MBA Strategic Human Resource Management Discussion Forum
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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.
Thanks,
Hi Grey,
Welcome ya
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 year, 11 months ago by
Affendy bin Abu Hassim.
Hi Dr, just to confirm the week 5 due individual assignment is for journal review?
Sorry Dr, i just found the answer in Teams
- This reply was modified 1 year, 11 months ago by
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
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.
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.
Typo Error *HR and Non HR managers should work together in order to develop and impose HRM Practices.
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.–Ariva
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.
Toh
The direct managers have move visibility on the daily operation. It can filled the gaps among the company hierarchy especially in a large organization.
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.
True, strategy and policy implementation will be streamlined since it will be developed by managers, supervisors, and the human resources department.
Yes, I agree that Non-HR managers becoming more involved in HRM practices and they should.
Why?
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.
-Mai M-
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.
Hi Pavala, Yes agree with you. This is because the direct reported to manager (Non HR manager) has the better understanding on the process on the services provided by that particular organizations. To make it short, they know much better on the policies and procedure which HR manager should allign with HRM policies.
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.
I agree with the involvement that is required by non-HR managers in keeping the balance of the organization in the bigger picture, they will need to ensure every operation under their umbrella are in optimized mode.
I agree with Jessy, the non-HR managers who are directly managing the resources plays an important part in monitoring the employee’s utilization and productivity 😇
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.
fully agreed. 🙂
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
Non-HR managers give crucial information required to develop appropriate organisational practises and approaches, such as developing proper incentive and reward systems to encourage workers rather than only concentrating on volume productivity.
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.Well explained Hareeraja, non HR managers works with HR managers by providing vital information such as job competencies requirements to ensure HR managers hire suitable candidates to assist in accomplishing organization’s objectives.
Very detailed and precise example given, Hareeraja. 👍
Well explained Hareeraja. Most of the time we get the crucial details from the ground
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.
Agree. It is crucial for non-HR people managers to also be equipped with HR management knowledge and skills so that they can manage the team effectively. We call HR departments as one of the “support functions” because they are there to support the organization to deliver its corporate strategy and objectives by effectively recruiting and developing people and managing their performance. People management responsibilities falls down to the non-HR managers technically.
Hi Ida and Jessy, Yes agree with you. Sometimes as a manager they feel lack of time when need to complete it on time. My suggestion that all those Non HR Manager should at least have the background of HR manager maybe can conduct by training or some sort like attending a small course so that those Non HR managers can get the basic knowledge so that they can implement it in their working environment.
Agree with you Ida. As often the manager is the first line of contact for the employee they need to understand the HRM practices as well. If they are able to resolve the issue the employee is facing that would be beneficial in terms of manager – employee relationship. Imagine a situation where every single query the employee has and the manager has to contact HR and get back to the employee. The manager is merely playing the dispatcher role.
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.Yes Raj, agreed on the points stated. It is crucial for non-HR managers to actively collaborate with HRM as these non-HR managers are the ones who are directly supervising employees.
Non-HR managers will be able to provide insights to HRM such as what types of rewards that will be able to motivate employees to perform better, provide suggestions on how to develop talent for future leadership and provide input on types of learning & development needed.
In terms of recruiting and selecting new hire, non-HR managers can provide input to HRM as these non-HR managers knows exactly what skills a candidate need to posses fill up the position.
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.
I agree with your opinion, surely the balance between managers and HR personnel are required.
The balance are really important especially towards employee. Work being done by employee (supervised by direct report manager) but then rewards being determined by HR personnel during KPI.
Thus is really important as to ensure that your staff not demotivated with the benefits that they are receiving as compared against the workload that they are facing.
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.
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.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.
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 year, 10 months ago by Lai Foong Sern.
- This reply was modified 1 year, 10 months ago by
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
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.
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.
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
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.
agree with you, quality improvements information is generated from Non HR Managers!
“They work closely with their respective colleagues and spend many hours every day on daily basis, so practically they have a better understanding of the teams”. Well said! Agree.
agree too. These days i think out line managers are the ones who knows us best, not so much HR people anymore.
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 expectedI agree with you, the modern perspective is that human resource management is a subsystem of bigger organisational structure, and that all managers have a certain degree of HRM responsibilities (like performance counselling, mentoring)
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.
Agree that non HR managers play a vital role now in addressing HRM practices directly with employees. People managers are the most closest person to address our work related issues, performances, guidance /training.In most MNC companies, people managers are responsible in addressing any issues faced by the employees. Besides, people managers are the key hiring manager and most HR related matters are directed to the people managers first.
Humans Resources is the division of a business that is charged with finding, screening, recruiting and training job applicants, as well as administering employee-benefit programs. HR plays a key role in helping companies deal with a fast-changing business environment and a greater demand for quality employee in the 21st century.
The presence of an HR department is an essential component of any business, regardless of the organization’s size. An HR department is tasked with maximizing employee productivity and protecting the company from any issues that may arise within the workforce. HR responsibilities include compensation and benefits, recruitment, firing and keeping up to date with any laws that may affect the company and its employee.
An HR department that adopts HRM strategies typically plays a more active role in improving an organization’s workforce. They may recommend processes, approaches, and business solutions to management. Google is an example of an organization that has adopted a more active approach to employee relations through their HR department. The company offers tons of employee perks, and the company headquarters have a wide range of facilities for employees, including wellness centers, roller hockey rinks, and horseshoe pits. For Google, happy employee is equivalent to productive employees.
The new age HR is different from the older version. 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 i.e performance counselling, mentoring.
Whether we consider ourselves as non-HR managers or HR managers, we are all human resources for the company we are working for.
Non – HR managers are also supervising teams and they have to develop their teams for better performance by contributing to the common goal of the organization or company. For that every one has the have a clue of HR management in their routine job.
The dynamics of today’s business world have put additional strain on an organization’s Human Resource Department. This has resulted in Line Managers being delegated responsibility for Human Resources.
A Line Manager is the manager in charge of a specific team or department. He collaborates closely with his employees.
A Line Manager collaborates closely with team members to achieve team and organizational goals. They understand the strengths and weaknesses of their employees better than a Human Resource Manager because they work closely with their team members. Accordingly, training plans can be developed to convert the weakness into strengths. The employees also become more comfortable with their line managers for sharing any issues or grievance at work. This ultimately helps in creating a healthy work environment in an organization.The various information from Non-Human Resource Managers is determined for developing and implementing of Human Resource Management practices because of the following reasons:
- Non-Human Resource Managers help to determine the requirements of the organization in framing policies and practices. All these policy and practices will be supported by strategic and operational needs of the organization.
- The Human Resource Management practices needs supports from the Non-HR managers to determine fair remunerations for better quality improvement. So, quality improvements information is generated from Non-HR Managers.
- A Human Resource management practice also determines the productivity of organizations. A Human Resource management practice also determines the performance of the employees.
Thus, Human Resource Management is a collaborative effort between Line Managers and the Human Resource Manager. Line Managers can provide direct input from the floor to Human Resource Management in order to develop strategic plans for the growth of its employees and the organization as a whole.
The role of HR managers is to lead the functions of Human Resource department including interviewing candidates, administrating the pay, bonuses and also to uphold the company policies. However, in order to perform their duty, they have to work together with non-HR managers. Non-HR managers are the one supervise their teams and they have to develop the performance of their teams by playing important role to the organization or company and for that the non- HR managers have to deal with HR management and involve themselves. For an example, HR manager will provide their performance appraisal framework to non- managers from each department and the non-HR manager has to evaluate the performance of their team members and update the HR members. Indirectly non-HR members are involved in developing and implementing HR practices.
All managers have some amount of HRM roles to play. HR department is to standardized how to manage the HR processes ( job design, recruiting, selecting, orientation, training, performance management, etc) and this will support non-managers in their responsibilities. Both have complementary roles. Non-HR managers should not substitute the HR managers in setting up HR policies but provide feedback and suggestion that can contribute to the HR department. These non-HR managers involved in their roles to develop and implement HRM practices when managing their employees.
Q1:
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
Every supervisor or manager in company must be also a “people” manager because he has the responsibility for some subordinates. The role of the Human Resource Department is to standardize how to manage the HR processes including job design, recruiting, selecting, orienting, training, performance management, etc. thus supporting the managers in their responsibilities on their unit members. 😇
In my opinion, the HR Department and the managers have complementary roles. Non-HR managers should not substitute the HR managers in setting up HR policies, they have a different role in HRM.
Three key points to distinguish: 😇
1) Job design: the HR managers identify and apply the methods to analyze the jobs in the different positions to create job descriptions and requirements. Managers, having supervision over those roles, help define the jobs of their subordinates. Based on this work, managers can understand when training or new hires are needed, how to assess performance, what pay to suggest for specific individuals.
2) Recruitment and selection:
HR managers, together with the managers, develop the job offer, publicize the job offer, filter the resumés based on the job requirements, support the managers in the logistics of the selection process, participate in the interviews and in the other selection methodologies (e.g. background checks). Managers should be the ones to interview the candidates (together with HR people) and eventually they have to decide whom to select. That’s because the new hire will end up in their team.3) Performance management: HR people provide the framework for performance appraisals (e.g. a form with a Likert scale) to managers. Managers use that framework to evaluate their team members.
In every HR process, there must be this alignment between HR people and managers.
Non-HR managers are now becoming more involved in HRM practices. I agree with this statement. HRM practices includes employee hiring and ensuring that the workforce have appropriate skillset and knowledge to perform their tasks. The HRM managers might not be the suitable person to interview and assess a candidate’s technical capability, hence the non-HR managers had to be involved in order to create a team with appropriate technical skillset. Also, the non-HR managers were the ones who can evaluate the performance of their team members and plan for training and upskilling.
Non- manager is the person who work closely with the employees. they also knew the employee strength, weakness , knowledge and employee daily task. Therefore, this would help the HRM for non-HR manager to do the employee evaluation instead.
Generally, responsibilities of a manager over staff he/she is responsible for are to manage, communicate, delegate tasks, motivate and train, evaluate performance and enforce company policy. Most of these roles are already overlapped with HRM practices. Hence efficiently, non-HR managers or line managers can incorporate the HRM practices while executing their managerial responsibilities, thus remove some of the burden from HR professionals, allowing them to focus on strategic planning or deal with critical issues as they arise.
Line managers also are better up to date when it comes to detailed reviews of each department’s data which requires time for HR managers to analyze for HR procedures. Disseminating HR knowledge also helps to ensure that there’s consistency in the application of policies and procedures. Nowadays, non-HR managers are required to interview, hire, and train new employees. Non-HR managers work on the frontlines, and they know what type of experience and skills they’re looking for in a new hire. Job responsibilities may be more clearly stated when non-HR managers who are more familiar with the roles are given input into the hiring process and HR managers can just complete final reviews before documents are published. Procedures for training, performance review and staff improvements also may be identified by non-HR managers as they are more conversant.
- This reply was modified 1 year, 7 months ago by Nurul Ajlaa Ridzuan.
- This reply was modified 1 year, 7 months ago by
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.
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.
–Ariva
the organization i worked for previously do have the voice of workforce survey too. However, i failed to recognize its effectiveness..
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.
Toh
Managers who were against work from home policy or claimed the work cannot be done outside office now would have learnt valuable lesson taught by Covid-19 pandemic.
“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
“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.”
agree with you on this
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.
-Mai M-
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.
Assessment on hiring process is always crucial to get the right fir for any position in a organization.
Yes totally agree with you on your last point, the setback. Using assessments such as questionnaires in the hiring process would be useful to identify a suitable candidate for a specific role, however, your company could lose a potential candidate that does not score well but could bring invaluable experience or skill set that would beneficial to the company.
Working in an organization that focus on the people really increases the job satisfaction of employees. This kind of organizational culture is ideal and is what many companies want to achieve, but it’s easier said than done. Many large companies promote PEOPLE FIRST strategy but the implementation is still far from satisfactory.
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)[1] which I think each company need to have better compensation plan to retain them especially talented employees.
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.
Agree with your opinion 100%. Happening in my company too. At least every employee should get a minimum hike that is in line with inflation every year.
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.
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.
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.
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.
I agree with you. Current generation do not prefer to work on 9-5 jobs. Their prefer to have some flexibility in working culture and leaders need to use different leadership strategy when dealing with them. Leaders cant use same leadership methods for all the generations like those days.
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.
Good point. Having organization wide values is important to ensure that everyone is working towards the same objective. This values will act as an ethnical compass and can guide an employee to make the right decision whenever they are at a crossroad and unable to determine which path to take.
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.
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.
Good insight there Raj. It is a huge waste of time and cost if the organization not able to retain the most valuable asset, human capital. Leadership plays a vital role in retaining employees.
Leaders with transformational leadership style could able to retain talents by fostering Organizational Citizenship Behavior among employees.Agree Raj! Good talent alone is not sufficient. The company should also work on how to retain them.
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.
good to know about WHPH. Would love to suggest to my company.
Yes . In my opinion it is a good activity to appreciate staff. At the same time it creates bonding, and team work when the department plan a get-together activity.
WHPH is a good concept. My current company provided sleeping pods and breakout areas for employees too utilize. 🙂
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).
