.
There are advantages and disadvantages of both methods of recruitment; internal and external.
For internal recruitment, the company might have cost-saving. The company does not need to have public job advertisements or head-hunters engagement. Also, it will save time for the hiring managers to set up interview sessions. From the workers’ perspective, most people prefer to work with a company that offers them career growth. Job promotion can be a motivation to the workers to improve themselves and indirectly to gain their loyalty. However, the company might switch from internal to external. It could be due to finding someone with up-to-date skills that the current workers do not have. Someone outside might bring a new horizon or ideas to the workforce with their up-to-date skills and experience which benefits the company.
As for external recruitment, it helps the company to get up-to-date skilled workers from the outside candidate. They could bring a variety of ideas which they can apply from the previous experience. Therefore, bringing a new face to the company might have a risk. The company may get new skilled workers but it might lose the loyalty from the current workers who did not get the job promotion. Mostly, new workers require time to adapt to the new environment. Even though the workers may have up-to-date skills but every company is different. Mostly, new workers require time to adapt to the new environment which may impact the delivery time.
In conclusion, there are benefits as well as a disadvantage for both internal and external recruitment. The company should find which one suits their business or they may try both methods based on the job requirement.
For example, for the junior position, the company might hire externally to allow the fresh graduate. Then, for the mid-senior position, the company can consider job promotion to the existing workers. In my opinion, there’s no right or wrong if you apply both methods. It is a matter to get the right person to do a particular job while minimizing any business operation risk.
- MemberNovember 3, 2021 at 7:05 pm
There are quite number of advantages in implementing internal recruitment. For instance, in terms of career opportunity, current employee will be motivated to perform better, knowing they stand a chance to be recognized and able to secure job promotion. Besides that, organization will be able to cut cost and saves money as do not have to engage recruitment agency or post job advertisements in external job board. This also means it saves time as recruitment processing time will be shorter. In addition to that, the employee will be put into production as soon as possible because training time will be shorter as the employee already familiar with organization’s system, tools, and processes.
On the other hand, external recruitments too possess lots of advantages. For instance, external candidates will bring in fresh new ideas and strategies from another organization. Moreover, by assessing or hiring external candidates, organization will be able to gauge on their competitor’s strategy and insights. Sometimes, current employees do not have the required technical/specialized skillset needed for certain tools or systems, so organization must look for external candidates who have the required skills. Besides that, there is a vast range of selection of candidates externally, compared to limited numbers of internal applicants. Whenever applicable, organization might need to opt for external recruitment to avoid dissatisfaction among co-worker who are at the same level. For instance, co-worker may end up managing or being managed by one another or it may even mean they both apply for the same role and that would in turn means that one employee beats the other.
As for the business strategy, an organization needs to opt for external recruitment if their current business model is not working and business growth is not expanding or not progressing as targeted. They will need fresh new ideas, new skill sets and an innovative strategy to enable the organization to pull itself back to the correct direction. On the other hand, if the business model is working as expected, the organization has vast pool of resources available and their current employee matched the skills required for the position, then the organization can opt for internal recruiting.
An organization should strive to strike a balance between promoting internally and hiring externally. The firm need to decide on recruitment source based on several factors such as government policies (especially on diversity), cost effectiveness, business growth and expansion rate (for example if suddenly there is a demand to employ high amount staff for a short period of time, it is practical and save cost to outsource to an external employment agency to employ contingent workers). In addition, other factors such as skillset required for the position (whether it is cost effective to train and develop current employee’s skills or recruit externally) and how much risk the organization able to take, will be deciding factor between hiring internally or externally.
- MemberNovember 4, 2021 at 1:32 am
Internal recruitment methods are such as promotion, lateral transfers, or converting interns into full-time employee. It’s cheaper and faster to recruit staff internally as it leverages employees that you already have. Internal recruitment promotes loyalty and can even improve employee morale as it serves as a reward for existing employees. Internal candidates are easier and quicker to find because they’re already in your office space or organization. The time to contact and assess them for the position is faster because you can easily reach out to them, get manager feedback, and check their employee performance. With this, it can also lower the risk of a bad hire or hiring someone with a wrong cultural fit.
Internal recruitment is highly beneficial to an organization, especially big companies with constant need to hire and backfill attritions, and for growth. It takes less time and money to hire someone – and compared to external recruitment, the starting salary of an external hire is on average 15-20% more than that of internal candidates, which we know will be demotivating to internal employees, seeing roles being filled by external hires instead of themselves being given the opportunity. Not forgetting to mention the cost of recruiting an external hire with job boards posting and subscribing to resume databases, all those are avoidable cost if internal recruitment is being practiced.
However, there are also situations where traditional approach like external recruitment strategy would be more effective for an organization. This is usually applicable to organizations that are growing rapidly (E.g. Start-ups), or when there is requirement to a new skillset/expertise involved. They do not have much options in their existing pool of resources, therefore they need to reach out, using job boards, recruitment agencies, job fairs, and even social media, to get a larger pool of applicants, which increases its chance of finding the right person for the job, and at the same time, using the opportunity to do some branding.
While external recruitment is being vastly used by start-ups and growing companies, big companies like MNCs also does external hiring, especially for fresh graduates and when the company is shifting towards digital transformation or when there is a change in corporate direction. In these big companies, the existing resources can find it difficult to react fast to industry trends and innovative ways of doing things, especially in more traditional organizations, we’re often seeing senior level legacy employees struggle to adopt this new approach towards work. In this situation, legacy employees can really benefit from the entrance of new, more digitally minded hires who can help them make this transition.
From the business’s perspective, we try our best to utilize internal employees to fill the role gaps, however when there are concerns on getting the perfect fit within the organization, recruiting externally can increase the chances for company to provide better accessibility of skilled and qualified employees. I am agreeable to what my current company is practicing, where we try to hire senior level positions internally, so that internal resources have career growth opportunities, while hiring mostly for entry level positions (mainly fresh graduates and apprentices). The conversion percentage of the fresh graduates and apprentices into full-time employees are also being measured as our success rate.
- MemberNovember 4, 2021 at 1:19 pm
Internal recruitment would refer to the practice of sourcing for a vacant position with candidates within the organization as oppose to external recruitment which refers to the practice of sourcing for a candidate outside of the organization.
Internal recruitment would provide opportunities for existing employees within the organization to grow their career. If the job opening is of a high pay grade, then it would allow for a promotion or a pay increase for the employee. If it is a lateral move (same pay grade) then it can be an opportunity for an employee to explore other areas within the organization. Having internal opportunity is one of the strategies that organization use as part of staff retention and managing staff turnover. By providing such opportunities to existing employees for high pay grade roles as well as to explore other areas would help the organization to retain its talent especially for high performers. Another advantage of internal recruitment would be a shorter learning curve before the employee in the new role can become productive as the existing employee would have already been familiar with the work culture, tools, policies and methodologies of the organization.
There are some situations where the organization would need to use the external recruitment approach. In situation where the job opening requires competencies in a new or niche technology that is not existence currently in the organization. Hence the organization would need to look for suitable candidates outside of the organization. There are also certain situations for example policies impose by the government on the organization. Take for example to enjoy certain tax incentives, there would need to fulfill a certain number of local employees. Hence if the organization is short of these requirements there would need to hire externally to fulfill the requirement.
Organization would need to use both of such practices of hiring internally and externally. In fulling the needs and demands of the organization, both practices need to be utilized and balanced out to meet the business demands of the organization.
- MemberNovember 6, 2021 at 4:37 pm
Merits of internal recruitment are that the organization will be more familiar with the motivation and work habits of the candidate,and it provides motivation to employees,since internal promotion do occur. Merits of external recruitment include:
i) candidates may he recently educated or trained and therefore have up-to-dare skills and knowledge.
ii) candidates might be more likely to be interested in and open to change and innovation.
iii) an organization can strengthen its own organization, and weaken one’s competitors at the same time.
Strategies related to high level of competition would be best supported by internal recruitment,since losing employee’s knowledge could hurt the organization. There would likely be evidence internally if employees were committed to the organization. Strategies that require constant change and innovation would be better served by external recruitment.
- MemberNovember 7, 2021 at 11:36 pm
Internal recruitment is focused on hiring employees that presently work for the organization. On the other hand, external recruitment is the process of hiring employees from external sources.
In my perpectives,the element that consider to decide the internal and external recuitment are how fast the candidate need to fill up the position(time-consuming process),cost,number of candidate,experience and qualification.
The organisation requirement to fill up the postion as soon as possible to support the bussiness.Internal recruitment is quick as the pool of candidates already work with the organization. In contrast, external recruitment is time-consuming.Internal recruitment is cost-effective, unlike external recruitment.Besides that,Internal recuitment promotes loyalty and can even improve employee morale as it serves as a reward for existing employees.It also saves time and money on training as the internal applicant will have more knowledge of the organisation and culture.It also reduce employee turn over because matching internal candidates with the roles that fit the personality and skills means that they stay longer at the company and increases employee retention.