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.
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.
great sharing, another aspect is the employer’s overall reputation over a period of time.
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.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.
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.
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.
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.
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.
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.
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 1 year, 10 months ago by Unknown Member.
- This reply was modified 1 year, 10 months ago by
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.
Agree with you Pub Hon. Now automation is becoming very important in every organization especially during this pandemic as most of them are working from home. Managers will realize the importance of these 2 (work from home and automation) after this pandemic.
“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.
“Better balance” is a topic that is really informative.
As I was attached with a few MNV companies for the past few years, some of the HR practices are consistent while most of it are inconsistent. In Company Z, we were provided with employee review survey which provides us a platform to give thoughts on the ongoing issue/encountered issue for the past 1 year.Based on the statistical analysis, most common addressed issues were discussed in a global meeting accross APAC region. This eventually leads to employees to trust on the HR and top management and increase employee’s perfomances.
Hi Vignes. Its MNC or MNV?
Hi Bob .It is MNC. Thank you for pointing it out.:)
As per my experience with Company A, I would say one human resource practice which is consistent is the rewards. Merely recognizing talent may not work all the time, HR will couple it with public appreciation during townhall meeting. Getting cash bonus/vouchers is the normal practice but also listening to people applauding the employee can be a motivational factor.
Apart from that, Company A can improve in many areas which they are inconsistent. Firstly, training in relevant skills. The HR best practice states that companies should invest heavily in training time and budget for its employee. Apart from recruiting the best employee, HR should ensure that they remain relevant in the company by providing training and knowledge transfer.
Secondly, fair and performance-based compensation. If HR hires the right people, they should compensate them above average because these are the people who will add the most value to the company and HR will want to retain them and pay them fairly.
Finally, Company A is non consistent in hiring the right people and should adopt selective hiring. This will bring in people/employees who add value. HR should not hire anyone, they should hire people who are fit for the job. Companies do their best to hire exceptional people because they add the most value to the business.Human Resource practices play an important role in motivating employees to achieve the goal of an organization. When employees are motivated, they perform outstanding which helps an organization to achieve higher position in the market.
An organization that I’ve been affiliated with for almost 10 years is Royal Dutch Shell. Some of the Human Resource practices that were consistent with Royal Dutch Shell strategy were employee engagement, enhancing organizational culture, making good customer relationships, encouraging team responsibilities etc. It is extremely important for a company like Royal Dutch Shell to execute HR practices that motivate employees to be creative and innovative. When a new product is introduced, a company requires innovative, high-skilled employees who can take risk and who can meet the challenge of uncertainty. Hats off to Shell, they really scrutinize who they hire. Another company is Rolls Royce Singapore. Rolls Royce Singapore Pte Ltd don’t simply hire their employees. Normally around 6-9 weeks background check is done after the employee gets short listed.
When you hire the wrong person to get job done be it Downstream or Upstream when it comes to an Oil and Gas company one wrong move can cause millions and even lead to a major disaster. If you watch the movie Deepwater Horizon on Netflix, you will know what I mean big. Deepwater Horizon oil rig in the Gulf of Mexico exploded, killing 11 people caused the largest oil spill in US history. A series of human errors led to catastrophic failure of the well, its control systems, and ultimately the rig itself. Even big O&G players in the market like BP, Halliburton, Transocean and Schumberger can sometimes still make a mistake.
An organization that I’ve been affiliated with in which Human Resource practices were inconsistent is Affin Bank Berhad in Malaysia. Having led a Major IT Program with Affin Bank HQ for 1.5years I notice the senior management from Affin IT department are often overworked and underpaid. They had no proper reward system and I notice the employees are also micromanaged, hence employees had not given their best thinking and had to rely on DXC Technology to provide most of the ideas and best solution for them.
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?
The Human Resources that are consistent with organization’s strategy are the Company ABC have 24/7 HR support. These company a global company and employer able to dial any time to get the HR support. The staff either can chat with HR helpdesk or send email via the company internal platform. The response time is shorter and it has been very helpful especially during pandemic.
Besides, the CEO and department manager will have Town Hall and monthly meeting to communicate on the latest what is happening in the company to make sure every body what is happening in the company.
The company also have Knowledge and Document Management platform. All document related to document and knowledge can be refer when we need to check for information. The company also have a platform to order asset which we need for daily work operation. The staff need to fill up the form and submit via online. The staff will get the asset after the reporting manager approved and HR complete process order. The staff may need 2 week to get the asset after being process by HR.
The company ABC also have portal for online training for the staff to develop their skills and knowledge. They able to learn and get certified through the website. It creates knowledge and skillful workers.
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.
The inconsistent strategy in company ABC is once the staff get trained and certified from the internal knowledge platform, they will leave the company for better opportunity. The company cannot avoid from losing a knowledge worker.
On the other hand, the process of knowledge transfer to the new staff is very week. The new staff may need time to adapt to environment and learn new thing. The fresh graduate may have difficult to adapt to working environment because they are new in working life and their need to time to learn and do the task confidently. The management cannot required them to handle task as per the senior staff especially when they handle critical system. So, the current framework of Knowledge Transfer does not suit all the new employer.
My company set goals that every employee must have 2 training per year. Thus, we will need to go to our learning portal and enrol ourselves to specified course. Training is one of the example of HR practices in aligning to the company’s strategy. Also, my company prioritise working from home for every employee unless certain staff which require to work in office. Thus, in aligning with this direction, HR have enable flexible working hours and also remove travel allowance and allow internet reimbursement.
As for practices that were inconsistent with its strategy, some of the managers still enforce employees to come to office because the managers prefer to see the employees physically in the office instead.
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?
One of the organization which I was attached with recently was my best experience throughout my working career, being with the organization for the past 3-4 years the inconsistent strategy that I have observed was the reporting structure of the organization. The firm was a family business being founded by the father of the current brothers who runs the firm, however conflicts were created with the overlapping lines of supervision by the senior member of the organization. Taking sample of a simple leave/vacation request can be overturn by the senior member of the firm even if it was approved by the higher management. In this kind of scenarios, HR managers can lessen tensions among the employee creating a clearer process and vision.
Cost reduction has been known as one of the best method/strategy to drive a business towards success and maximizing profits. They have always kept the number of employees low in order to ensure the work is at optimal level and profits are maximized. For an example, the accounting department only runs with one full time employee and they hire part time accountants in periods to run their payroll and other accounting matters. They only hire senior management employee in order to reduce the redundancies of paying additional employees.
One of our company’s strategy is to inspire and take care of our colleague. I find this strategy is a little inconsistent with the HRM practice in our company. While the strategy is to put people first, and to retain talents, there is not much being done to retain the talents in the company, at least from the point of view of a normal employee. Rewards and incentives are just not interesting enough, and some years there are no salary adjustments and bonuses even if we performed well and scored a good rating for the year. Although it is understood that this all depending on costs, it made the people felt unappreciated and demotivated, and in the end, resulted in high turnover & lose of talents.
But, there are also some good practices in our company that is aligned to the company strategy. Cost optimization.
The company has gone through demergers and mergers as part of its strategy to save cost. And with so many structural and organization changes, there are some teams combined to be one bigger group with all the members sharing workload. This can reduce redundancy and optimize the cost.For my current company, one of the organization’s value and strategy that have been actively promoted this past few year is the flexibility of working in which we are granted for flexible remote working and flexible working hours. The HR practice that I found consistent with this is in terms of the upgrade on HR online services where employees can submit all their and queries and submissions in the online system and HR will revert or personally assist through the system. There is no more need for manual HR forms to be filled and submitted to the HR office as our previous practices. In terms of inconsistent practice, HR could improve on the benefits plan for flexible working there is nothing much changed in the benefit plan other that provision for internet expense claim. Working remotely, there are tendencies to work extra hours and employees are impacted with other expenses such as additional expenses on utilities and equipment. Thus, HR might want to reassess the employees’ benefit that works with company’s flexible working policy.
- This reply was modified 1 year, 7 months ago by Nurul Ajlaa Ridzuan.
- This reply was modified 1 year, 7 months ago by
The examples of Human Resource practices that were consistent with the organizational strategy of my company were planning, administration, and management of the Human Resource Department. For instance, every year the Management conduct the motivational programs for the staffs according to the department align with company’s objectives and mission. Upon the programs, there was a measurement of influences of the programs. Besides, the HR programs usually been part of the company’s annual activities such as training and development program, future leadership or talent development really give impact to the employees and Management as whole. The impactful and improvement can be seen through current performance assessments and the quality of the working environment. During working from home time , the Management give the flexibility to work everywhere as long we can deliver the job.
Nevertheless, the practices that inconsistent with its strategy was in term of benefits for employees including workers negotiation and their development opportunities. It takes quite long time to get promoted or career progress even that employees perform very well. This could lead to dissatisfaction among workers therefore the company may difficult to ensure employee retention.
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)
True, we adopt Objectives and Key Results in our company.
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.
Toh
Hi, can you elaborate how survey take roles into understanding the employee taught? Sometimes employee tends not to answer the survey due to time constraints especially like me who really don’t answer survey which really important and sometimes we answer survey for the sake to complete it without disclosing the truth which I think is really inconsistent in HRM strategy.
In my opinion, face to face discussion (which is during KPI) is really important as during this session, we as Manager understand what is our employee going through and challenges that they are facing. We also will get to know what our employee expect to get upon their service in that particular organizations.
Just my 2 cents view as currently as and Assistant Team Leader, I did this to all my subordinates so that I can understand them well and they will not feel shy or scared to consult with me any matters that they are facing in work by having a supportive Team Leader as well which I believe having a cheerful environment will have everyone happy and eager to complete their daily task.
“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
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
Staff Management
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.
Train
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
Communicate
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.
Delegate
They executed their mandates as been delegated to them by HR manager. Effective managers delegate tasks accordingly and maximise the strengths within their team
Motivate
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
Evaluate
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 year, 10 months ago by [email protected].
- This reply was modified 1 year, 10 months ago by
For those celebrating ” Happy Deepavali”
Thank You for the wishes Dr. Affendy.
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 year, 10 months ago by Affendy bin Abu Hassim.
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
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.
it is true entry level always hires externally. this is to provide chances/exposure for the candidate especially fresh grads/interns
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.
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.
Agree, internal recruitment (relocation/reassignment/promotion) should have policy in order to have operational succession management.
source : https://www.emerald.com/insight/content/doi/10.1108/01435121011046344/full/html
I second this idea, organization should consider capable internal staffs to fill in any roles before opening it for external candidates.
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.
-Mai M-
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.
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.
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.
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.
To add on Internal recruitments helps in identification of competent candidates at a minimal cost and in a short period of time
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.
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.
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.
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.
Sometimes organization have to make strategic decisions when determining to look inside or find an external candidate for a position. Hiring externally do enable organizations to have a new and fresh perspective. So I believe there should be a balance between internal as well as external hiring.
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
yes, i still prefer internal recruitment instead of external as manager. However, due to time constraint and limited choice, have to find from external then.
Agree with Subatra that if recruit externally will save time & have more fresh idea within my organization, I believe Catfish Effect can boost my internal competition among themselves, let them always stay “motivated” 😇
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.
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.
That’s a clear and thorough perspective you have presented there Hance. Totally agree on the circumstances of which a company decides to hire from internal or external sources. It all comes down to the requirement of the company at that point of time. However, if the company’s talent management strategy allows planning ahead for internal L&D for the employees, the need to hire externally when new challenges arises would decrease and therefore lowering the recruitment cost for the company.
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 –
True, the decision to choose an internal or external applicant is based on the organization’s needs. If a company feels that specific skill is accessible within, it may recruit from within, but if external talent is required, it may recruit from outside.
Agree with your point. The company should give the opportunity to the employees vertically and horizontally within the company.
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.
Well explained in concise manner. Agreed with your points.
Internal recruitments saves cost and time while motivating employees. External recruitments to fill skills gap required by the organization.
Agreed with your point Pub Hon.
Internal recruitment must be accompanied with a policy that supports it. While it may increase employee engagement, the company must develop a training strategy to upskill its staff in order to respond to market changes and transformations. Recruitment to another department (from different background) especially require the skills and knowledge in order for the employee to perform their task efficiently. Not necessary a person is good in their previous team but then when they transfer they will be good too. It depends on their knowledge and skills no matter which level you are.
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.
TOH
Agree that both external and internal recruiters are important for a company. Both can source for the best candidates and the organization may select the best talent available.
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.
Yes, internal recruiting works as employee motivation.
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.
Agreed with you Aina. Both internal and external recruitment plays an important role and it depends on the current situations on that particular organizations.
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.
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.
A very useful insight based on a real life scenario – good sharing
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 recruitmentIn 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.
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Internal recruitment process refers to promoting employees from within the same organization to higher position rather than bringing in new talent. The benefit of internal recruitment firstly, it saves cost and time. By promoting existing employee, company can save all the money and time attached to searching, interviewing and selecting a suitable new candidate. Second, it will better fit to the organizational culture. When we promote employee from our own company, they will be familiar with the culture and work environment as this will be easier and smoother for transition. The disadvantages of internal recruitment is that, the existing employee will need more training to fit their new positions. Employee who are being promoted to another task will need further training to obtain the needed skills for their new task, promoted employees leave vacancies in their old positions. Another negative feedback in regards to internal employment is resentment and demotivation for unpromoted employees. Employee who sees themselves as worthy of promotion but were not favourable will get demotivated. This will lead to undesired group dynamics and unhealthy competition among workers.