Organisation will go for external recuitment to hire high number of candidate.If there is no qualified talent or required skills set within the organisation,The organisation will consider to get the experience and qualified candiate externally.The organisation will approach the recuitment agency and advertise in website to hired externally to increase the chances of recruiting experienced and qualified candidates that can create new ideas.The talent within the organisation not interested on the particular vacancy and the organisation need more talent with required skills to support the bussiness,so these will force the organisation to hire externally.
The situations determine the kind of recruitment the organization opts for. If the organization wants to save time and cost and give promotion to qualified internal staff, it might opt for internal recruitment. If it wants to bring in new ideas or no internal candidate interested on the job, it might opt for external recruitment.
- MemberNovember 8, 2021 at 1:13 am
In my opinion, internal recruitment from existing workforce requires shorter time and lesser effort. This is because manager already has in-depth understanding on existing workforce’s capability, skills, knowledge, experience, and personality hence manager know who is the best candidate that best fit the job. Hence, manager can actually skip the time and effort-consuming recruiting, interviewing and selecting the right candidate processes. Moreover, most importantly it will increase workforce morale and indirectly reduce the turnover. The reason is because existing workforce will be aware that company do appreciate them and provide them career promotion opportunity. Therefore, this will retain existing workforce to continue stay in company and reduce turnover. On the other hand, for external recruitment to get new resources from outside organization can bring in new idea. Existing workforce already get used to existing work environment, procedures, and practices hence this can hardly spark new ideas from them. Bringing in new blood into the organization can bring organization new ideas. In addition, organization can recruit more experienced resources from external recruitment. More experienced resources can help to improve organization performance by providing more insights from other organizations he/she has worked before.
Business strategy that requires employee to work on a repetitive work task can go for internal recruitment. No one understand better than existing workforce to perform repetitive task-based job, for instance in a production line, all employees need to do repetitive tasks. However, for business strategy that requires employees to be more innovative and creative in their work, organization can go for external recruitment. External recruitment can get more experienced resources (with better creative and innovation skills) to provide new and exciting ideas in their work, for example employees work in R&D department need to have new ideas to invent something new.
An organization can decide to switch from internal to external recruitment if organization is looking for more experienced and specialized resource which is unavailable in existing workforce. This can bring in new expertise to the company and new resources can give training to existing workforce to increase their skills. On the contrary, an organization can switch from external to internal recruitment if organization already have the best resources in the market. Thus, it is pointless to look from outside organization. Internal recruitment can boost best resources’ morale so they will continue stay and work in the organization.
- MemberNovember 10, 2021 at 9:58 pm
External recruitment provides a firm a set of platforms to absorb potential employees outside of the firm. Unemployed potential employees who are not affiliated with the firm currently are chosen or hired. Firm will utilize job recruiter’s expertise to find and approach external job applicants. Employees taken outside from the firm could contribute vast new ideas and approach due to their nature of unique background prior to their current role with the firm. The new external recruit may have extra knowledge or technics to complete a certain task compared to employee who have been taken internally. This could benefit the firm with a fresh perspective of their business as usual. External recruitment allows a firm to look for possible candidates out of larger candidate pool. Increased number of potential recruits also increases the option for the firm to hire more qualitative employee. Since the firm can grab high quality recruits the firm also have an advantage to be well recognized in their respective market or industry. Increased high quality workforce, increases their brand value among their competitors. On the other hand, internal recruitment methods usually involve internal recruiting to find future candidates within the firm. Internal recruitment does not require help from third party recruiters. Leadership position could be given to existing employees since the hiring in charge knows the candidate strength, technical competencies, and leadership skills. These actions can be labelled as promotion which could boost the morale or the certain employee or team internally. Existing employees have the best understanding of business as usual of the firm and their colleagues very well. The hiring method would be very simple compared to external recruitment. The open position can be advertised to potential internal recruits by blasting internal emails. Sometimes, businesses hire employees to do temporary work. Temporary employees can be hired on full time, which is often referred to as temp to direct, or temp to hire. Hiring a temporary employee on full time often results in more hours worked, increased responsibilities, and higher pay. This also involves the client company having to pay a contract conversion fee to the recruiter for having sourced the worker. Hiring managers can test a temporary employee’s skills before onboarding them for full-time work. Internal recruitment gives employees within the firm the chance to grow or climb the rank within the organization without feeling demotivated. This step could help the firm with retention of their employees.
- MemberNovember 11, 2021 at 1:45 pm
Merits of internal recruitment are that the organization will be more well-known with the working environment, motivations from the employer to the employee, working habits of the employee that we can observed (preferred work life balanced). This all can happen due to internal promotions. This will make the employee more satisfied and stay longer with that organizations. This also due to that the employee already well known of their responsibilities.
Merits of external recruitment is whereby employees might be more likely to be interested in an open to change concept and also innovate something new for the organization (come up with new ideas). Employee also can brush up their knowledge and trainings via trainings that need to be conducted by employer in order to ensure that all their employee are well trained.
There are both pros and cons in both internal and external recruitments. The pros are internal recruitment has low downside risk because there is little uncertainty about productivity as the employee already well known about the company vision, mission and also objective whereas for external recruitment, you need to guide them until they master in that particular work related. The organizations also can reallocate its workforce across job levels through internal recruitment.
Whereas the cons are Internal recruitment limits the incoming of new knowledge and ideas into the organizations as they will definitely implement the same ideas unless, for external recruitment, they will provide different ideas as we all believe that different people have different ideas and not everyone has the same ideas.
Strategies related to high levels of competition would be best supported by internal recruitment, since losing employees’ knowledge could impact the organization. I did face this issue whereby the whole team member of mine who handles one region resign on the same time and there were lack of staff and experienced people in that upon of time and on the same time we did external recruitment. It takes us quiet long to setup back a new team for that particular region and to ensure that they mastery on the task in order for them to perform. Definitely, we can see whether if the employee committed to their task and also organization if we recruit internally. If the organizations required a permanent change, then external recruitment will be the best.
- MemberNovember 12, 2021 at 3:25 pm
Its faster to recruit internally compared to recruiting externally, it also ensures retention of employees as they are given opportunity to grow and expand their horizon within the organization which also motivates them to perform well.On the other hand external recruitment would open doors to new faces with new ideas and skills, would bring about changes that may be necessary for businesses to grow to compete in its industry
Businesses that are planning to expand their market, to foreign jurisdictions should recruit externally, this is because the local employees best understand local culture thus would help business to compete in the local market and excel. Where business are focusing employee retention and to minimize labour cost should recruit internally
Factors such as employees age, lack of niche skilled workers and business expansion are important factors for a firm to switch from internal to external recruitment, where else cost , employee retention and to reward employee loyalty would be factors for business to move from external to internal recruitment
- MemberNovember 13, 2021 at 7:43 pm
Q:Discuss the relative merits of internal versus external recruitment.
What types of business strategies might best be supported by recruiting externally, and what types might call for internal recruitment?
What factors might lead a firm to decide to switch from internal to external recruitment or vice versa?
Both internal and external recruitment has its own merits.
In a competitive business or industry- for internal hiring, organization would be able to tap into talents with existing knowledge in the same industry. This would also deter valuable resources to move out of the company and carries out their company specific knowledge to competitors.
For a business which is expanding rapidly, it is wise to quickly tap into external hires with the same scope as they could well bring their experience in the same role and assist in the extensive hiring of resources without needing much guidance from higher management. For example would a Finance Manager being hired from elsewhere who is able to set up a department in the new organization.
For a firm which usually prefers internal hires, they could switch to hiring externally if the skill sets they are looking for is new in the company. For example a new system being set up. In this case it would be wiser to bring in experienced external hires with practical experience to help the existing employees pick up these new skills faster.
- MemberNovember 14, 2021 at 9:21 pm
Business strategy that requires new networks, new channels, or new customer base, is the best supported by recruiting externally. The existing employees might have depleted sources of new leads and do not have many new repeat sales from their current customer base, it would be wise to conduct external recruitment because the new pool of external candidates would bring new customer base, establish new sales channels, and expand new networks which could increase the company sales revenue.
Business strategy that focusses on reducing employee turnover is the best supported by recruiting internally. Internal recruitment improves employee morale because it rewards promotion to the existing employee. Internal recruitment also promotes employee loyalty, motivate employee to work hard and stay longer in the company.
One of the factors might lead a firm to decide to switch from internal to external recruitment is when the firm has new direction or business strategy in expansion into new region or market. The firm understand that in order to enter the targeted market, local expertise and network are crucial in building the firm brand and survive competing with existing competitors. So it is important to recruit external candidates with specific set of requirements for that particular business strategy to succeed. On this particular firm, recruiting someone local from the targeted country would be invaluable asset. Or someone non-local with extensive experiences working or doing business in that targeted country.