External recruitment process refers to the process of filing up vacancies in the organization by hiring new employee from the external labor market. The benefit first is that there will be new innovative ideas. As people stay longer in an organization, they begin adopting each other’s ideas. external recruitment gives you access to new fresh minds that will bring about innovative ideas from outside the organization. This will help freshen up your business in today’s competitive environment. Second advantage is that the company has a better chance of hiring more experienced and skilled staff. Selecting those candidates who are more experienced, highly skilled, and generally a good fit for the needed positions. Nevertheless, they might require some orientation and basic training programs to introduce them to the work environment. One of the disadvantages of external hiring is the risk of bad hiring decision.
Since recruitment process can be challenging process. When making these choices , managers will face collaboration between internal and external recruitment due to cost, stability and safer transition and external recruitment where you have a wide selection pool and able to obtain new and fresh talent. Managers should understand their needs and wants at the time of hiring in order to achieve a balance in using the two method which will yield the best results.Internal recruitment refers to the type of recruitment in which the organization fill the job openings and vacant positions in the organization by selecting candidates from the existing workforce.
Following are the merits of internal recruitment:- The organization hiring internally reduces time to hire candidates as they are already available in the existing workforce and have all the data about the candidate with them.
- The internal recruitment cost very less as the organization doesn’t have to use any external tools and expensive methods to select and hire candidates
- The internal recruitment reduces the onboarding time of the selected candidates as they already know about the company and don’t have to get more onboarding information.
- The internal recruitment process helps the organization to strengthen the employee engagement by giving the employees opportunities to advance their career and grow their skills.
- External recruitment refers to the type of recruitment in which the organization fill the job openings and vacant positions in the organization by finding and selecting candidates through online job portals, recruitment agencies, employee referrals, etc.
Small business looking for hard-working employees will opt for external recruitment and larger companies will go for internal recruitment.
Following are the merits of external recruitment:- The external recruitment process allows the organization to recruit candidates who have newer and fresher skills and input to share with the organization.
- The external recruitment process helps the organization to recruit candidates which are best for the position and almost perfectly fits the job description.
- The external recruitment process increases the competitive spirit in the organization because of arrival of the new employees.
- The external recruitment process gives the organization to select and hire candidates from a large pool of creative and qualified candidates.
The business strategies which are related to high competition in the market would require internal recruitment because the organization wouldn’t want its internal information and knowledge our of the organization. Internal recruitment can help increase employee engagement and thus, keep the employees passionate and loyal to the organization.
The business strategies which are related to constant change and innovation in the organization or the product would require external recruitment because the candidates are selected from a huge pool of candidates who are creative and innovative helpful to the organization.
An organization might need a firm to decide to switch from internal to external recruitment or vice versa when the organization’s business strategy changes and no longer matches to the recruitment strategy of the organization. The organization might also decide to change the type of recruitment process on the basis of the ineffectiveness of the existing recruitment process.- This reply was modified 1 year, 9 months ago by Karen Xaviour.
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?
Internal recruiting is when a business or organization intends to fill a vacancy from within its existing workforce. External recruitment on the other hand is when an organization looks to fill vacancies from applicants outside of the company.
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. An organization is more inclined to improve the position 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. If employees are committed to the organization, there will most likely be evidence internally. External recruitment would be more suited to strategies that involve ongoing change and innovation. Clearly, when a company’s business plan no longer aligns with its recruitment strategy, it may be necessary to change recruitment strategies. When the federal government separated the Bell companies from AT&T, for example, the climate shifted from one of stability to one of risk,
bureaucracy to one that emphasizes entrepreneurship, flexibility, creativity, and customer focus. Because the behaviors had changed, recruitment could not stay the same, and internal recruitment might not have been as effective.
The basic purpose of having a human resource plan is to have an accurate estimate of the number of employees required, with matching skill requirements to meet organizational objectives. It provides information about the manner in which existing personnel are employed, the kind of skills required for different categories of jobs and human resource requirements over a period of time in relation to organizational objectives. It would also give an indication of the lead time that is available to select and train the required number of additional manpower.With internal recruitment, it’s cheaper and faster compared to external recruitment. This also promote loyalty, improve employee morale, and thus reducing employee turnover. It saves time and money on training because internal applicant will have more knowledge of the organisation and culture.
However, recruiting internally reduce chance for innovations and ideas because existing employees are more employees are more comfortable with the processes. Thru external recruitment will increase your chances of recruiting experienced and qualified candidates.
If the business strategies is to open new business line with different technology that are not used by existing resources, the company will need do external recruitment then. Back filling after employee resigned or promoted, can use internal recruitment then.
Q3:
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?I have a deep thought about this question, logically, it’s cheaper and faster to recruit staff internally than it is externally 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. 😇
Benefits such like I can get Qualified candidates immediately then save me a lot of time for training. Secondly, I can create a better competition within my organization, Catfish Effect boost my internal competition among themselves.
Strategies that require constant change and innovation would be better served by external recruitment. Strategies related to high levels of competition would be best supported by internal recruitment, since losing employees’ knowledge could hurt the organization. An organization might need to switch recruitment strategies when the business strategy no longer matches. 😇
For example, my company doing chess training for young kids, which allow me to train up my coach from beginning, follow my training programme syllabus and create a better career path for them to promote to higher level, BUT if government implement a policy such like all Senior coach or Branch Principal must obtain a least certain qualification like Preschool degree or Education degree, for those staff who don’t possess this type of certification might not suit for the position. Meanwhile I try to upgrade their education qualification via further studies, I’ll recruit externally to ensure my business growth.
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?
Internal recruitment simply refers to the process of hiring someone from within your existing business structure to fill a vacant position for your company. Some of the main types of internal recruitment include promotions, transfers, employee referrals, and moving temporary employees to full-time positions. Setting up a hiring system for internal candidates can make your job much easier and cut down on your time filling vacant positions.
Internal recruitment works in a larger organization with n-number of employees as the talents are scattered around with larger database of employee. Currently huge organizations use applications to track the candidates in the organization by introducing multiple program, e.g. Mentor & Mentee program to identify the interest and background of an employee. This kind of solid processes can identify the best internal candidate to fill in the required position, of course this kind of hiring will land the organization a fresh candidate for the position and of course cost reduction will play a huge role as the employee will be giving some of transfer/promotion rather than being paid the current salary market for the role. Some advantages are like, the candidates are people who you will be aware of as they are from the same organization, hiring process will surely cost cheaper and easier as well reduce time of hiring and onboarding.
External recruitment is achieved through a number of sources where a few methods are through advertisement, colleges, universities, employment exchanges, through reference, factory gates, casual callers, the central application file, former employees, walk-ins and many more.
This external requirement works best when the organization is looking for a specific qualified candidate, generation of creative ideas ( this would best if its for hiring of startup organizations), increasing competitive spirit, knowledge sharing and ideas input from different type of industries.
With the current agency having vast database, the above advantages of external recruitment would best depending on the nature of the organization.
It is cheaper and faster to recruit staff internally than it is externally as it leverages employees that is already available.Internal recruitment promotes loyalty and can even improve employee morale as it serves as a reward for existing employees.Also, it saves time and money on training as the internal applicant will have more knowledge of the organisation and culture.
It also contributes to reducing employee turnover.
Matching internal candidates with the roles that fit the personality and skills means that they stay longer at the company and increases employee retention.External recruitment benefits by having employees from outside to bring in new ideas and new ways of doing tasks.Relying solely on internal hiring means we could miss the chance to hire people with new skills and ideas.Therefore with external recruitment you can increase chances of recruiting experienced and qualified candidates.A company that operates with an internal recruitment strategy invests time and resources in developing and training existing employees for upward movement within the company. Typically, only entry-level positions are recruited for externally. When a position becomes available, the company may post the opening and allow any interested employees to apply, invite a small number of employees to interview directly or select employees for promotion strictly at the discretion of management. Each strategy for internal recruitment has its own set of pros and cons, but internal recruitment is preferred by many companies for the culture it promotes.
External recruitment is any process of recruiting candidates from outside the company’s current roster of employees. Common methods of external recruitment include graduate recruiting, networking, professional organizations, online job boards and social media networking. External recruiting can provide quick access to experienced potential employees, fill skills gaps that currently exists in your organization and provide the means for fresh ideas and innovations. However, external recruiting, especially if internal candidates have the skills needed for the opening, can create internal strife that can result in turnover.Internal recruitment is where a company hires employees from within the organization whereas external recruitment is where a company hires employees outside of the organization. Both types of recruitments have their own advantages and disadvantages.
Internal recruitment:
Advantages: save time on onboarding process, cheaper and quicker recruitment process, provides opportunities for promotion, business already know the weakness and strength of the candidate
Disadvantages: Limits the number of potential applicants, no new ideas can be introduced from outside, may cause resentment amongst candidates not appointed, creates another vacancy which needs to be filled
External recruitment:
Advantages: Outside people bring in new ideas, Larger pool of workers from which to find the best candidate, People have a wider range of experience
Disadvantages: Longer process of hiring, more expensive process due to advertising and interviews required, selection process may not be effective enough to reveal the best candidate
Types of business strategies that best supported by internal recruitment: promotion, lateral transfers, backfilling on a vacancy internally
Types of business strategies that best supported by external recruitment: Require specific expertise to fill in the vacancy which is not available internally, Business/Management felt that the business is stagnant and require fresh inputs
Before the recruitment process begins, employers should first conduct a job analysis to determine the elements of the job and then develop a job detail description that defines the job responsibilities and skill sets needed to perform it.
Internal recruiting typically when there is nomination by manager because of their Knowledge, skills and abilities database. Usually, this internal recruiting always happen in same department as their job scope is related to the current position. Thus, this will reduce the training effort by company as they already know the current business strategy.
As for the external recruiting, this is the strategy for the company to have some new fresh idea and perspectives. This strategy also reducing the current employee tension and enhancing diversity not only in culture-gap but also in age-gap.
Internal recruitment is when a business or organization intends to fill a vacancy from within its existing workforce while external recruitment on the other hand is when an organization looks to fill vacancies from applicants outside of the company. Both of these methods are not mutually exclusive and could be used at the same time. For internal recruitment, it is cheaper and faster to recruit staff internally as it leverages existing employees. It also promotes loyalty and can even improve employee’s motivation as it serves as a recognition or reward for existing employees. Time and cost on training can also be saved under internal recruitment as the internal applicant will have more knowledge of the organization and culture. It also contributes to increase in employee retention, thus reducing employee turnover.
External recruitment on the other hand cast a wider net to recruit the best workers with the most suitable skills while bringing in some new ideas or innovation, or new ways of doing things which can potentially contribute to level up the value within the organization. Relying solely on internal hiring could cause a miss in terms of the opportunity to hire people with new skills and ideas. With external recruitment there will be higher chance to recruit experienced and qualified candidates. However, at the end of the day, company will use both methods interchangeably according to what suits the requirements. When recruiting for a new position, recruiters must evaluate the needs of the company, the costs associated, and the benefits involved. These considerations will determine whether to recruit candidates internally or externally or both.
- This reply was modified 1 year, 7 months ago by Nurul Ajlaa Ridzuan.
- This reply was modified 1 year, 7 months ago by
Internal recruiting is highly budget-friendly in terms of promotion and time depletion compared to external recruiting. Internal recruiting means employing people within the company. Recruitments like that are always safe, as the employer or the executive is confident about the context of the candidate, services, and competencies. Human Resource has not to look into the marketplace when the same capable candidate is available. They can effortlessly make his preceding managers and can train and control their services. Also, Human Resource saves their determination in training and stimulation programs, as the worker is already aware of the administrative objectives and purposes.
When an organisation uses multiple channels to fill vacancies from outside the company, it is referred to as external recruitment (through Job Ads like Jobstreet, LinkedIn,Monster,Indeed portal etc, Manpower Supply Agencies, social media, etc). Recruiting from the outside has the advantage of bringing new blood into the company. By applying their experience from other industries, these personnel are able to give fresh ideas and new insights. When compared to internal recruitment, a bigger pool of external applicants is available.
If the business does not have a resource pool for a specific function, or if the organization’s culture is changing, the organisation may look for an external candidate who has the ambitions to deliver the transformation. On the other hand, an organisation may decide to transition from external to internal recruitment in order to reduce the expense of the recruitment process
- This reply was modified 1 year, 10 months ago by
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 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.
On top of that when videotaping an interview, there is the option of recording the interview and viewing it afterwards. This assists the interviewer in correcting his or her errors made throughout the interview.
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.
True, it offers a detailed description of the company and the interviewer.
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.
-Mai M-
yes, i agree on the video background. Sometimes both the interviewer and interviewee forgot to change the background and ended up “exposing” their true nature/habitat 😄
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.
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.
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.
Hi Leonard. Agree with you point.
Just to add ons, especially during this pandemic and Work From Home implementation, virtual interview are really important not only to fulfill HR aspect but also in term of safety of everyone. Not only that, as we know Fresh Graduates for the first time interview will definitely rely on public transport even myself took LRT to Office for my interview for the first time. This on the other side will not burden fresh graduates to find their transport to present to office for interview especially for those who travel from far distances.
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.
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.
Indeed Hareeraja, the pandemic has really change the way we do many things in our life. I believe in the new norm technology will lead many of the new ways of doing things and this includes HRM practices as well. The advancement of technology and the availability of Internet access in the Malaysia will see many changes in the work force and more is to come now that the pandemic is acting as a catalyst for these changes.
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 year, 10 months ago by Darmathan Francis Xavier.
- This reply was modified 1 year, 10 months ago by
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 1 year, 10 months ago by Kubendren Kathiravaloo.
good, will note these if I have the chance to do video interview. So far, I have been doing phone interview only.
- This reply was modified 1 year, 10 months ago by
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.
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.
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.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.
Yes in addition to that, in this case, we can examine the video to assess the interviewer.
We can review the video to check the preparedness level of the interviewer. For instance whether the interviewer already have the sufficient information about the candidate (ie: CV) before interview session begin and whether did the interviewer starts the session on the committed time.
We can also examine the questions that being asked by the interviewer and validate whether the questions are relevant to the position and not discriminating.
Besides that, we can also assesses how the interviewer made the interviewee to feel throughout the session, ie did the interviewer put candidate in ease, made the session interactive or treating the interviewer like being interrogated?
We can also examine if the interviewer provided sufficient information regarding the job offered, the job scope and the rewards and benefits that will be provided if candidate secured the job.
Agreed. Thank you so much for the additional info. Yup, and virtual interview is a necessary practice now. This practice is convenience to employers and it allows more efficient for an iv process.
Hi Aina Yes agreed on your points especially during now the pandemic and also some of the organizations have implement Work From Home concept which there is no more office.
Yes Aina, the fact that it decreases the nervousness of the candidate during interview session is very important. We often see some candidates that have good profiles and knowledge, but were not able to effectively express themselves during interview, and they get rejected. This usually happen on entry level candidates and fresh graduates. Sometimes they are good candidates but due to nervousness, they failed the interview. This would actually reduce their self-confidence as well.
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.
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.
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.
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 –
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.
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.Correct, also helps the interviewer to view the interview from the distant location
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.
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
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.
Video recording interview is when recruiters pre set the questions concerning a specific job and send candidates a link through which they can record their answers within a deadline. Once a candidate submit his/her video the recruiter can then review and evaluate it in order to assess if the candidate would be a good fit and decide whether to invite him to a face to face interview. Video recording can provide a useful insight that you cant find looking at the CV and for the candidates they benefit from having a chance to show themselves beyond their CV and to convey their motivations in a more personal way. Another benefit of video recording is that they help find the right candidates. In traditional recruitment processes, recruiters invite candidates to face-to-face interviews depending on their CV. Most times, what happens is that candidates don’t meet the expectations raised by their resumes, making recruiters wonder if they if any good candidates might have been left unnoticed in the applicant pool. But with the pre-recorded video interview recruiters can see the person behind the CV and make a more accurate pre-assessment.
As an evaluator, I would look at the candidate’s strength as answering the pre set questions and confidence in delivering the answers as this will show their natural ability to solve problems and also to show case their weakness and strength.Video recording interviews can be selected for future training purposes. Thus, HR or hiring managers can review how they are going to improve the hiring process and ask the right interview questions to the candidate.
I will see how are the assessments being asked during the interview session by the interviewer. To see what effective methods can be improved on the video, such as soft skill questions and technical questions. Thus can review and improve the interview process in the future.
Reasons why videotaping can help to evaluate the interviewer:
- Many companies collect the applicant’s feedback after the interview and there can be inconsistencies in their interview experience and the interviewers feedback. This is why a videotape of the interview can be useful to evaluate it objectively.
- The behavior of the interviewer does influence the applicant at the start, the manner in which an interviewer gets the best out of the applicant can be evaluated using a videotape.
- The videotape can also show if the questions asked are appropriate and relevant to the interview.
- If the interviewer shows some kind of bias in the selection of candidates, the videotape can provide evidence in that case.
- The pattern of selection of candidates by the interviewer can be evaluated in a videotape.
- This might be relevant at times when the HR determines if they fit the organizational culture or not.
What to look in an interviewer while evaluating an interview that was videotaped:
- The behavior of the interviewer during the interview and how it affects the candidate.
- The types of questions asked by the interviewer if they are relevant to the job or not.
- Look for consistency during interview by cross-checking the feedback of the applicant and the interviewer.
- Notice any bias shown by the interviewer on certain candidates.
- Determine if the interviewer has examined all attributes that the organization is looking for in a candidate.
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?Indeed the impact of digital era in the interviews has been playing a huge part in this current time.
Those days, we will need to commute and ensure the environment of interviews are feasible and the candidate are well guided on the process of entering a premise/office for interviews.
However with the already establish video recording interview which were already there before during the days in which we would attend interviews for a different country/state interviews, of course with current time which is cost efficient this video recording has been very useful..
This video recording interviews are a great replacement for phone screening interviews, like I said before it’s a good example of cost reduction for both candidate and employers. Interview can be recorded to review again or play for colleagues to enhance the process and the way the interview was conducted. Oftentimes, you’ll want a second opinion before moving forward with a candidate, either from a fellow hiring manager or the person that the employee will be directly reporting to. Record video interviews so you can be easily share it with others, and tell a lot more about the candidate than your own notes. In my opinion, in evaluating a candidate in video interview, I would look for professional screen name of the candidate , this to start off shows the detailed and professionalism of the candidate. Next will be confident tone and body language, this is of course to observe how the person would be able to communicate and emphasize important facts on himself/herself. Finally a good internet connection, good and quiet place to ensure that I have confidence on the candidate in showing the initiative on the interview process.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 interviews is very useful in many ways. One of the reasons would be it saves time and money. Video recording can move pace of hiring process quick due to its convenience especially for early screening stage as alternative to traditional phone interview. Video recording reduce the time for hiring managers spend interviewing candidates and instead allows them more time to work on task that produce and contribute to the company. Video also saves company cost for any interview-related travel expense. It is very easier and cost effective to schedule a video interview and to proceed with the next stage. Besides that, video interviews is more effective in early stages of interview process where we can get better idea of who the candidate through evaluating body language, speech, visual traits and so on.
Furthermore, many candidates are eliminated early in the recruitment process despite their skills, simply because they were too nervous during the interview, which shouldn’t really count as a factor, unless they are going to become the face of the company. Video interviews allow them to be more relaxed, while they are at home, and answer all the question at their own pace. Also, they gain valuable insight into how interviews work and what the recruiters want, so they will be less nervous the second time around, even if the interview is conducted in person.The main aspect that we will need to look out in an interviewer would be communication skill. The way an interviewer can answer the question asked and further describe without much filler words. Good communication skill can improve the quality of the work. They also can think fast in desperate situation how they solve the situation. Besides that, interviewer need to be confident in the way speak. Possessing good confidence can make us solve/face any problem during work. It also a good quality in every company seeking a candidate too.
Reference
https://www.zippia.com/employer/5-pros-cons-using-video-interviews-recruiting/
As youtube and facebook video are getting more popular, it is not strange that video recording interview will be useful as well. People prefer to see the person on top of the listening. Interviewer can connect the voice to the person and also the expression when reply the questions. Also, include the body language used by the interviewee.
What would you look for in an interviewer if you were evaluating one on video?
I would check on his outfit and appearance as if on formal interview. His reply with his expression and his body language when he is replying questions.Q4:
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?
Including my company, Video interviewing has become a major part of the talent acquisition process for many companies. 😇
I make our company interview process become more systematic, break into 3 step:
1) Resume/CV via email
2) Pre-recorded Video interview, introduce about themselves (2 minutes)
3) Zoom Live interview (with recording), will conducted by my HOD, but for some important position, I’ll handle the interview.Video interviewing allows us to complete interviews faster than traditional methods, meaning it won’t take as long for the right person to get hired. With the recording, I can ensure that the interview carry on in proper manner because I can watch back how my HOD interview the candidates, although they always perform the interview with some standard questions plus some open questions by their own, the recording still good for them to “revision” on what kind of questions they have asked. 😇
The candidate and my HOD can save time by interviewing remotely. Besides, it allow us to arrange more candidates and more flexible. Although sometime the interview will affected by technical issue like slow connection, and We (interviewer) can’t observe the candidates, but interview via Zoom Live still got more pros over cons. My solution to these is for the critical position, I’ll have step 4 which is ask qualified candidate to come over to have face-to-face interview.
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 interview is where the interviewer and candidate doesn’t meet physically, they set up a mutual online video platform and have a virtual conversation from any method of questions sharing interview session prepared by the interviewer. The other way of running video recording interview is where the interviewer isn’t present when the candidate answers the questions. That’s why they’re also known as one-way interviews. Recruiters pre-set the questions concerning a specific job and send candidates a link through which they can record their answers within a deadline.
As for interviewers/employer, they get the bets chance to market their brand. This means that having a positive candidate experience is critical. Offering the candidates the opportunity to conduct a video interview gives the organization a competitive advantage. That branding itself creates a huge motivation to the employee to understand the strength of the organization.
The other advantage would surely be cost and time efficiency. Most interviewers are looking for ways to streamline their resume review and interview processes. The sooner they can fill positions, the sooner that critical talent is hired and on board. But getting through the mass of resumes, and then conducting high volumes of phone interviews, slows the process. Video interviews allow interviewers to watch video interviews on a more flexible schedule, rather than trying to coordinate with a candidate’s schedule. They can also eliminate candidates who wouldn’t be a strong match early on, rather than scheduling time to do a 30 minute phone interview. In an age in which more companies are engaging with and hiring off-shore talent, it can be difficult to coordinate schedules where you are able to conduct phone interviews. Video interviewing saves time and eases the process with candidates in other countries and time zones. After a interviewers has the opportunity to review the video interviews, she/he can narrow the candidate pool down to those who appear to be the best match, and move forward with more thorough interviews of only select candidates.
Interviewers during the pandemic era, would be the ones who can make a candidate comfortable during the video recorded interviews where the internet connection are vital, at times this maybe an issue hence the interviewers needs to be understanding in this kind of situations, depending on the role of candidate – some of them could be lesser IT savvy, response time limitation, poor video quality – a good interviewers needs to understand how to tackle this kind of issues during the sessions.
Video-recording interviews might also be useful in evaluating the interviewer because as video conferencing would limit gestures and small talks, we can evaluate or assess what kind of manager would we report to if we were accepted for the job. We can see how the interviewer is able to stay focused, able to maintain eye contact, or if he/she is always prepared or just not taking things seriously, or just how relaxed and open he/she can be while facing the candidate on video conferencing.
For me personally, even though we can’t choose the interviewer, i would prefer someone who can stay focused throughout the call, but not so uptight. I would appreciate if he/she can stay relevant to the topic rather than going astray with the discussion. Also, i would like for the interviewer to be able to respond appropriately and honestly.
Video recording interviews to a good method to interviewer evaluate the candidate as premilitary stage. In the recorded video usually the candidate can brief more detail on their current job scope and knowledge skills. The interviewer also can evaluate the candidate speech behavior and skills.
In my opinion, video-recorded interviews might especially come in hand in evaluating the interviewer in the case of post-interview, when the applicant already got the offer to the job. When considering to accept or reject the offer, the applicant may replay the recorded video for reference. For me, whenever during an interview, I would most of the time look into the interviewers’ voice tone, facial expression and body language to assess the level of interest they have in me and my opinions whenever I speak up. In assessing an interviewer, I would assume that the interviewers are the potential people, or representation of people who I’m going to work with. Thus, I would like to work people with professionalism, respectful manner, and have no unnecessary judgement over people. Hence, through video interview, although I might not be able to look at the whole-body language, the interviewers’ voice tone and facial expressions are still viewable. Secondly, I would also look into how the interviewers conduct and carryout the interview process, the expectations they have on the candidates through questions asked, and how they represent and explain on the organization’s value or objectives. These are all important for me in assessing the professionalism and the corporate culture exist within the company.
- This reply was modified 1 year, 7 months ago by Nurul Ajlaa Ridzuan.
- This reply was modified 1 year, 7 months ago by
Video interviews are helpful and useful because the recruitment managers have candidates record answers to questions. Those videos can be shared with other recruitment officers to assess their suitability or reconsider them to revive their reminiscence when selecting final contenders. Video interview allows people to be more relaxed for an interview because they are at their homes, and they have to answer all the questions according to their stride. Also, they achieve appreciated highlights into how interviews work and what the employers want, so they will be less anxious the second time everywhere, even if the interview takes place physically. (Dundon, 2018). If Im the one who evaluate the interviewer, I’d investigate how the interviewer conducts the interview and how the interviewer represents the company .Whether the interviewer is asking the right questions to gather the correct information from the candidate, how the questions are asked, and how the interviewer reviewed the candidate’s performance during recruitment process as to identify the best candidate.