One of the factors might lead to a firm to decide to switch from external to internal recruitment is when the firm has a plan to launch a new product that synchronize or related to their current business. The firm is basically looking for someone internally that has the firm ‘DNA’, skillsets, and deep understanding of their business. This recruitment would practically benefit the firm and the employee in many ways. The firm saves money and time in recruiting someone who already acquired necessary knowledges to design and launch new product based on their existing business. The employee is highly motivated to contribute more knowing there is opportunity to get promoted or lead a new product development.
- MemberNovember 14, 2021 at 9:44 pm
Depending on the current practices of professional development programs and plans, and the current business strategies, both type of recruitments are needed.
Merits of internal recruitment is allowing the career growth opportunity to the existing employees. This will create win-win situation where the employees can develop their professional career within the same industry while the company can retain their best talent. Moreover, company may save any additional cost incurred during the external recruitment processes.
Assuming that all the career development is discussed and properly planed with all team members, managers will support additional training that not limited to courses but also cross functional knowledge sharing and any cross functional projects. With this, the employees may have opportunities to grow vertically and horizontally within the company.
When there is an open position due to someone is moving to different roles or left the company, the priority can be given to the internal employees if meet the requirement. Unless there is no talent within the company that fit the role, suitable external candidates can be considered.
Another situation that a company prefer the external candidates are due to the new business strategies with certain skills-set that is totally new and require expertise from external to carry out the transformation successfully. Sometimes, external hiring is also needed for junior /entry level to carry out operational processes when the existing employees are promoted to the upper level with more responsibilities.
– Yusri Saidin –
- MemberNovember 15, 2021 at 9:46 am
Internal recruitment refer to the internal promotions/job transfer within the organization. It can save time and cost for the company when the backfilling is urgent. Also, the employee belonging and assurance with be improved, and bring to the success of better productivity and loyalty.
For External recruitment, the company looks for the recruit externally through website, advertisement, and other hiring firms. It can help the company to absorb new talents with more innovative perspectives. And bring opportunities to their organization.
There are several factors which can affect the decision making for the company, such as the skillsets within the organization, the urgency of the backfilling, the availability in the labor market and the growth of the organization.
- MemberNovember 15, 2021 at 9:08 pm
Moving into the digital world, more organizations have started to outsource the recruitment function externally. There are some advantages for recruiting externally, such as cost-effectiveness and process acceleration. An external recruiter has its networking in the labor market, and it’s easy for them to search for suitable candidates. Besides that, the external recruiter will be based on the organization’s requirement to filter and select qualified candidates. Therefore, it will accelerate the hiring process.
On the other hand, the organization will also have an internal recruiter, which will help the organization with training and promotion. Also, Some of the organizations will use an internal recruiter to promote the organizational culture to their employees. Furthermore, the internal recruiter will also work with the external recruiter to understand the hiring process and outcome.
These days, an organization will usually have both internal and external recruiters. Having both of the teams in the organization will be flexible for management to leverage the work. As discussed above, an organization might need internal and external recruiters to work together to achieve the common goal.
- MemberNovember 18, 2021 at 6:17 pm
Internal recruitment has the advantage of familiarizing the organization with the candidate’s motivation and work habits, as well as providing motivation to staff, since internal promotions do occur. External recruitment has a number of advantages, including: Candidates may have recently completed their education/training and hence possess up-to-date skills and expertise. Candidates that are interested in and receptive to change and innovation are more likely to be chosen. A company is more inclined to improve the circumstances of minorities and women who are underutilized. Internal recruitment would be the best support for strategies involving high levels of competition, because losing employees’ knowledge could be detrimental to the firm.
- MemberNovember 18, 2021 at 9:34 pm
The process for internal recruitment is easier & faster compared to external recruitment as the staff already in the organization. We can reach the candidates faster , get their manager feedback and we can refer back to their employee performance. In addition, we can roughly know how the candidates works in our organization. Normally for internal recruitment, the strategy that organization using are they approach colleagues on the vacancy. HR team will send an internal advertisement to employees. They can also offer on the promotion for staff recruitment.
For external, we can get new idea, new face and new method which can benefit our organization. We can get a professional which can occupied the vacancy. And there is no political group in the company. They all still fresh and new which are eager to learn new thing in new company. There are some strategies can be use for external recruitment. Organization can hire third party to find outside candidates. We can also use social media to advertise the vacancy. Another option is via website.
Factors that might lead to switch from internal to external recruitment is market demand. The availability of manpower is an essential factor in the recruitment process.Secondly , recruitment cost and financial implications , knowledge , preferred sources of recruitment , growth and expansion of the organization and also competitors.
- MemberNovember 24, 2021 at 11:13 pm
Based on my experience, company will have to recruit externally when they desperately needed for talents to fill up the posts due to extensive restructuring that leads to retrenchment / VSS of experience staffs or due to experience and age gaps between senior staffs who are about to retire versus junior staff in the organisation. By hiring these experience external staffs, company will be able to close the gaps, hire experience and good staffs, spend less on trainings and able to have pool of talents. However, experience hire will be expensive and might introduce a different culture to the new organisation or to the department. To maintain experience hire staffs is also a big challenge because with their experiences, demand is always available from competitor companies.
Internal recruitment is normally used to develop or groom the good performer staff to take up a different role or challenging role. It can be managerial or supervisor role. Competition to fill up the post will be high among the staff if only one or two vacancies are available in the organisation.
- MemberNovember 25, 2021 at 8:52 pm
Very suiting question for me.
Currently I am in FGV project and we need a new resource. So we did contemplate whether we should hire in or out.
If we hire internally – we will have no downtime, no onboarding process, he/she already understood the company’s culture and process and it cost lesser than looking out. We do know there might be few colleagues that also want to be part of this project but since we only need 1 resource, so we know this might caused internal conflict between them.
If we do hire outside, although it is more expensive and will cost us few weeks worth of downtime and few more weeks for onboarding process but new external resource could brings in new perspective and new knowledge into the team.
How we decide between the 2 is basically based on organization directions. Currently my organization is having hiring freeze and we have instructed to look in rather than out.
But even if we could not find an internal hire now, since the project is starting in 5 months – the recruitment department will look into internal resource first that fits most of the requirements and upskill that resource skillset to get her/him ready by April 2022.
Another scenario, lets say if we could not find anyone that fits the skillset we wanted before the project starts – we need to seek approval from the hiring department to find outside resource. But we have to keep in mind the project budget when hiring an external resource. All this requirements and restrictions will be communicated to recruitment department so that they can find the right candidates for us to interview and hire.
- MemberDecember 3, 2021 at 5:12 pm
Recruitment simply means, the action of ‘enlisting new people’ and it can be internal recruitment or external recruitment.Internal recruitment will be most preferable by company due to the cheaper and faster to fill the position.Also on same time will bring loyalty among employees through internal opportunity. While external hiring can helps organisation to explore new ideas and the way doing things.
Strategies related to high levels of competition would be best supported by internal recruitment, since losing employees’ knowledge could hurt the organisation. There
would likely be evidence internally if employees are committed to the organisation. Strategies that require constant change and innovation would be better served by external recruitment
In my opinion, most common organisation looks for external recruitment only when they had the challenges to find the right skills for the non entry level positions and most usual the external recruitment will be for entry level positions while most organisation highly recommend to internal recruitment that help boost employee confident with company for career development.
- This reply was modified 3 days, 7 hours ago by [email protected].
- MemberNovember 2, 2021 at 8:12 am
Video-recording applicants in interviews is becoming an increasingly popular means of getting multiple assessments of that individual from different perspectives. Can you think of some reasons why video-recording interviews might also be useful in evaluating the interviewer? What would you look for in an interviewer if you were evaluating one on video?
- MemberNovember 3, 2021 at 2:47 pm
Video recorded interviews let the employer to review the video when convenient and also helps the interviewer to evaluate the capabilities of the Interviewer. Candidates get the chance to know how well prepared the interviewer is from the start till the end of interview. Candidates able to know how much knowledge and experience the interviewer has in the relevant field. Candidate will gain better experience if the interviewer able to explain information about the job, company background, goals, and benefits working with the organization. Answers and explanations given should be precise, confident and respectful manner.
- MemberNovember 3, 2021 at 4:38 pm
Although I haven’t had an experience in sitting in recorded interview sessions, I believe that this might be a good tool for an organization to evaluate their recruitment process, including interviewer skill level. The recorded sessions can be an internal record, which can be utilized to gauge the effectiveness of Interview preparedness and Interviewer skill-up. It will be a good data sets for multiple assessors to review the interviewer performance through time.
As an interviewer assessor, I would look into how the interviewer carryout the interview process, how the interviewer represents the organization in finding the best candidate for the position. In detail, Whether the interviewer is asking the right questions in getting the correct information from candidate, how are the questions being asked, how did the interviewer review the input from candidate and finalize the recruitment process.
- MemberNovember 3, 2021 at 6:43 pm
Before the pandemic hits, an interview happens physically face to face if you apply for a job within the country. It simply means a formal meeting in which the candidates will be asked questions to determine their suitability for a particular job.
Video recording interview is not new for the hiring method. It is one of the methods for expatriates that apply for jobs across the globe. Fortunately, it is increasingly popular nowadays. During the Covid-19 pandemics, the hiring process is impacted. With the movement control order and restriction, people have limited access to go anywhere. Thanks to online meeting tools, the process can be done anywhere and anytime.
Why video-recording interviews might also be useful in evaluating the interviewer?
Video recording is useful to evaluate the interviewer in broad angles as if it is a physical face-to-face. The video recording can give ample time to the hiring managers to view at their convenience. They can revisit to do an analysis or comparison among the candidate at any time. Also, they can re-watch at any other time if there’s any other vacancy that suits the candidate’s resume.
The interviewer can have their own pace to prepare. They have ample time to do some research about the company. Some people might have the best resume for that particular job. Unfortunately, their opportunity to get the job might impact if they are too nervous. The Video recording method allows this kind of people to be more relaxed.
What would you look for in an interviewer if you were evaluating one on video?
The better insight of the candidate of how well they dress, their preparation to the question, and how creative they are to make it interactive. It takes much effort to come with a presentable video recording. The arrangement, video background, layout, colors, and everything can assess a person’s personality. That info might help the interviewer to select the best candidate.
In conclusion, video recording has its benefits for both interviewers and hiring managers. It saves time by not having physical face-to-face that require traveling. Indirectly, the hiring managers can assess the ability of the interviewer to have such connections for remote work purposes. It also can be shared so managers would be able to provide feedback.
- MemberNovember 4, 2021 at 1:15 am
Video recording can be scrutinized to assess the competences of the interviewer. Besides evaluating the interviewer, the video can also be used as a training/education aid for new Human Resources or hiring managers (The video can be use by trainer on do and don’ts for interviewers when they are conducting interviews).
If I have the opportunity to assess interview’s video recording, I will be observing several aspects such as preparedness of the interviewer. The interviewer should have clear idea about the job description, tasks to perform in the job and job requirements. The interviewer also should prepare candidate personas to assist in identifying ideal candidate for the position.
Only if the interviewer clear and prepared the above, the interviewer should be able to ask right and relevant questions related to the position, to assess the candidates’ knowledge, skills, experience, motivation and interests.
The interviewer should have background information about the candidate, start the interview on time and be ready to answer candidate’s questions. The interviewer should be asking clear, concise questions and the interviewer should be able to differentiate candidate who are nervous versus someone who are unfit for the position. If the interviewer noticed the candidate being nervous, the interviewer needs to be charismatic and put the candidate at ease. The interviewer should avoid asking questions that are deemed to be insensitive, irrelevant or offending.
The interviewer also should clearly communicate his/her expectations for this person in this position throughout the interview process. In addition, the interviewer should also clearly describe the job description, briefly explain the organization’s background/culture, compensation, perks and benefits offered by the organization.
The interviewer should close the interview by informing candidate what he/she should be expecting after the interview.
- MemberNovember 4, 2021 at 1:49 pm
With the available of technology nowadays it is common for such tools as such video recording to be made available in HR practices. Especially doing the pandemic where interviews are usually carried out virtually using conferencing tools such as Zoom and Microsoft Teams which have built in recording capabilities. Face to face interviews on the other hand may have awkwardly placed video cameras placed in the room.
As the technology is available, there would be a tendency for recruitments and hiring managers to want to record the interview process for reason such the ease to compare against other candidates and reducing the need to take notes during the interview as the recording can easily be accessed if certain information was forgotten or missed out.
In the perspective of evaluating the interviewer it can be a useful tool to countercheck on what has been informed by the interviewer to the potential candidate. Sort of a check and balance so to say. Now speaking of experience, some interviewers, and recruiters then to promise you the moon and the stars during the interview process to entice you to join the organization only later to find out this is not as per what is written in your official offer letter. This might lead to time wasting of back-and-forth discussion and sometimes arguments even before the candidate joins the organization. This often leads to delays in hiring the right candidate for the position.
If such an opportunity presents itself for me to evaluate an interviewer during a recorded interview process, here are some of the points I would look out for. That the interviewers explains clearly the roles and responsibilities of the position to the employee, clearly state the expectations of the job(if required to work on shift, standby during odd-hours, etc.) and the compensation and benefits of the job clearly explain (probably by the HR personnel as part of the interviewer panel). Apart of this hygiene points, I would also look at the skills of the interviewer to ask the right questions to gauge if the candidate is suitable for the position either by posing situational questions or by asking the candidates previous experiences. The interview should also make the candidate feel comfortable during the interview process so that the candidate may share more and provide more insights into the suitability of the candidate for the role. If the candidate is comfortable during the interview it is more highly him or her to share more and not just stick to politically correct answers. This would defiantly help to know more about the suitability of the candidate. Because at the end of the day we want to hire the candidate for a specific need of the role and want the candidate to be productive in the role.
- MemberDecember 4, 2021 at 8:58 am
With the current situation, video recording seem to be the trend for future interviewing methods. As it move on, we can improve it along the way while the interviewer need to provide their expectation and criteria needed upfront and the interviewee also need to prepare themselves in the video. Also, the process also need to be improved to become more interactive.
- MemberNovember 4, 2021 at 7:20 pm
A video-recording interview might be one that a candidate is asked to submit a pre-recorded video, answering a number of questions sent by the recruiter/interviewer, and that there is so actual interaction with the recruiter/interviewer in the process of interview. It can also be an online interview conducted on platforms such as MS Teams and Zoom, between the interviewer and applicants, which is recorded for information safe-keeping and quality monitoring purposes.
Especially since the pandemic hit, organizations are no longer able to carry out face-to-face interviews. Also with the new norm of digitalization and remote working, video has become a core component in business and recruitment practices of an organization. In the context of the first type of video-recording interview, which is the pre-recorded video submission type, it allows the interviewer to assess the applicants faster and more thoroughly, giving them a better insight into the soft skills and personality of the applicants, compared to a phone interview. Applicants can also take their time to prepare and complete the video at their convenience. The downside of it is, it’s a one-way approach where applicants are not able to ask questions or interact with the interviewer.
On the other hand, if the online video interviews are being conducted on a platform live, and is being recorded, it would be more similar to having a face-to-face interview, where there is two-way communications between the interviewer and applicants. With this, while the interviewer evaluates the applicant, the interviewer themselves can be evaluated for process improvement purposes as well.
If I were to evaluate an interviewer, the basic general criteria would be their conversational ability, mental ability, sense of humour, and adaptability to social situations. However if I were to evaluate and interviewer on video, the first thing I would see is that if he/she designated a professionally suitable, quiet and well-lit space for conducting interviews. Nowadays most of the people uses the company designated backgrounds for online interviews and meetings, which is a good option for a video interview as well, to show professionalism.
Evaluating an interviewer on video includes evaluating the questions they ask to the applicants, whether the questions are relevant to the role they are hiring for, or whether there are behavioral and situational questions that assess the applicants’ critical thinking and problem-solving ability. Some interviewers prefer unstructured interviews as they want to appear more casual and friendly, but due to it being unstructured, the effectiveness of the interview might be affected and they most probably will not make the best hiring decisions. Although it is good to make the applicants feel comfortable during the interview process so that they will be willing to share and elaborate more, which is useful for interviewer to judge their suitability to the role, there should be balance between professionalism and candidate experience.
In the process of interviewing the applicant, it is important that the interviewer also highlight the company culture, explain about the role and responsibility of the position applied to, and paint a clear picture of what it’s like to work in the company. When applicants ask questions to the interviewer to learn more about the company and the role, interviewers should also be able to answer their questions in an honest and professional manner. Avoiding questions and side-tracking might bring bad impression to the applicants which would potentially affect their impression of the interviewer and even the company. Remember that recruiters and interviewers represents the company, and is part and partial of the branding mechanism.
- MemberNovember 6, 2021 at 2:01 pm
The pre-Covid-19 live video interview was more popular for those who are interviewing candidates from overseas but Covid-19 pandemic period, live video interview has become more popular and necessary for the pandemic period. Another increasingly popular method is video-recording interviews. These two methods are more viable at the current stage whereby many industries have adopted the “Work from Home” concept. This method is where the recruiter shall post pre-recording questions to the candidates and the candidates shall record their interview answers and send them over to the recruiter. Just like live video interviews, a video-recording interview shall save both time and money for the recruiter and the candidate. However, there are a few additional advantages of having video recording. The candidates are able to have more time to prepare the answers and are able to carry out rehearsal before the actual recording. The candidates are also able to plan and put forward their creativity, If necessary.