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? DiscussFirst 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.
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.
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
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Wow, i never thought there is such organization who do this on a weekly basis. My organization previously will only go through the performance feedback once a year. Perhaps in the new organization I might see some varying ways of handling performance feedback.
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.EQ test can be a double edged sword. Sometimes yes it will give an insight into the person mind and behavior but sometimes we need to use our gut feel about the employee. At the end of the day we are dealing with humans and sometimes human can hide their behaviors and characteristics.
Agree with Leonard, I used EQ test for my employees but sometime the results is inaccurate because they can pretend to become another person during the test, but after few months the employee will return to their original form 😇
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.
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.
True, we should take criticism in a constructive way.
Indeed. Don’t take it personally is how we maintain our professionalism.
true. work is work. no hard feelings. 😃
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.
Agree with that Saiful. Time heals. Cooling-off periods is one of the effective techniques that allow some space for the affected parties to grew out of the realization. When people are emotionally or physically injured, they tend to make wrong decisions that they will later regret.
Yes, some cool-off time may helps to soften the heart and clear the mind.
Totally agree with you.
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.
Interesting situation you have there. Good thing you made her to realize her priorities. Hope she heeds to your advice and channels her time and efforts in improving her work performance instead of finding faults on others.
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.
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.
great to hear that it worked out finally.
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.
Yes I feel that it is very important to have access to your skip level management especially when this kind of cases arise. At times that we try to confront our line manager for certain concerns, there are chances that things get ugly. It’s helpful to have the skip-level manager in the loop for a more objective solution to problems.
It’s a good sharing Leonard. It was a great opportunity when an organization consider internal employee for the next job level for career advancement, but the lucky person that getting the opportunity should focus on developing the skills needed to perform the best. That person maybe was really good as an individual contributor but when he/she was promoted to people management position, he/she needs to learn best practice as a manager and practice it.
As per my experience, I have no conflict within my team or manager – yet. As we practice openness in the team and towards the senior management. Whenever there is an issue or conflict that arises in the team, we will voice it out among each other and get a vote to bring the matter up to the manager who is wiling to hear. As per my manager’s behaviour I would say he is ready to listen actively. Pouring out our concern in the team is easy as the manager is able to understand our issue and assist us in a direction which is workable. The manager is also calm and compose as he does not react defensively to please the top management but also listens to our concerns and brings it up to top management to rectify the matter. Apart from that I would not say our concerns are 100% solved but management will try to adjust in order for us to realistically achieve the target
My experience is not really a conflict but more like a disagreement of work style.
Few years back I had this German expat boss which came to work as a Senior Manager for our team. Most of us were experienced employees with minimum of 5 years in the company. He arrived and expects all of us to work accordingly to his rigid style with strict rules. He will have all these rules which everyone has to follow except for himself. For example, the company allows flexible remote working but every morning he will come to our desks to perform a headcount check. When he arrives in the morning, we will need to be at our desks. However he is usually late as his routine is to buy a truckload of grocery from the morning market and he will transport it inside our office to keep it cool and fresh. Also, our company practices fair and equal treatment to all employees regardless of job levels. However this senior manager does not want to spend lunch hour with subordinates and only does it with peers at his level or above. As we were all unhappy with his leadership, we decided to have a team meeting with him to discuss on the issues which we’re having. There were no fruitful outcome from it as he does not think he has done anything wrong. The next step we did was when we had to give him his yearly performance review to the senior management, we told the truth and our difficulties in working with him. Eventually he found out about our feedback and was unhappy with us. The higher management then moved him out of Malaysia to the United States. The rest of us were just glad that our feedback were heard and actioned upon.
WOW Stefanie. Really good sharing and it is real.
Yes sometimes we need to voice out if the situation is bringing it more worst. Personally, me myself will tell my colleagues if anything that I am not satisfied with them so that we can have a cup of tea to discuss about the issue and bring it to the right authority. By this, I believe we can create a more harmony working environment without keeping any grudge towards them. That why I believe actions speak louder than words because if we did not act on that particular things or discomfort, then it will become more worst although we keep on telling among our teams and did not bring this up to the correct people in that particular organizations.
Anyways, really proud of the actions taken by you and your team.
Sometimes in a workplace, our main objective is to get things solved efficiently and effectively, but occasionally different points of view create conflict. Thus, conflict occurs is unavoidable but solvable.
During the monthly department call, my direct manager distributed a review survey before the call. I used the opportunity to provide feedback to voice the issue within the department or conflict with another person. My manager tried to harmonize between another person and me. Thus, conflict sorted it out and solved the conflict.
I also talked to that person directly, understood the conflict, and was franked to raise my thoughts. Eventually, both sites understood and got the conflict solved.
In my previous employment, I was leading an IT call center team. Due to the nature of our job, punctuality is very crucial because we cannot allow the phone lines to be “unmanned”.
There was this new staff, Bryan who recently joined our call center and he always late for his shift, which means another outgoing colleague have to wait for him to login before this colleague can logout. Almost daily, Bryan will be late for more than 15 minutes and sometimes up to 30 minutes. This leads to dissatisfaction between colleagues in the team.
Besides that, I also receive feedback from other colleagues that Bryan is very hot tempered and risky to work with him as his actions are unpredictable. According to other colleague’s feedback, Bryan seems to get triggered for silly reasons. Example, he allegedly almost lands a punch on another colleague’s face because his favorite football team lost a match.
Since this is a call center, it is extremely important for colleagues to collaborate with each other and demonstrate team player spirit, so I personally view these events very seriously.
By using the guidelines for performance feedback, I would have done the following:
Create the right context for the discussion: For this situation, since this is the initial meeting to discuss about this matter, I would have chosen an informal type meeting environment. For instance, there are few tea stalls in front of the office. I would have invited Bryan for a tea and start the conversation by highlighting to him the impact to the team due to his lateness and the feedback from the team in regards to his anger issue.
Focus on solving problems: The reason I chose informal meeting format is because I would like Bryan to be comfortable and be open to vent off his feelings and thoughts. I would have first need to understand what made him frequently late to work. From here, probably I can suggest to him few possible solutions in ensuring he is punctual to work moving forward. (ie: change in working hours, transport alternatives, time management suggestions etc). I would have also reminded him that it is important for him to be a team player and it is critical for him to be on time to work.
Secondly, in regards to his anger management issue, I would have proposed to him to make use of Employee Assistance Program (EAP). EAP service provider offers professional assistance who may be able to render support to control his temper.
Minimize criticism: As much as I wanted to comment on Bryan’s attitude and behavior, I would have minimized criticism as this might be the last thing he would want to hear from me at this moment. However, I would have reminded him that one of our responsibility is to maintain conducive working environment for everyone. I would have reiterated that his actions may impact feelings of team’s wellbeing, workplace relationships, collaboration, efficiency, and colleagues’ health.
Agree to specific goals and set a date to review progress: Even though this is an informal meeting, I would have obtained his commitment to fix his both punctuality and anger management issue and would have set another meeting appointment to follow-up on the progress of this discussion.
By comparing his progress from time to time, I would be providing feedback frequently in order for Bryan to improve where necessary. Besides that, I would have ongoing, collaborative performance conversations with him to assist him to focus on work and assist in accomplishing team’s goals.
During my previous employment working as Quality Management Manager, I had to face a lot of challenges during the development of QMS, implementation, operations, certification process, etc. One of the biggest challenges that I face is getting the department heads to fill up the SOP forms relevant to their operation.
During their KPI review, lots of conflicts will take place.
During that review, my message will be specific, descriptive, and factual. I will prepare their performance chart with the justification together with evidence. My intention is to ensure that the department heads understand the message clearly and are able to analyze the shortcoming together to improve both ways (quality department and self-development of department heads). Most of the time, the department heads and I will discuss how we can increase the performance of the department and what are the resource (gadgets, tools, machinery, manpower, training and etc) that we can provide for the department heads and the department itself to improve. However, there are 2 department heads who take things personally and start to argue aggressively. No matter how aggressive they argue, I will remain in control and focus on the subject matter. Professionalism needs to be maintained at all times. In both situations, I will provide time for them to analyze and feedback to me on how they are planning to improve themselves and also the department.Ultimately, these 2 department heads later understand the importance of all these reports and started to see the results themselves in their own departments. Having conflict is normal but if we can be specific, factual, have control over the situation, timely feedback and focus on improvement rather than being judgemental, can lead to betterment.
Its common to have conflict with another person at work. All of us don’t think in a same way.
I personally will have a 1-2-1 discussion whenever there is a conflict or I need to give any feedback on their performance. Specifically identify the performance to be improved or the behavior to be corrected and provide clear expectations and metrics about the work to be performed or behavior that
must change. At the same time will identify the support needed by the person if they needed to improve their performance.I had to deal with a conflict with two employees at the workplace and the conflict was regarding ideas and clash of ideas between the two Project Managers regarding an approach of a project. As the Program Manager, I would have to provide performance feedback to the two Project Managers as part of the year end cycle. Ideally, I will not consider such conflicts while evaluating the performance although there will be some bias but still I would try to make the evaluation fair and transparent so that the both individual feels better and treated equally. I believe that conflicts regarding an approach is healthy to some extent because it depicts that the two employees are thinking and may be thinking to quite some extent regarding the approach to make it better as well and this will work in favor of employees in most of the cases, but the conflict should maintain some formal gestures so that the organizational hygiene is maintained.
I believe everyone had faced a conflict with another person no matter in daily live, work or neither in university include myself. First, we need to create the right context for the discussion that is related about the conflicts and not other matter and on the same time we need to get all the individuals to participate in that session (without anyone being missed out). This is important as everyone can voice out their opinion and dissatisfactions related to that conflicts. Focus on Solving Problems means how would we address the problems in a manner that would show the person that I am indeed there to help to find solutions to the problem, not berate them. I would identify the issue and give him or her the opportunity to explain where they believe it stems from. From there, we could work together to find an appropriate solution. Focus on the Feedback on Behavior or Results, not on the Person. We are human and sometimes when we are upset over a situation, we say things out of frustration. It is important to directly state the issue and not attack the person’s character. Minimize Criticism would focus on the current issue and not bring up past offenses or other poor performance. I would speak directly about the issue, and through open communication and on the same time find a suitable solution which could brings a win-win situation for everyone. It’s better for us to confront with the conflicts directly when we faced it instead of keeping it for few days before it become more worst so that misunderstanding will not arise.
Kindly watch this useful video which will bring us a better understanding:
https://www.indeed.com/career-advice/interviewing/handle-conflict-in-workplace
- This reply was modified 1 year, 8 months ago by Bachevinder Singh A/L Param Singh @ Bob.
- This reply was modified 1 year, 8 months ago by
Based on my experience, when I have a conflict with another person which is related to job function, I will arrange 1-1 session to discuss on the root cause and the solution. We will relook on the issue and find the best way to settle it. As for me especially when it is related to task, discussion is the best way instead of judging or guessing. So, by following the guidelines for performance feedback, I will offer a feedback and encourage on the performance. In addition, I will boost on the motivation whereby we have to explain what the impact is to reduce poor performance. Instead of look for the negative thing, it is better to suggest on the improvement to develop the strength because no one is perfect and everyday is a learning process. When there is a discussion, there is a mutual agreement on both party and problem resolved.
Q: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.
This sharing is based on my experience around 6 years back, I was working as a consultant in a company and we were working on an internal project. We had a global team and there were around 5 of us in the local team. Working on a project timeline and segregation of duties, we were relying on each of us to get the best outcome of the project. There was this person, say X, he was an experienced consultant in his expertise however we found it difficult as his deliverables were later than expected – we tried all methods to speak to him to explain our situation however it was not working. We brought the matter to the higher management and highlighted the impact that we foresee with his situation, due to the company global structure, our local leader couldn’t do anything except to advise us to go ahead and we had to perform double jobs to get our deliverables achieved.
To overcome this, we had to voice out this during our annual performance review and the leaders had to action this by putting X into performance improvement plan (PIP) and eventually due to the factors that they need to me, X left the organization and he was replaced and somehow despite the sacrifices we manage to overcome this with the decision made by the team.
Q6. Using the guidelines for performance feedback, how would you provide effective performance feedback to that person?
Personally, I don’t have experiences related to leadership conflict, harassment and discrimination at work. But I have several experience that lead to conflicts due to the different work style. I have been working in the shared services environment for more than 7 years, including BPO and in-house shared services. Within this environment, each individual will be assigned as a primary to manage sites / countries based on language skills where I will always take care of Japan with additional portfolio of any English speaking countries in business either Singapore, Australia, New Zealand or Indonesia.
Although there is SOP and Target Operating Model to be followed, there is still some exceptions in the process due to the local behaviour. On top of the exceptions, each individual within a team has slightly different in a way of executing the work in terms of speed, different level of knowledge as well as technical skills.
There are always potential of conflicts when the primary person is on leave and back up by the secondary person who seldom communicate with the counterparts that always managed by the primary person. Sometimes, we will receive com-plaints due to not meeting the expectations.