Just like face-to-face interviews, all the aspects that we are looking at a candidate will remain the same in live video interviews or video-recording interviews. However, in a video-recording interview, we will be looking at perfection and the presentation method which directly shows the involvement, character, and attitude of the candidate. This is because the candidate will have more time to prepare and definitely, the recruiter shall be expecting well prepared and presented recorded interview answers. As our organization believes, the right attitude shall bring an organization way forward.
- MemberNovember 6, 2021 at 4:41 pm
The videotape can be reviewed to examine the candidate and the capabilities of the interviewer. Factors to observe in interviewer behavior include being prepared to start on time, putting the candidate at ease, asking questions that are clear and that require more than a yes or no answer, not asking illegal questions, asking questions that are job-related and demonstrate knowledge of the job, and closing the interview appropriately by informing the candidate about what happens next and when he or she will be contacted. If this is a recruitment interview, there should also be a strong description of the organization, pay and benefits, the job and working conditions, and so on.
- This reply was modified 1 month ago by Darmathan Francis Xavier.
- MemberNovember 8, 2021 at 1:31 am
Video interviews has been very popular in the recent days especially during the pandemic.
The video interview is very helpful to the interviews because the interviewer can interview the candidate without having leave their office or even their desks and it is more conveniences than phone interview. The candidate may feel less nervous than in-person interviews. The communication between the interviewer and candidate will be more efficient Video interviews provide platform to interviews candidate from all over the world, interview questions can be pre-recorded, and Interviews can be recorded and replayed later. It supports the interviewer to evaluate and hire the best candidate for the job.
When I am evaluating a video interviews, I look for the Standardize hiring process is followed during the interviews, candidate interaction during the interview and quality of video interview. Firstly, standard hiring process are what are the questions asked during the interviews, evaluate the answer of the candidate, the location of the candidate during the interviews, candidate dress code and how to the candidate prepared for the interviews. Then, candidate should be confident and should show interest to get the job. Finally, the quality of the video interview should be good like voice and video of the candidate is loud and clear and no interruption of technical issue such poor connection or a temporary malfunction of the camera.
- This reply was modified 4 weeks ago by Kubendren Kathiravaloo.
- MemberNovember 8, 2021 at 11:16 am
Tradition interview is performed face to face between interviewer and interviewee at the same time and place. Reason of doing face to face interview allow interviewer to directly communicate, observe and evaluate interviewee performance on the spot. Interviewer can see the very first reaction and response of interviewee in the interview. Besides, interview process can be carried out in a more effective and efficient way because interviewer and interviewee are communicating together at the same time.
However, due to technology advancement and especially now with covid-19, video-recording is getting more popular as this provide the convenience for both interviewer and interviewee where both parties can evaluate the video/self-record a video at his/her convenient time and place. Moreover, to prevent getting infected by covid-19, video-recording is more encouraged now as this can avoid physical contact between interviewer and interviewee. It is extremely useful because video-recording can be playback for numerous times to observe and analyse both interviewer and interviewee behaviour, attitude and response which may be missed out in a face to face interview. Additionally, video-recording can be served as a proof of what interviewer and interviewee did in the interview hence cannot be argued.
In an interview, interviewer plays an important role because interviewer is the one who lead the interview and try to get the best outcome from interview. Consequently, video-recording can be used by organization not only to evaluate interviewee (usually the focal point) but also interviewer from different perspectives. From video-recording, organization can evaluate interviewer to make sure that interviewer is conducting the interview in a professional manner which include interviewer is explaining the job details correctly (eg. what employee supposed to do and deliver in the job and the expectation from organization etc), interviewer is asking the right questions that are relevant to the job, interviewer is asking effective questions that can bring the best out from interviewee from his/her response (questions that force interviewee to think, justify and explain) and so on. As a result, if I were to evaluate the video, I will look for the exact same criteria that I described previously in an interviewer.
- MemberNovember 9, 2021 at 7:47 pm
Although I have not experience this situation nor record an interview conducted by me as an interviewer, I would say this is the best tool for an organization to apply. The recorded session really will benefit everyone as it can be reviewed to examine both the candidates and also the interviewer capabilities.
The reason why I say to examine the interviewer capabilities are we can observe in interviewer behavior include being prepared to start on time, putting the candidate at ease, asking questions that are clear, not asking illegal questions, asking questions that are job-related and demonstrate knowledge of the job, and closing the interview appropriately by informing the candidate about what happens next and when he or she will be contacted.
It also can build a better and standardized screening of candidates as we not only evaluate the candidates based on their CV but also on their skills.
Some of the job hiring also required for 2nd interview (screening interview by different level management interviewer) which in my opinion it is waste of time. By recording interview, all level of management can just watch that one clips and decide whether to hire or not instead of calling back the candidates for another interview which in other words it save both interviewer and candidates time.
As a conclusion, technology have made the hiring process much smoother and streamline.
- MemberNovember 10, 2021 at 9:59 pm
It gives the ideal platform for the recruiter or hiring manager to do a video playback of the recordings for comparison and run through purposes. These approaches are very helpful to filter and find qualitative candidates who are suitable for the role. Video interview saves ample of time compared to face-face interview whereby it cuts down meeting room booking, travelling expenses and time. Video interview also is the best platform for hiring managers to reach out to candidates from other states or country real time.
If I’m evaluating a video interview I would focus on their tone and body language. It would be the ideal way to know their confidence level.
Their video and audio should be clear, providing good quality of output without any disruption in between the interview. Most importantly the candidate should be proactive in responding to the questions thrown over without any major delay. This indicates the candidate is apt for the role and understands the queries quite well.
- MemberNovember 12, 2021 at 12:12 pm
I agree with you Dr. Nowadays video-recording interviews getting more popular especially during this pandemic era. I have an experience in 2019 before pandemic on this kind of interview because the headquarter is based in Dubai. Unfortunately, I didn’t get the job.
What can I comment on this method is that the expectation from the interviewer is a bit higher. But it benefits the interviewer, which they can evaluate the staff by checking their experience and qualifications against their CV. And this method also allow in cutting cost and time consuming. Candidates will be more prepared on the session and can answer them peacefully rather than being nervous when meeting the interviewer in person. In addition, interviewer also can replay the session to ensure that they make a correct decision to the candidates. So now I can see the cons when performing a live interview (face to face), whereby when the interviewer met the candidates in person, they are not able to give 100% focus to that candidates.
- MemberNovember 12, 2021 at 5:51 pm
It would allow HR and management to understand line manager/hiring manager’s requirement in selecting candidates, to understand hiring managers reasons to hire one particular candidate over another, management would also be able to pick up body language cues that turns candidates away.
I would look for body language cues, facial expressions, questions that are being asked, how comfortable this person is in presenting themselves in front of camera.
- MemberNovember 13, 2021 at 3:57 pm
Q: Video-recording applicants in interviews is becoming an increasingly popular means of getting multiple assessments of that individual from different perspectives. Can you think of some reasons why video-recording interviews might also be useful in evaluating the interviewer? What would you look for in an interviewer if you were evaluating one on video?
Online interviews have been the de facto these days, more so during the pandemic. It might not apply to all types of roles but for most roles they are a good starting point, especially as we have people being based on flexible location these days and for international companies, they have been practicing these for the longest time.
In evaluating an interviewer, I would be interested in the types of social behavior they are demonstrating as this is a glimpse to the organization you’re interested in. For example, interviewers who are friendly among each other (HR Manager, Hiring manager, Higher management) would provide a glimpse that this organization might not be strictly hierarchical and treats all employees equally. Also, it shows the level of respect they have among one another. Another quality I would look for would be how in sync the team of interviewers are as these shows that they have mutually agreed upon some of the discussions and requirements prior to the interview.
Recorded interviews can also be used in the event another team or department are interested in the skill sets of these job applicants and would be able to have a look at the videos to determine the suitability instead of requesting the applicants for another round of interview.
Another plus point of recording interviews would be to replay some of the discussion topics held during those times and more so when a certain time period has passed.
- MemberNovember 14, 2021 at 10:08 pm
There are many reasons why vid-rec interviews might also be useful in evaluating the interviewer. First, it can be replay and watch multiple times how the interview process was conducted to evaluate the interviewer. From there, I would look at the body language of the interviewer during the interview process. The body posture of the interviewer is crucial not to create hostile environment and it is important to start a calm conversation before starting to ask interview questions. Second, vid-rec interview allows the interviewer to watch the process and look at how himself/herself carried out the interview. This is a valuable information to improve oneself and rethink how to improve or restructure certain interview questions that might be beneficial for the whole interviewing process. I would also listen carefully and analyze the ways the interviewer ask questions specifically the tone. Interviewer is the front-liner of the company, they are integral part of the company that recruit and hire people, so they have to communicate professionally and well-mannered.
- MemberNovember 14, 2021 at 10:30 pm
With the recording, hiring manager and HR personnel can replay to check when there is any disagreement during evaluation and also analyze in details of many factors including the experience, skills-set, achievements and behavior.
It may be most useful method at the screening level, where the recruiter can re-validated before shortlisting the most suitable candidates by replaying and comparing. Especially when the recruiting process are happening in more than a month duration and many candidates met the requirement, recruiter may not be able to recall to compare the first candidate with the last candidate. The comparison of the shortlisted recoding can also be done if the recruitment process of the same position is carried out by many recruiters.
Additionally, the video can be audited to ensure that all recruiters and hiring manager are carrying out the interview sessions accordingly and shortlisting the most suitable candidates without any discrimination and based on merit, if the company is practicing diversity and inclusive.
Personally, I may need to replay the recording to analyze the candidate’s passion on the interviewed position, and also behavior that may be overlooked during the live interview session.
– Yusri Saidin –
- MemberNovember 15, 2021 at 9:59 am
First, it can save the time and cost for the arrangement for the interviews. The candidates do not need to travel in distance for the interview. Especially during the pandemic situation, it become more secure for both interviewers and candidates. The evaluation process can be more structured and more effective without stressing the candidates during the actual interview. It can also act as an evidence when addressing the biasing issue when making decisions.
In the video, it is important that the candidate can answer the questions/assessment required and show their attitude by the way they introduce themselves. Also, they can ask question in the video as well to show they thinking and mindset. A separate rating system need to be used for evaluating the candidates.
- MemberNovember 18, 2021 at 6:22 pm
The practice of video interview is not new in the employment world. It is one of the ways used by expats who are looking for work all around the world. Fortunately, it is becoming more popular these days. The recruiting procedure is influenced during the Covid-19 pandemics. People have limited access to go anyplace due to the movement control order and restrictions. The process can be completed anywhere and at any time thanks to online meeting tools.
Video recording can be used to assess the interviewer from several perspectives, as if it were an actual face-to-face meeting. The recruiting managers will have plenty of time to watch the video clip at their leisure. They can come back at any time to make a comparison or study of the candidates.
- MemberNovember 24, 2021 at 11:31 pm
If I were to evaluate the interviewer, I would like to see whether the interviewer is well prepared with his/her questions, whether he/she reviewed the candidate’s CV, their body language, whether they really eager to recruit or they just want to get the job done, their communication and persuasive skills to encourage candidate to answer their questions, to understand the flow or sequence of the interview, and to learn the skill of interviewing fresh grad and experience hire.
- MemberNovember 29, 2021 at 8:13 pm
This is a question that I can answer based on my experiences as technical and non-HR interviewer.
I’ve interviewed few candidates recently for upcoming projects and I had recorded every sessions. I recorded my interviews session so that I can:
- Assess myself as an interviewer
- Re-watch again the video in case I’d missed any details
- Compare one candidate against the other by re-watching back the video and see their performance and pick the best candidates
- Recorded video interviews will be saved in resume repository for organization future reference and shall any upcoming project is looking for resources – they can refer to this recording which also will cut down the interview process
I also attended few video interviews session before. Here are the things that we can evaluate in an interviewer during video interviews:
- To see if the interviewer is ready and have read candidate’s resume before-hand
- To see the way the interviewer’s dressed because this might reflected back on the company’s culture
- To see the interviewer’s gestures and facial expression. One can gauge the interviewer’s personality based on this. Hence, interviewee can predict if he/she will work well alongside with the interviewer
- To see if the interviewers are giving his/her full attention and attentive during the interview session
- To see if interviewer not doing anything that might distract the candidates eg holding phone, chatting with another person in the room
- To see if interviewer had the ability to calm down the candidate and make candidate feels comfortable
- To see if the interviewer is asking all the right questions within the allotted time
- MemberDecember 3, 2021 at 5:28 pm
Video-recording applicants in interviews is becoming an increasingly popular means of getting multiple assessments of that individual from different perspectives. Can you think of some reasons why video-recording interviews might also be useful in evaluating the interviewer? What would you look for in an interviewer if you were evaluating one on video?
Video-recording is something that solve one of the challenge that faced by candidates and interview which is timing and availability. It is well known recruiters had a hard time to find time and availability for candidate and interviewer which this method helps gives flexibility to both side whereas candidate can record interview assessment in their own flexible time while interviewer can view the recorded video in their available time. This method also helps interviewers to evaluate candidate with structured interview where candidate will receive the questions in advance and they answer will be in sequence.With this, evaluation process among candidates will be much easy to perform.
If i am performing the evaluation, i will be give more priority on the candidates confident on answering the questions and how they give a clear details that related with job applied for within time given.
- MemberNovember 3, 2021 at 12:31 am
Traditionally, human resource management practices were developed and administered by the company’s human resource department.
Managers are now playing a major role in developing and implementing HRM practices. Why do you think non-HR managers are becoming more involved in developing and implementing HRM practices? Discuss
First of all Human Resource Management (HRM) is the term used to describe formal systems devised for the management of people within an organization. The responsibilities of a human resource manager fall into three major areas: staffing, employee compensation and benefits, and defining/designing work. Essentially, the purpose of HRM is to maximize the productivity of an organization by optimizing the effectiveness of its employees.
Whether non-HR managers or HR managers, we are all human resource’s for the company/ organization we are working with/for.
Non-HR managers are also supervising teams and they have to develop their teams for better performance there by contributing to the common goal of the organization or company. For that every one has to have an inch of HR management in their routine job.
The traditional HR was isolated and done by a rigidly separate department. The modern view is that HRM is a subsystem of a larger system of organization, all managers have some amount of HRM roles (like performance counselling, mentoring) .
There is no doubt that the management of human resources must allow to prepare and re-adapt the personnel to the new demands of work, to the new organizational models, based on a new work culture characterized by: the spirit of solidarity and cooperation at work, the better performance and collective efforts, participation in decision-making, the promotion of horizontal and vertical communications, the reduction of intermediate levels and middle managers, the integration of functions and the creation of new ones, the decentralization of controls, collective responsibility and commitment to the objectives of the organization, among others, aspects that can only be verified if they are met as established, by auditing the modern management of resources.
The purpose of the administration of human resources is to improve the productive contributions of personnel to the organization, so that they are responsible from a strategic, ethical and social point of view.
This is the guiding principle of the study and practice of human resources administration.
- MemberNovember 15, 2021 at 7:58 pm
Think of the last time you had a conflict with another person, either at work or at university. Using the guidelines for performance feedback, how would you provide effective performance feedback to that person? Each of you can share your own experience ya.
- MemberNovember 21, 2021 at 3:02 pm
In my present organisation, we provide feedback on our coworkers on a weekly basis. Those in managerial positions are expected to engage in open communication in order to improve their performance. Employees will be asked to rate his or her own performance prior to the meeting starting to allow the person an opportunity to identify his weakness and strength. This is to ensure that a proper context, under neutral setting for open discussion is established. The next step is to express our appreciation for his or her contribution and the importance of his or her participation verbally. Receiving good feedback stimulates participation in positive performance as well as a positive attitude. Reiterating the positive aspects of one’s performance is critical for maintaining a positive mindset and level of engagement. It also assists the individual in maintaining an open mind to receiving constructive criticism. Once the problem has been identified, we may begin working together to find a resolution. Concentrate on the outcome rather than the individual. It is critical to communicate the problem clearly and concisely without attacking the person’s character. It is preferable if we keep criticism to a minimum. The current issue should be the primary focus, and earlier transgressions or other poor performance should not be brought up. Via open conversation will generate a workable solutions for any problems/conflicts
- MemberNovember 24, 2021 at 4:49 pm
I used to serve a conglomerate company for 8 years. I still remember that all employees in my department had to go through of emotional intelligence (EQ) test. The test is applicable for all the candidates on the promotion list. Having a good EQ is one of the criteria to get a higher role in my department during that time. There’s an incident where the worker has complained to HR and Industrial Court because she has been yelled at, by the manager publicly that caused damage to her (reputation, embarrassment, etc.) Then after the incident, the manager went through counseling and EQ modules.
Another process that I could recall was, we (employees) had a chance to judge our boss via the Performance KPI survey every year. The survey result included in their KPI annually. There’s a time where everyone voted and ranked the boss with a low rate. Every year during the result of the survey, we were called over for a post mortem. We will sit together to investigate and analyze which area that the boss had received a low rate. During the session, we will exchange any solution to the problem. Usually, the low rate was more to the engagement where the employee felt that the leader didn’t approach or socialize with them well. All the members in the session will suggest any activity or approach to tackling those gaps.
All above was the method of the company to measure any leadership problem or conflict to reduce unsatisfied feelings in the workplace. I like those methods because we as a staff can judge our boss every year. The vice versa method seems fair to everyone.
- MemberNovember 24, 2021 at 5:44 pm
Workplace conflicts do occur when people from different backgrounds and work styles work together. I have also witness work conflict a few times at my workplace throughout the years. However I think conflict is an elevated form of confrontation. If a situation can be solved at the stage of confrontation and not let it grow into a conflict, that’ll be best. The only conflict at work I could remember experiencing is not exactly a conflict, but more of a confrontation with my then line manager to discuss on managing expectations and fair job delegation.