For improvement, we will always try to understand the chronology, check the knowledge and understanding of the process, try to change scenarios for testing and open to questions for better understanding and learning, sharing best practices from all sites to close gap in way of handling as much as we can. Penalizing is not an option, but we try to understand the root cause of the conflicts and work on identifying best solutions.
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.
Base on my experience, effective performance feedback to the person I had a conflict did not went well.
This had happened a few times, and the other person was a new worker joining the company, not able to understand the company culture, and emphasize his method of doing thing.
My approach to a new acquaintance is always provide my best and help where I could.
During initial moments, when the friction were still less, collaborative performance conversations were still able to be done, but as the time goes on, the situation did not improve, which had turned into finger pointing.Understand that the situation will not help the operation and company, I had escalated this to higher level, and the solution was to remove me from be the contact person to this Japanese guy.
It had helped a bit, but the issue didn’t go away, as the one who was replace to be contact person was my colleague, and in the end she was struggling as well. This matter with couple of others had made me make a leap to seek better condition.
But somehow, this type of person will always be there in any organization.
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.
Conflict in work always happen due to different opinion and approach to handle a issue. In my current working environment, I do face this type of situation. In my current company, the performance reviewed is managed via electronic system called Work Day. The staff can record all the appreciation email and achievement in that tool. At the same time, my company has a policy to review the performance every quarter. The manager have to communicate face to face with the employee to reviews the performance. The staff can feedback their concern during the one by one section with the employer. In my current company also, there is open door policy where the staff can walkin and provide feedback the boss regarding a matter.
In my experience, even when we have conflict with a staff but the policy and process of the company does give space for a staff being neglected during performance reviews. I will put my concern to the staff in a humble manner and the staff have right to give feedback to improve and create a better environment. There also situation where the staff requested to change department during one by one section with the manager because they want to have change in the environment to create opportunity to perform.
- This reply was modified 1 year, 7 months ago by Kubendren Kathiravaloo.
- This reply was modified 1 year, 7 months ago by
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.
I am always amazed by the way my team lead handles our team though he is also holding some other major responsibilities in the company. Since the day he has taken over my team, we would have a weekly meeting with the rest of the team members to understand the workloads and also discuss be it work related or non-work related affairs.
One of my colleague has a tendency to attend to an issue voiced out by the clients without proper investigation on the matter. Most of the time, some resolutions has been overly rated which can be solved with small adjustments. This has caused a conflict between us as a senior , I was hold into accountability. Therefore, I talked about this matter to my lead which then I decided to talk to my colleague directly. We headed out for lunch and then while chit chatting of other issues, I talked to her on the issues happening .First I used positive comments on the work done and without pointing the blame on her as it will inappropriate. Instead of asking her to stop doing it ,I used my experiences to handle those task which she can used as a guide. Besides that, I was trying not to be assertive while also being open to her part of task handling as well. The session was indeed fruitful as we became better friends and colleagues after that. I no longer step back to provide suggestions and she receives it well from her side too. I even included her in most of my project teams as it was easier to communicateIn effective feedback, feedback must be impersonal, relating to job performance, behaviours and outcomes and not the individual person. Thus, personal conflict with that person is not include in the performance feedback.
I remembered I had some conflict with a colleague. I was surprised to received his request for performance feedback. However, I proceed to provide my valueable and sincere feedback from his job performance perspective. I did not include my conflict into the picture as it was not related to work.Question: 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.
Based on my experience, sometime the performance feedback doesn’t work, I think it is depended on that person characteristic and responsibility level. 13 years ago, I was Project Manager in company IT department and I lead a team of IT personnel. During that period, we always have deadline issue, because of our sales team over promise client and convince my CEO to “force” IT department to rush project, for example a project should to be completed in 3-4 weeks working days end up like need to deliver within 2 weeks. Sometime worst situation happens when they misunderstand customer requirement and preliminary studies went wrong, the whole IT team suffer. I have tried to explain the Sales team and CEO, but due to they are business minded, even though I have explained module by module, they can only compromise on some minor thing.😇
But luckily my IT team member all are result-driven, and always can complete the task on time, but sacrificed they own life with a lot of OT, that’s my pain experience during IT life.
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.
Every one of us has encountered some sort conflict with another colleagues at some point of time. When addressing a conflict with a colleague, it’s best to keep in mind that there may be a side to the issue that you don’t see. After making your argument, make an effort to listen and understand what your coworker has to say about the matter and the motives behind their actions.
Performance feedback helps employees grow because it trains them in effectively corresponding with their managers, following directions, and thinking critically. Each of these skill sets helps the employee become a little better at their job, making the whole operation better as well.
One of my colleague, who happen to be one of the loyal employee of the organization , in which she/he has been working for the past 15 years. Knowing this fact, my co-worker always feels she is the right person for all of kind of queries ( some above her pay grade), we got into a heated argument post a discussion among few of us. Its fascinating, all my other colleagues are aware of the his/her mistake but none of them want to confront her due to her seniority in the organization, fast forward I was called up by my manager to discuss on this matter. I argued my point of view and she/he did hers and we came to a conclusion on how to cool off and a viable conclusion. Post that both my co-worker and me are not on the same page and we end up having regular arguments creating a toxic environment for me to work. I brought up this matter to the managers and I didn’t get any clarity from them, except the fact almost everyone were asking me to cool off. I ended up resigning from the place and that was my last resort as I couldn’t cope with the fact even after being of one of top performers in my performance reviews.
I had a conflict with one of my change managers back when i was working in the previous company. He is the type that refused to listen to what you want to say and just jump to conclusion without knowing the reasons behind your arguments. And he apparently nominated me to provide performance feedback for his final year review.
In the performance review, i pointed out what he has done well first, then addresses his weaknesses, including conflict management under improvement plans. I turned the conflict situation into constructive feedback and the plan or steps that he can partake to improve himself at the workplace, for example, “He would do better if he could take some time to listen to other people’s insights prior to making decisions, as other people’s feedback might enlighten the issue and provide better solutions. It would be great if he would be patient and portrays his ability to collaborate rather than forcing a decision that he thinks best”.
When having conflict with co-workers, they need to address the dispute quickly and talk with the co-workers face-to-face in a neutral and calm setting. If the meeting still create dispute, the manager needs to involved and find the resolution. the manager need to play the peacemaker role in this situation and remain the objective to resolve the dispute so they are able to work together. Schedule the more follow-up meeting and not engaging with the individual meetings to avoid being uncomfortable.
So far in my experience, I have not yet encountered any specific conflict with another person. However, in my opinion, in such case, the first step is to resolve the conflict and build trust with the person to avoid further misunderstanding which may affect the effectiveness of performance feedback process. It is indeed difficult to accept feedback or criticism from someone you do not trust or do not have your best interests at heart. Thus, it is important to establish an open, trusting relationship with the person you are giving feedback to as it will help to set the tone of future conversations, and will help both to deliver feedback. It will also help the acceptance of feedback put suggestions to use. To ease the whole performance feedback process, it is also important to balance the positive and the negative constructive criticism, be specific, and not to make it personal, especially when there is conflict involved previously.
Ideally, I will manage my temper and wait until I’m calm enough to deliver more measured feedback. In a realistic environment we can`t expect certain someone to be open to criticism when we immediately put them in the defensive circumstances. I would prefer a private one to one method to deliver the feedback, not point fingers in public. Will try to address the problem, not any personal frustrations by offering some specific suggestions to help the individual solve the problem. The major part is to wisely sentence our words carefully to avoid any demoralizing. Also, the perfect way for the conversation to take place is by keeping an open mind and give you’re the other party an opportunity to explain their side of the story. The objective is to make sure that the issue at hand is swiftly rectified. Hence, from my perspective giving feedback which the focus is on the fix is rather seamless in the context of delivering feedback. Knowing how and when to provide criticism is an important managerial skill, but don’t turn into a leader who comments only when employees slip up. Consistently offering kudos for jobs well done and recognizing improvements is an excellent way to boost morale and reinforce positive behaviour.
Weekly, we provide each other comments on our coworkers in the company where I currently work. Managers are supposed to communicate openly with their teams in order to improve their effectiveness. Prior to the start of the meeting, employees will be asked to rate their own performance. This will allow the person to identify his or her strengths and weaknesses. This is to make sure that a neutral setting is provided for open conversation in the correct context. The next step is to tell him or her how much we appreciate their input and the significance of their participation. Receiving favourable feedback encourages employees to put forth their best efforts and adopt a more cheerful outlook on life. Maintaining a good frame of mind and degree of involvement requires a constant reiteration of the positive qualities of one’s performance. It also aids in the individual’s ability to accept constructive criticism. ” We can begin collaborating on a solution as soon as the issue has been discovered. Rather than focusing on the individual, focus on the end result. It is essential to convey the issue in a straightforward and concise manner without undermining the person’s character. We should limit our criticism as much as possible. When discussing a current problem, it’s best to avoid bringing up past mistakes or failures. There will be a solution to any problem or disagreement that may be found via open discussion.
Concentrate on problems that need to be solved.
I’d approach the issues in a way that demonstrated to the person that I’m there to assist them in finding solutions, not to berate them. I apply the type of performance feedback which is ‘evaluating’. I’d just be specific and point out the problem and give him or her the chance to explain where they think it came from. We may then collaborate to come up with a suitable solution.
Instead of focusing on the person, give feedback on the behaviour or results.
We are human, and sometimes when we are frustrated by a circumstance, we say things out of frustration, as I described in last week’s talk. It’s critical to state the problem directly rather than making a personal attack on the individual.Criticism should be minimised.
I’d concentrate on the current problem rather than bringing up previous infractions or bad performance. I’d talk openly about the problem and find a good solution through open dialogue. Kind and sympathetic feedback is required. I will ensure my feedback is timely, future-focused, honest, and provides a solution rather than being supplied just to say anything, whereby I apply the type of employee’s performance feedback which is ‘coaching’.
Watch My Tone
One of my team members routinely criticised every proposal I gave while working on a project for a prior company. He also had a habit of interrupting and talking over others without listening to what they had to say. When he interrupted others without listening, it was difficult for me to keep my patience. It got to the point where our different supervisors gave us advice on how to behave.
I had to accept that I couldn’t modify or control his conduct to overcome this dispute. I also admitted that both of our actions were most likely the result of stress brought on by the project’s tremendous workload. As a result, I changed my communication approach to promote empathy, avoid triggers, and increase patience with interruptions. We were able to finish the assignment and keep in touch politely whenever we wanted to collaborate in the future.Negotiation
In most circumstances, I am a good negotiator. I embrace diversity and recognise that different people hold different viewpoints, which might lead to disagreements. When confronted with a problem, I try to work with others to find a solution that is good to all parties involved. When I try to communicate myself, I can feel defensive at times. I’m working on strategies to control this habit, such as pausing to take a deep breath and thinking about what I’m saying before reacting.
Consideration and Appreciation
In my former job, I was part of a team that was preparing a presentation for senior management. The group was in charge of developing an idea and submitting a project plan to put it into action. We chose a topic and devised a strategy for finishing the presentation. Two members of the team desired daily meetings to discuss the plan and progress. Other team members, including myself, were against this technique since the team kept track of work progress and completion in a log.
We didn’t think we needed to waste time on meetings that didn’t advance the project as long as everyone knew their allocated tasks. We also believed that these meetings would eat up time that could be better spent on the project. We got everyone together to discuss their arguments for their side, rather than initiating a debate about the meetings. We eventually decided to convene a daily meeting for no more than ten minutes each day to deliver brief updates on task progress.
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?
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.
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.Advantages
• 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).
Disadvantages
• 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.
It helps employees grow by suggesting the best job, optimal work environment, and search strategies. For the downside, I feel it demotivates and hinders growth.
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.
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.
i took the test multiple times and still got the same result. Perhaps i should try to change my ways to unleash my potential.
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.
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same…guardian type.
Hi 5.
Good to know another guardian personality.
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
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) [1].
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.
Reference:
[1]https://www.bizjournals.com/seattle/stories/2004/09/13/smallb3.html
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.
Yes Logan, that’s exactly my thoughts on the instrument’s reliability. Test takers can choose answers that they feel their managers/HR personnel want to see. This action will ended up in result manipulation.
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.
Yes agree with you. We can utilize this instruments to find out more about ourselves and identify areas we can improve to be effective in the roles we are in, or roles we are plan to switch.
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.
What did you learn about yourself?
From the Keirsey test I found out that I am a Guardian. 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.
I believe it is somewhat true since it does represent my characteristic.How could the instrument you completed be useful for employee development?
The instrument I completed can be useful in many aspects in terms of managing a team. Whenever a new hire joins the team in the company. It will be difficult to understand that person’s characteristic if they are new and shy to open up. By doing this assessment, colleagues are able to understand another colleague’s behavior and work around it as we know the strength and weakness of that colleague. According to a Society for Human Resource Management survey, 22% of HR professionals use personality tests. They assess traits like “persuasiveness, detail orientation, conscientiousness, rule following, optimism, goal orientation, data rational and proneness to boredom.” These tests give hiring managers a behind-the-curtain look into the emotional intelligence and self-awareness of the applicant
What might be some disadvantages of using this instrument?
The only disadvantage I can see from such an instrument is that a person who does this test will be to incline to adopt the personality that is being laid out and be demotivated on the weakness. As per my experience, I have done multiple personal test where we are categorized as type of birds. The person who conducts the personality test should inform the participant that one characteristic does not define the participant or employee. If employee is a guardian does not mean that he is 100% a guardian. He could also have other temperaments likes 30 % Artisan, 40 % Idealist and etc. It is important for employee’s or participant for the survey to know that their dominant strength is only active when they are in their natural state and some times when an employee is forced into another challenging situation, they will adopt another form of temperament. Hence it is important to have someone to interpret and guide the participants in regards to the personality test for employee to fully adopt the idea.
Hi Ishwin. Good sharing.
I like your statement “The person who conducts the personality test should inform the participant that one characteristic does not define the participant or employee”. In my opinion, for me, personality assessments is that we answer them based on our current situation and experience. We can’t possibly know or even indicate our potential in an area where we have no experience. Today may be different and tomorrow is different answer. It depends on that particular individuals itself whether to answer those honestly or just for the sake to finish it up.
- This reply was modified 1 year, 8 months ago by Bachevinder Singh A/L Param Singh @ Bob.
- This reply was modified 1 year, 8 months ago by
I did before a personality test using birds as a representation. If I am not mistaken they used Eagle, Owl, Dove and Peacock. We did this test during a team building activity and during that time the team members were taking it lightly the results of the test. But I believe the results although need to be taken with a pinch of salt can provide useful insight into the personalities of team members and more importantly enabling to choose the right communication styles when interacting with the team member.
- This reply was modified 1 year, 8 months ago by Leonard Robinson Chin.
- This reply was modified 1 year, 8 months ago by
Like most here, I am also under the Guardian category. Looking at the Guardian traits, I do agree with the traits stated which reflected my personality. It reflect individual’s temperament but it does not mean any one type is better than the other. Some could be more suited for certain roles which requires strong leadership traits or an extrovert who likes socializing in big groups. This could be used to reflect on improvement areas, employees can then be assigned to the appropriate training based on their needs. The disadvantage is the generalizations of people’s personalities and assume people will fall to only one type of group. In fact, people could have personalities from few different categories. Furthermore people could behave differently in various settings. For example, I may be unforgiving and abide strictly to the rules at work, but I can also be a relaxed, compassionate mother at home.
I have got Guardian as a result. It’s not surprising to me as most of the population are under this category. There is various type of test in the market to test for personality and behaviour. I have another test here <https://basadurprofile.com>. You can try and understand your own Profile to capitalize on your strengths and find
Every year, we can try to retake the test. However, you might be surprised to see changes from one category to another. I think this is due to your personal growth and change. For example, when you join an organization as a junior, maybe you tend to be a follower. Still, when you grow and promote to become a manager, your personality will also change.
I think the behaviour test can provide you with a reference, so you understand yourself, but the test result will not give a solution to help you change to be better.
- This reply was modified 1 year, 9 months ago by Lik Wai Toh.
- This reply was modified 1 year, 9 months ago by
After using the Keirsey Temperament Sorter, I got the Guardian as result. I do not learn anything majority but put an impression that I may need to improve to push myself being hard nose, firmness in managing people, etc. However, that is not my natural self, and I am unable to fake that personality. I rather choose to be a guide to my colleague and train them to carry out their responsibility without major supervision. I will only be very firm after all the process of opportunities is given.
The disadvantage of this kind of instrument is that they have given limited options to answer. The options given might not be the best option to describe yourself. Therefore the result could be unreliable.
Just like the majority of course mate here, I learnt that I belongs to the Guardian category. To be exact, from the definition provided my personality type best described as Guardian Protector (ISFJ). I came to this conclusion because my first concern is the safety and security of those that I care.
Frankly speaking, I was skeptical while answering the questions, I thought it is going to be waste of time but surprisingly ALL the characteristic listed in the Keirsey Temperament Sorter under Guardian personality suits my behavior.
The personality test instrument can be useful for employee development for the following reasons:
- Career progress.
Human Resources (HR) team and managers can utilize this tool to understand employee’s personality traits better and if there is any internal vacancy suits the required personality traits, HR will be able to recommend the possible career progress for the employee. For example, if a person demonstrates high levels of mental presence, critical thinking ability, stress management talents, and so on, she or he may be assigned to a strategic leadership job. - Assist employees become more self-aware of their capabilities.
Employees that undergo personality testing will gain a better understanding of their strengths and weaknesses. For example, if an employee recognized that working as part of a team was difficult for them because of their introverted personality, they could work towards improving their communication or identify any tools that can facilitate the communication with the team. - Gives better understanding how staff communicate most effectively.
When it comes to employee productivity and development, communication is crucial, and personality testing for employees can help managers and HR to learn more about the best communication approaches. (ie: Do the employee respond best to frequent communication from management or senior employees, or do they prefer a hands-on communication style?)
On the other hand, some of the disadvantages of using this instrument would be as follows:
- Personality test takers might not be genuine with their response. Some employee might choose answers that they feel manager/HR want to see. Rather of exhibiting their genuine personality traits, the employee can manipulate their responses to achieve the desired results. This will ended up deceiving managers/HR team.
- We don’t know ourselves. Employees are the worst judges of their own personalities, according to a study published in the Journal of Personality. Coworkers and even family members were shown to be better judges of an employee’s personality than the individual themselves, according to the study. (Timms, 2019)
- Confirmation bias. When we believe in the validity of an instrument that claims to provide us with insight into ourselves, we naturally seek out proof to confirm that insight.
A personality test will almost definitely confirm what we already know about ourselves, leading us to conclude that “this must be true.” When an evaluation reveals “new” information that we didn’t know before, our natural instinct is to hunt for corroborating evidence rather than disputing the veracity of that information. That’s confirmation bias at work, and that is the reason why people who take personality tests are more inclined to believe they’re accurate. (Timms, 2019)
As a conclusion, in my opinion, as the personality test results can be manipulated by the test takers, managers/HR should use these instruments as a reference or supporting information and should not use the results as the deciding factor in judging employee’s abilities or when recruiting new candidate.
Reference:
Timms, M. (2019, September 24). Why Personality Assessments Do More Harm Than Good. Avail Leadership. https://availleadership.com/personality-assessments-harm/
Hi Pavala, Good points.
May I know whether you answer them based on your current situation and experience?
This is because based on my opinion, we can’t possibly know or even indicate our potential in an area where we have no experience. For example, an HR professional, he/she will thought of himself as an HR professional, not as a business owner.
- Career progress.
I learnt that I am an idealist.
We make up 15% of the population
- We tend to be giving, trusting, spiritual, and focused on personal journeys and human potential
- We pride ourselves in being loving, kindhearted and authentic
- We make inspirational leaders
Such temperament reports can help us see where we are and introspect if something is needed to change in our attitude and behaviour to suit the needs of the workplace. In this way, it can be helpful for management development. In fact, even the teammates can be asked to take this test and see how they can change to meet the organisational demands. Either you change yourself or change the organisation to suit your temperament.
Some disadvantages of this instrument
- The survey questions are very well thought out but in an effort to shorten them, they might have complicated the questions
- We only think of those incidents that we can remember in the not so distant future. Our answers are based only on these incidents and do not represent our overall personality. It may take time to think through. There are too many questions in the survey and one does not have the patience to spend more time per question.
- The answers are all binary. Real world may not be as simple as that.
Keirsey Temperament Sorter (KTS here after) is a personality assessment tool which people use to understand themselves and others. It is one of the most widely utilized personality assessments globally.
The KTS test reveals our preferred behaviors. These are the behaviors you value in ourselves, but they’re also those that come most automatically to you and the ones you choose most often. They’re the behaviors that cause you the least stress, as well. The KTS shows our strengths, but it doesn’t say anything about the skills we have developed or the knowledge you’ve acquired. So, the test does have its limitations. The test shows your ideal role, but that isn’t necessarily the only role we can play. Administrators who use the test in the best possible way use it to match strengths with responsibilities. They may also use it to find problem areas that need extra attention. These are all positive things for the organization, but they can also be positive for us. You may come to understand why you’re having trouble in your career or a certain aspect of it. This can lead us to making better decisions about what to do and how to do it.
How could the instrument you completed be useful for employee development? It may be in a position where we must take the test to have a chance at a job we want. If so, it makes sense to take the test to find out whether that is really the best type of job for us. We will not only clear the path to employment, but you’ll discover whether you’re on the right track or not especially in employee development. We may find benefit in the test if we feel confused about what to do next with our life. Even if so, we may discover something important about our reactions and behaviors. KTS help with employee development, but this should only be used as a reference, not a decision point.
Some of the disadvantages of using Keirsey Temperament Sorter as the tests may be unreliable. For example, the respondent answers can be heavily influenced by the examiner attitudes or the test setting. Scoring projective tests is also highly personal, so interpretations of answers can vary dramatically from one examiner to the next. Additionally, projective tests that do not have standard grading scales tend to lack both validity and reliability.
Based on the test result of Keirsey tools, I fit to guardian categories. This tool helps me understand my self well especially when handling a team. For a Guardian, the personality preferences in four areas which are ESTJ. ESTJ are focusing more on Extraversion, Sensing, Thinking and Judging. They are outgoing and enjoy supervising a team, enjoy concrete facts as opposed to abstract info, they rely on objective information and logic to make decision and they plan thing well in advance. ESTJ personality tend to be very practical. Based on this elaboration, we can learn more and focus on this specific personality and how to grow on this. This instrument will help us understand ourselves better and to relook on which area that we can improve more from day to day.
But for this instrument has disadvantage too, first the time consumption and the numbers of the question. When there is a lot of question that employee need to attend there is a possibility that employee tend to not focus on the test. This might lead to an accuracy result of personality behavior. And the personality can change based on the people and work environment. But for overall this instrument can be one of the guidelines to understand better on our personalities and understand people.
Complete the Keirsey Temperament Sorter. What did you learn about yourself?
I have completed the Keirsey Temperament Sorter and the result shows that I am a Guardian is logistical and a natural leader, much like the best boss you’ve ever had. Guardians are natural born rule-followers and driven by factors like reliability, service, and respectability. The four types of Guardian are the Supervisor, the Inspector, the Provider, and the Protector.
I think I am the Protector make up as much as ten percent the population, because their primary interest is in the safety and security of those they care about – their family, their circle of friends, their students, their patients, their boss, their fellow-workers, or their employees. Protectors have an extraordinary sense of loyalty and responsibility in their makeup, and seem fulfilled in the degree they can shield others from the dirt and dangers of the world.
How could the instrument you completed be useful for employee development?
This instrument helps in employee hiring and development in analyzing the traits of the employee.
For small businesses trying to fill key positions, here is the process I would recommend. You probably have several meetings as part of your interview process. During the next-to-last meeting (when you have narrowed the field), ask your applicants to complete this personality survey (either using hard-copy or via computer). Before taking the survey, I advise having each applicant sign an agreement covering the following: the applicant understands the purpose of this survey is to provide areas for discussion if the applicant is invited back for the final round of interviews; the applicant also agrees to allow the interviewer to have a copy of the report; while the reviewer agrees it will be kept in strictest confidence and will not be used as a basis for cutting the applicant from the next round of interviews.What might be some disadvantages of using this instrument?
The disadvantage of this instrument will be it’s a messy and inaccurate. A major flaw of Keirsey’s Temperaments comes from inaccuracy in generalizing each of the 4 types in a temperament to having certain traits in common. The continuous questions might cause confusion on the person taking the survey as it is time consuming.
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?
After completed the Keirsey Temperament Sorter, the result shows that I am an Idealist.
The instrument is useful for me to help employees development. One of Idealist traits as counselor is to have an exceptionally strong desire to contribute to the welfare of others, and find great personal fulfillment interacting with people, nurturing their personal development, guiding them to realize their human potential. Although they are happy working at jobs (such as writing) that require solitude and close attention, counselors do quite well with individuals or groups of people, provided that the personal interactions are not superficial, and that they find some quiet, private time every now and then to recharge their batteries.
Q7. 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?
From Keirsey Temperament Sorter, the result shows that I am a Gurdian. It helps me to understand my current tendency and preference, where I can apply my strength at.
Our career aspirations may not always align with our habit and preferences, thus this kind of test really help us to evaluate our current tendency and works toward what we need to improve and train for overcoming what we lack of for better performance when executing the job.
Of course there are several disadvantages of this test such. For example, it is quite simple cut, either A or B but sometimes we have a balance between both, so it might be better done in scale instead of objective type. Other might be accuracy when answering the questions, we may answer it based on what we want to be instead of what we are actually behave.
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?
From the test conducted, I have come to know that I’m a guardian type of person, which I feels kind of true. But then when I read thru the replies, I saw that most of my peers have also gotten the same result, which made me curious, as the Guardian percentage is high in this small pool of class, is the analysis correct, or it is just coincidental that our batch (MBA ODL first batch) naturally consist of Guardians.
From what I understand, Guardian maintains order and peace, understand that the organization or community will always need someone to assist the governance and manage its dynamics.