Performance feedback can be done both ways. It can be managers giving performance feedback to their subordinates; it can also be employee providing feedback to their managers. In the example that I will discuss, it was a two-way scenario, happened not during an official performance review period. At that point of time, the company was running on traditional performance management process with annual and midyear review, where this specific manager conducts feedback session with his employees only twice a year, backward-focused. The context of the confrontation was triggered by a sudden change of result and timeline expectation and questionable fairness in job delegation to members of the team.
During the discussion, I addressed my concerns on the workload I have and the support I need in fulfilling the sudden change of timeline assigned to me, and requested that certain tasks could be better managed by another teammate in this time of urgency. We focused on solving the problem, and at the end of the discussion, we came to a mutual agreement of completing the task within the new set timeline, but having someone in the team to support me on some of the tasks spilling out of my plate. My line manager was also able to help me re-identify my measurable goals and promised to increase the frequency of feedback session moving forward. This experience to me was one good example of an effective performance feedback.
- MemberDecember 4, 2021 at 9:12 am
It is very important not to make it personal. We need to think rationally to solve the problem/conflict as the ultimate outcome we need is improvement.
- MemberNovember 24, 2021 at 11:44 pm
I would not immediately give feedback during the conflict but will let it cool off for at least 3 days. After that, I will see the person , provide my feedback on the conflict and trying to understand his/ her point of view. Cooling off period is the time to restructure my own words so that the person will not take it negatively and to avoid bigger conflict. At the same time, the person could also share his / her feedback positively so that improvement on the situation can be done. The conversation can be done over a coffee break in a café.
- MemberNovember 29, 2021 at 8:37 pm
I had a subordinate who tend to put everyone else in the team down just to show that she was the shinning star, many a times she would on purpose blow a mistake done by a coworker out of proportion especially to the management, she would also highlight a co workers occasional long lunch breaks or time offs as being lazy to the me or to the management, she would constantly go on a witch hunt just to find our mistakes, as such she was performing poorly in her task as much of her time was spent concentrating on her coworkers work, her actions were causing much dissatisfaction in the team, I requested her to rate her performance prior to having our feedback discussion, since there were few projects she assisted with I started by praising her and giving credit where it was due, I explained that our main focus was to solve the existing problems which was her behaviour issues which was causing much dissatisfaction and disrupting the teams dynamic, and that it is not a criticizing session but I am giving constructive feedback, to let her know that she doesn’t have t o put others down just to shine , each one of us has our own strengths and weakness, being a team player means to use our own strengths to assist our coworkers, constantly pointing fingers would create a toxic environment and it is also disrupting her work, it is best to focus on work and If she feels like she is not recognized, I would in future ensure that her work would be recognized and equally rewarded.
- MemberNovember 30, 2021 at 5:13 am
My role: Team Lead
Scenario: It was middle of the year but there was a burning issue wit one of my team member and it has caused dissatisfaction and resentment amongst other team members.
Reference Documents: Past emails on untimely job completion, anonymous peers’ feedbacks, clients’ feedbacks.
So I set a meeting with her even though it was outside of performance review cycle.
How I approach her performance feedback:
- I told her she is a senior in the team and read the expectation that the organization has set for her at the beginning of the year (which she also agreed on)
- Tell her strengths and ask her not to change these qualities (tie it back to her KPIs) based from observations and feedbacks received.
- Tell her what she needs to improve on based on observations and feedbacks received (tie it back to her KPIs)
- Let her know how her performance and behavior are impacting the team and how the client will perceive us
- Ask her if there is anything she wanted to tell about her family issues or any other issues that is effecting her work or if she wants to defend herself if anything I’ve said is untrue
- Ask her if she needs any support from me or our manager
- Ask her what she will do in the next 6 months to change
- Told her I want to have one to one session every 2 months to check on her well-being and work progress.
Throughout the remaining months, she has improved but not as much. At the end she did not achieve all of her KPIs. So I had to switch her to different project.
- MemberDecember 4, 2021 at 9:10 am
There was a conflict between me and my subordinate during the daily operation support. There was an argument in a discussion on evaluating her performances. Firstly, it is important to identify the issue impersonal. We have gone through a discussion in a rational way. Once she understand the problems, I gave her some suggestions and recommendations. By getting her sense of identify, we can get the same understanding while moving on for improvement.
- MemberDecember 4, 2021 at 2:37 pm
I would like to share an experience about the work conflict which involved my new manager. The team previously had a manager there was in the role for 2 years. However he decided to leave the organization to pursue outside opportunities. He was replaced by an internal promotion by a person that was an individual contributor and promoted to be a manager to lead my team.
From the beginning itself, the person did not have an interest in getting to know the team better nor getting to know each team members strengths and weakness. He uses authoritative method to distribute work to each of the team member even though it was not their forte or subject matter. For example, my role is Learning and Development and I am a trainer but was assigned task involving assets management.
In dealing with this situation I first spoke to the new manager explaining to him regarding my role and my strengths. However it did not resolved the issue and was told to “just do the work”. In my organization we have a channel called skip-level where by we are able to contact our manager’s manager to share our grievances.
I spoke to his manager about the situation and he viewed the matter seriously. Skip-level is a good channel to have in any organization for employees who have an issue with their manager or that their manager is unable to address to seek a higher level of intervention.
The rest of my team also used this skip-level approach and later on the manager has rotated out to a different role and a new manager was hired.
- MemberNovember 15, 2021 at 8:03 pm
Go to http://www.keirsey.com
Complete the Keirsey Temperament Sorter. What did you learn about yourself? How could the instrument you completed be useful for employee development? What might be some disadvantages of using this instrument?
- MemberNovember 21, 2021 at 7:58 pm
After completing the Keirsey Temperament Sorter, I discovered that I fit into the category of the Guardian. Guardians make up the majority of the world’s population, ranging from 40 percent to 45 percent, and are widely recognised as the “cornerstone of society” because of their commitment to preserve traditions and institutions. They are considered to be supervisors, inspectors, providers, and protectors- the four variants as defined by the Myers-Briggs test. Overall, Guardians are motivated by a desire to maintain order and responsibility. Also, as the “Security-seeking Personality,” these people are good collaborators and supporters. This group is also known for its loyalty, practicality, and discipline. Finally, Guardians are nostalgic for the past, pessimistic for the future, and unaffected by the present.
The Sorter is a great tool When it comes to helping coworkers learn how to communicate with one another and help managers understand how to provide feedback and engage with their subordinates and employees. This test assisted me in learning more about myself and also served to inspire on how to improve our conflict resolution abilities. Identifying our Temperament assists us in gaining a better understanding of ourselves, our strengths and weaknesses, and how they connect to our professional and personal aspirations, among other things.
Keirsey categorizes people according to their temperament rather than their function, which can be misleading—someone with a soft temperament may actually favour a firmer feedback structure, which the Sorter model would not find. To put it another way, it’s important to realize that personality tests are not the be-all and end-all solution. When it comes to creativity, an Idealist can compete with the best of them; a Rational can do just as well in a managerial position as a Guardian.
- MemberNovember 22, 2021 at 10:03 pm
I manage to identify my personality by completing this exercise. The result from this exercise provide insight into important but intangible information about myself such as my personality, values, and work preferences.
Armed with this information, human resource managers can gain insight into how well a candidate might fare in any given job. The pros and cons of personality testing are significant, and companies must weigh them carefully before deciding on their use.
• Knowing the unique information personality tests provide can help hiring managers assess a candidate’s fit into company culture.
• Personality tests allow hiring managers to better understand how to keep individual employees engaged and motivated at work.
• Well-designed, standardized assessments allow an organization to improve its legal defensibility by providing a fairer method of candidate comparison.
• Personality tests can reduce the chance of putting the wrong person in the wrong role (a mistake that can be costly).
• Time. Personality tests can be time-consuming, which may lead to job candidate frustration or even loss to other companies.
• Money. Personality tests can be costly for the employers.
• Accuracy. While useful for gaining behavioral insight, personality tests are not always the best indicators of how successful an individual will be in a job. Although these tests have not been validated as strong measures of job performance, they remain popular among employers.
• Reliability. Candidates often answer personality tests by choosing answers they believe employers want to hear. The candidate easily can lie on the test. This can make test results difficult to interpret or even invalid.
As a conclusion, based on my opinion, instead of evaluating aspects of a candidate’s personality, employee assessment tests measure an individual’s particular skills and knowledge base. These tests can investigate anything from specific competencies.
- MemberNovember 24, 2021 at 5:42 pm
I managed to get to know myself after going through this test.
Based on the result, I notice that I am a practical person; follows the rules, and cooperates with others.
My opinion is, this test can be a basic personal test for recruitment selection to fit the role with the candidate’s personality. For example, if the job requirement requires someone talkative then HR can filter whoever matches with it. For the existing employee, this can be a cross-reference to their performance and job role if they get a promotion or job transfer. Other than that, this instrument helps HR to plan and strategize job development for the employee such as training, up skills programs that match their preference and personality. Usually, the employee can contribute their best when their personality fits the role well.
The disadvantage is perhaps the inaccuracy, results are too AI-oriented, and no human judgment is involved. Not everyone will answer those questions with honesty especially if she/he desperately wants to match the job requirement. It could impact the result’s accuracy. Let say HR uses this instrument as a screening basis for recruitment selection. The instrument is Artificial Intelligence that does not have an emotion or human judgment towards the candidate. Many people have a mix personally where they can be extrovert or introvert at the same time based on the situation. Humans react differently to different situations. That’s how it supposes to work. With this instrument, I believe HR shall consider having additional screening methods to get a wider candidates selection that suits the job. On the other side, the additional method may open an opportunity and fairness to everyone.
- MemberNovember 24, 2021 at 9:11 pm
The test is said to be very reliable as a personality type indicator, but I am somehow doubtful of my own test result when I read the description, so to be sure, I took the test twice, rather reckless the first time, and being more careful the 2nd time. Surprisingly, both times gave the same results. So while still being slightly skeptical, I decided to take it in as a reference. One important thing I learnt from my test result is that I am actually artistic, and I should aim for careers that allows me to have plenty of freedom and flexibility. I’ve also learned that if I become a manager, I am prone to offering freedom and flexibility to my subordinates.
Using personality assessment tests such as Keirsey Temperament Sorter (will refer as KTS moving on) in the workplace can actually help with employee development, but this should only be used as a reference, not a decision point. For example, conduct KTS with the employees then discuss and share the results with them. KTS result can inflict self-awareness on the employees and they can be more aware of the way they approach issues and reflect on themselves. With the results openly shared among the team, KTS can help team members better understand each other. Similarly, managers can better understand how to keep individual employees engaged and motivated at work, and advise on behavior modification if required. It might also help in identifying a job type your personality is more inclined to, to get further training for career progression.
However, personality tests like KTS has its disadvantages as well. First of all, we’re unsure how accurate it can be, because employees’ personalities can change over time and environment. Also, the test results could create a false sense of confidence, causing reckless decision making and action. Instead of conducting personality test, tests for employee development should focus on measuring the employee’s skill and knowledge base. For example, a test to measure an employee’s technical competency, and another to test on general aptitudes, such as interpersonal effectiveness and logic. Results of these kind of tests can be better used as a guideline for the employee’s growth and development. Real experiences, feedback from others and honest reflections are still the most reliable aspects to look at in term of effective employee development system.
- MemberNovember 25, 2021 at 12:46 am
I learned that I am a Guardian. Since there are 4 guardians, I believe I might fall under Providers or Protectors. <div>
This test can be used as one of the tools in employee development, however, I trust the personality result will change based on time, environment, position, and challenges that the employees have to tackle every day in the organisation. Based on this argument, the employee should take the test again, say once in every 3 years to see the changes.
The disadvantages that I can see are:
1.Employees do not take the test seriously which will impact their personality result
2.Employer might think that the employee is not suitable to take certain task based on the profile result thus impacted the promotion
3. Manipulation of results if the employees are familiar with the questions hence the result is no longer genuine.
- MemberNovember 29, 2021 at 8:39 pm
go to http://www.keirsey.com
Complete the Keirsey Temperament Sorter. What did you learn about yourself?
That I am a guardian which makes up 40% of the entire world population. Guardians can have a lot of fun with their friends, but they are quite serious about their duties and responsibilities. Guardians take pride in being dependable and trustworthy; if there’s a job to be done, they can be counted on to put their shoulder to the wheel. Guardians also believe in law and order, and sometimes worry that respect for authority, even a fundamental sense of right and wrong, is being lost. Perhaps this is why Guardians honor customs and traditions so strongly — they are familiar patterns that help bring stability to our modern, fast-paced world.
How could the instrument you completed be useful for employee development?
This test helps individual to know his/her personality type and also helps him/her understand others. This test mainly focuses on the behavior and psychology of the individual in the workplace. This test can also help to find the natural leaders in an organization, even when they have different personality types; not all leaders have to fit the same image. The training then shows how to keep different kinds of leaders motivated and engaged.
What might be some disadvantages of using this instrument?
They may be inaccurate as many would not be honest in their answers thus It could result in a lack of diversity in the workplace.It could also be off-putting for some employees while can create a false sense of confidence in a candidate in some
- MemberNovember 30, 2021 at 10:11 am
The Keirsey Temperament Sorter divide people to four different personality temperaments: Rationals (5-7 percent of those surveyed), idealists (8-10 percent of those surveyed), artisans (35-40 percent of those surveyed) and guardians (40-45 percent of those surveyed) .
I am a Guardian which is funny because I always see myself that way in a broad sense of the meaning. Based on Keirsey test, most of the stated characteristics of a Guardian does reflect on my attitude, so I am not surprised when I read the result. But there is probably one trait that I don’t think resonate with me which is “trust and respect of authority”. I always have issues with authority since my teenage years even up till now but after much self-reflection, I believe I only respect authority that deserves to be respected, who walk the talk and not just an empty can who talks loud to assert authority but full of air. Out of the 4 types of Guardians; I think I am probably the Supervisor.
When looking at 4 types of Guardians, there are 4 letters identifier assigned to each personality type. They are, E or I (for extroverted vs. introverted), the second is S or N (for sensing vs. iNtuitive), the third letter is T or F (for thinking vs. feeling) and the fourth letter is P or J (for perceiving vs. judging). Interestingly, all 4 guardian types have the same second and fourth letters. Which means all of guardians are S (Sensing) and J (Judging).
The last thing organization wants is to place an employee in a role that they do not want or capable. I believe Keirsey Temperament test should be a part of any business interview process. The result could help in predicting if the employee is suitable for the job scope. Employer or manager can discuss with the employee on how the company can leverage employee’s strength and teach the employee how to tackle their weaknesses.
But we have to keep in mind, although this is a good tool to have on a basic understanding of employee’s temperament but it is not perfect. Human is a complex being. Probably when the employee is taking the test, he/she is not in calm and relax state of mind which might skewed the test result. Also, once employer knows the result, it might caused a biasness and judgement towards the employee. For example, as a Guardian – the test result indicated that I like to follow rules, inflexible and resistant to change. If I am an employer and based my decision solely on this test result, I will placed this employee in a support role where the environment and process are already stable. But looking at my track records, I have delivered lots of projects where the clients requirements keep on changing and yet I manage to excel and deliver the project successfully.
- MemberDecember 3, 2021 at 5:53 pm
After complete the Keirsey Temperament Sorter, i can find out characteristics of myself.Here i been categories in Guardian and it helps me to understand in detail about myself. The information almost correct but there are some information that i feel not much accurately match with my character.One thing i can pride with is as a Guardian, we are almost 45% of the population.
This tool can help managers and human resources to understand on employee’s behavior and capable to identify employees that have potential to perform certain jobs and prepare the employee on their career development.
This tool can be use as reference but cannot fully dependent on the results since this is fully rely on person’s answer there will be chances of wrong answers that not tend to reveal themselves. Also the questions quite a lot that can lead person to skip or provide wrong answer due to taking a lot of their time.
- MemberDecember 4, 2021 at 9:24 am
After completing the assessment, I am fall under the category of the Guardian. It helped me to understand myself better for my carrier development. Also, we can understand the weakness if we want to move on to other roles and position which required different characteristics.
On my opinion, the disadvantages of this instrument is that we will have pre-assumption on a person after viewing the result. It might not fully reflect the characteristics of the person unless we have evaluated them in multiple ways including face-to-face communication.
- MemberDecember 4, 2021 at 2:58 pm
After completing the Keirsey assessment, I receive the portrait of a Guardian. Based on the description of the characteristics of Guarding I can say that it is quite accurately describing my characteristics. Drilling down further into the results of the assessment, I was portrayed as a Supervisor Guardian.
There are benefits that can be derived when employees takes such personality test. There was are many times of such personality / traits test and often represented in the grouping of animals such as birds. One main benefit that I can see such information being used is to improve communication. Each grouping of this personalities have their own distinct communication preference. for example in a team, if you know how each team members communicate well, that is beneficial when planning communication strategies.
Such personality test can also be used to complement other competencies testing to provide an additional perspective into learning styles and preferences. This can be used to determine which type of learning method might be suitable for a group of employees.
The disadvantage of such personality test often a time it is viewed as a fun and games activities done during team building events and nothing serious ever results of it. This downplays the usefulness of the test. The disadvantage also is that it might lead to stereotyping in the organization. Because at the end of the day, we are all different and there is now two human being that is alike.
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