Guardian still have sense of enjoy, yet the situation sometimes require us to be tough in order for the organization not to derail.Doing something new is not very welcoming, hence usually I will make it a routine if I have a new situation or condition that take me out of my comfort zone.
Thus I believe too much depending on this kind of self-awareness tools may gives its user a counter-productive, as he/she may not only able to learn about other personalities, but also understand and accepts that there are many other personalities that may or may not have the same synergy with guardian.
Complete the Keirsey Temperament Sorter. What did you learn about yourself?
After completing Keirsey Temperament Sorter, i discover i falls under Artisan. I am fun-loving, optimistic, realistic, focus, bold, creative and dreams of mastering action skills.
How could the instrument you completed be useful for employee development?
These instrument creates confident on myself regarding my ability to do task. I able to understand my weakness and improve my self. Example, leadership, management and team building. It create awareness for me to keep learning and adapt to new environment. At the same time, we able to manage our stress in work. Artisan has been described as composer who likes to listen to music and play music. I able to manage by stress by doing healthy activity and keep my health in good condition.
What might be some disadvantages of using this instrument?
The disadvantage of these instrument is we need to purchase in online to know more details regarding our career, leadership and others staff. The behaviors of these website is only for promotion and not all the information given is true in real life. We need to analysis and accept the positive comment and ignored the not relevant feedback from these website.
- This reply was modified 1 year, 7 months ago by Kubendren Kathiravaloo.
- This reply was modified 1 year, 7 months ago by Kubendren Kathiravaloo.
- This reply was modified 1 year, 7 months ago by
Some true some not true from the result.
I learn about myself that I am more of the type accountable and take responsibility. Yes, will be useful for employee development, because this will assist me in the area that is suitable for myself.
The disadvantages are that there are some incorrect things found in the report. Could not apply 100%.I have completed my survey and I have got Guardian as my profile. Guardians are the cornerstone of society, for they are the temperament given to serving and preserving our most important social institutions. They are cautious about change, even though they know that change can be healthy for an institution.
This means that I tend to prefer to be planned and organized, opposed to spontaneous and flexible. This is why we find many of the guardian types in stable and predictable careers (e.g., as a claims adjuster or controller) and careers where they can use their organizational skills and follow procedures (e.g., nursing).
Hence probably I should consider a change in my career in future.
This kind of personality test helps the management to gather some sort of data about the individual, how important is this for the organization would be a huge question mark, this because of the multple factors. The test taken by an individual can differ considering the mental/physical state of the individual taking the test. This test may be unreliable, the interpretation could differ, for an example I took the test twice and I had doubts on the way I answered the questions. The test has its limitations as it shows the ideal role (the role I want to play) rather than the role I could play. It could also creates a lack of motivation on certain individual due the way the test interprets the responses.
From the test , I have been nominated as a Guardian which makes up about 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.Some of the characteristics of Guardian are:
Factual
Cautious
Respectable
Dependable
Logistical
How could the instrument you completed be useful for employee development?
The test would make employees to understand their personality type better. This test focuses mainly on the behavior and traits in workplace.Further improvement can be taken care by employees for their personal and also career growth.What might be some disadvantages of using this instrument?
The test responses are mostly based on assumptions by employees at the moment.The test results can be instill wrong assumptions of confidence/ low self esteem on employees.After completing this test, I found out that i am an Artisan. The key characteristics are optimistic, daring, adaptable, excited, impulsive, enticing, playful, tactical and persuasive. I however, thought that some of these characteristics do not define who i am. But I am interested to find out if i can be some of the characteristics listed, and what would i need to do to be one.
If this is to be used for employee development, i think it can be a good tool for managers to devise an improvement plan for their subordinates, and it would be useful for the managers and leaders to understand and exploit these traits of the employees to a good use, and devising a better plan to handle their team.
The disadvantage is, there is no human touch in this test, and sometimes the question are too “general” that we just pick on impulse rather than carefully weighing the selections. Hence, in some ways, the tool might not be very accurate. Sometimes, observation can deduce a better conclusion.
The Keirsey Temperament Sorter shown me as an artisan. An artisan tends to be optimistic, realistic and focused as well as unconventional, bold and spontaneous. Artisan also described as impulsive, adaptable, competitive yet caring and generous. From the result, I’m able to see some of the characteristics that in my opinion, does reflect me which I have identified similarly from other various tools of personality tests. However, there are also some characteristics which are quite inaccurate and overstated. Based on the test, I learnt that I am optimistic and adaptable to changes, hence I’m not resistant to opportunities on advancement and growth.
The Keirsey assessment can be useful for employee development by helping employees to better understand themselves, in terms of their personality, what works for them and what motivates them in respect to their career development. This can also be utilized by company to understand their employees’ strengths and potentials and can be some points to be considered when planning their employees’ development. The flaw of Keirsey’s Temperaments however due inaccuracy in generalizing each of the 4 types in a temperament to having certain traits in common. It is needed to be supported by other personality test such as MBTI to refine the results.
- This reply was modified 1 year, 7 months ago by Nurul Ajlaa Ridzuan.
- This reply was modified 1 year, 7 months ago by
I have learned that I’m informative and reactive. I’m less likely to think in advance and are more likely to think on the spot to solve problems. Based on this, I’m far more likely to seek careers that promote independence. Ideally, I learned that I’m quirky, eccentric, and creative. I’m kind in nature and forgiving. Always appear quiet to some, but around my close circle I will be energetic and inspiring. Temperament can be defined as a personality of a person which encompasses of various entities such as the way he communicates, his deeds, his ideas, his behaviour and attitude towards himself, his work and others. Organizational behaviour and Organizational Psychology are hot topics for researchers today. Due to globalization, it has become extremely difficult for the teams to analyse the personality traits of their teammates who are located all over the world and who work virtually in teams. Several companies use different kinds of tests to analyse the personality type of the employees whom they are hiring during the interview process in form of online assessments which is a part of hiring process. Some companies use this type of tests to analyse if their employees are stressed, unmotivated, happy with what they are doing, need change, to know if they like their teammates, to assess the need for training in certain topics, which maybe leadership for Managers and technical training. A major flaw of Keirsey’s Temperaments comes from inaccuracy in generalising each of the 4 types in a temperament to having certain traits in common.
I was a Guardian after all, according to the results of the Keirsey Temperament Sorter. <div>
Guardians make up 40 to 45 percent of the world’s population and are widely recognised as the “cornerstone of society” because they are committed to preserving traditions and institutions. they are widely recognised as the cornerstone of society. </div><div>
</div><div>According to the Myers-Briggs Type Indicator (MBTI), they fall into four categories: supervisors, inspectors, providers, and protectors.</div><div>Most Guardians are driven by a sense of civic duty and a desire to keep the peace.
This type of person is also a good collaborator and supporter because of their “security-seeking personality.”
Loyalty, practicality, and discipline are just some of the qualities this group is known for.
Guardians are nostalgic for the past, pessimistic about the future, and unmoved by the present.
Coworkers and managers alike benefit from the Sorter’s ability to teach them how to better communicate with one another and better understand how to give and receive feedback.
In addition to helping me discover more about my own personality, this test also gave me a new perspective on how to better handle conflict. </div><div>
Understanding our temperament helps us better understand ourselves, our strengths and weaknesses, and how they relate to our professional and personal goals, among other benefits.
A person with a soft temperament may actually prefer a firmer feedback structure that the Sorter model would not find, because Keirsey classifies people based on their temperament rather than their function.
It’s critical to remember that personality tests aren’t the end-all, be-all of finding the right person.</div><div>
It is possible for a Rational to do just as well as a Guardian in the role of manager if one is an Idealist.
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- This reply was modified 1 year, 7 months ago by Darmathan Francis Xavier.
- This reply was modified 1 year, 7 months ago by
I was assigned the Artisan personality type on the Keirsey personality test. I wasn’t surprised when I got this type because I’ve done comparable tests and received similar results or types in the past. The findings also revealed that artisans will go to any length to achieve their goals. This struck me as really true and relatable. I believe that when I am doing something I enjoy, I am at my most present and happy. Artisans are a competitive, impulsive, and flexible group of people. They’re also far too polite to themselves. My favourite characteristics are generosity and compassion, but I’ve found that they can sometimes put me in a poor situation or put me out of luck.
Artisans make for amusing companions, resourceful parents, and problem-solving leaders. Artists are ecstatic, believe in their instincts, want to make a statement, seek stimulation, value independence, and aspire to develop action skills. Artists despise being constrained as well. They do as they please, when they please. Again, I see the outcomes as being very much in accordance with my nature. I don’t like being restrained. I enjoy thinking for myself and doing what I want. This certainly applies to a larger number of my personal relationships. Finally, my dream job would be one that allows me to accumulate observations, collections of information, and a set of abilities in order to do the work. Overall, I found my results to be pretty accurate representations of my true personality, which is bold, focused, impulsive, optimistic, and practical.
Keirsey transforms the understanding of people. It provides a unique perspective that clarifies personalities, occupations, beloved ones, and characteristics. It provides a combined system of solutions for the most considerable people occasions and tasks. In terms of team management, the tool I completed can be useful in a variety of ways. Whenever a new employee joins the company’s team. If they are new and reluctant to open out, it will be difficult to understand their characteristics. Colleagues who complete this evaluation are better able to comprehend another colleague’s behaviour and work around it since they are aware of that colleague’s strengths and weaknesses. According to a poll conducted by the Society for Human Resource Management, 22% of HR practitioners employ personality tests. “Persuasiveness, detail orientation, conscientiousness, rule following, optimism, goal orientation, data rationality, and boredom proneness” are among the attributes they examine. These exams give hiring supervisors a behind-the-scenes peek at an applicant’s emotional intelligence and self-awareness.
One disadvantage is that some observers state that this is a short-term indicator that provides only temporary assistance. (Islam, 2020). Besides, employees or survey participants should be aware that their dominating strength is only active when they are in their natural state, and that when they are pressed into another tough scenario, they may adopt a different temperament. Therefore, this Keirsey Personality Temperament might not reflect one’s actual personality characteristics, as it depends on the particular situation. As a result, it’s critical to have someone interpret and assist participants through the personality test so that employees can fully embrace the concept.
Why do you think that few companies take the time to determine the effectiveness of HRM practices? Should a company be concerned about evaluating HRM practices? Why? What might people working in the HRM function gain by evaluating the function?
It is vital for HR goals to align with the overall goals of the organization, so that the HR, business, and strategy department are all on the same page. When we are able to combine the two ideas and achieve best practices and best fit, we are practicing what is called Strategic Human Resource Management.
HR practices involve the strategic operations of HR. They form the foundation and guidance for managing the company’s employees and should coordinate with the executive business plan. Some example of HR practices include:
• Setting the mission and goals of the HR department
• Planning, organizing, and managing the HR department
• Measuring the effects of programs
• Creating programs to improve the quality of the work environment
• Developing talent and future leadership
Conducting motivational programs
• Working with management for ongoing performance evaluations
• Overseeing employee advancement opportunities
As we delve deeper into some of the best practices HR can adopt would be training and development. It is best practice to invest in training and development opportunities to improve the current workforce, focus on skill- specific training and realize the value that young workers place on learning. As industries are advancing at an ever-increasing pace, we can support and encourage our employee to grow as well, keeping them more engaged in their work and the organization.
Second, best practice HR can adopt is evaluating their employee benefits. The best benefit plans take a strategic approach to accomplishing company goals and retaining great employee as well as ensuring employee understand their benefits.
The benefit of HRM is that it will be able to identify the training and development needs of the employees in order to fit in with the company wide business strategy. By continuously learning, employee will be able to keep their skill up to date and bring valuable and innovative ideas back to the company.
HRM has many benefits when HR function is put at the heart of the organization. HR management encompasses everything to do with people, therefore it is vital to the success of the business.
A company should definitely be concerned about evaluating their HRM practices, and the evaluation should ideally be conducted from time-to-time (per annual or per quarter) to make sure that it is aligned with the current business and population, as a company often has turnover and dynamic changes on the business direction and social environment.
There are multiple important reasons that causes companies to take time to evaluate the effectiveness of their HRM practices. First main reason is that effectiveness of HRM helps to improve and maintain the performance of the business. By constantly evaluating, companies can also determine whether their current HRM practices are suitable for the company and whether or not it is credible enough to promote the company’s competitive advantages. Internally, by evaluating and making sure that the company is on the right track in terms of HRM practices, it helps to ensure that the skillset and development of the resources/employees meet the requirements of the company.
In the perspective of the HRM function, evaluation of the HRM practices is important so that the team can work on effective utilization of the human resources in the company. For example, evaluation of HRM practices to confirm its efficiency helped to make sure that the skillset of the employees are meeting the requirements, then it is easier for the HRM function to work on talent management and internal recruitment. With that, the company is bound to create and maintain good working relationships among all employees.
Good point on the time to time evaluation of the HRM practices. I have seen before organizations that do this evaluations on a one off basic and then implement the changes and that’s it. We have to understand that the world is constantly changing and all practices need to adapt to this changes. What is right today, may not be the best fit tomorrow. Hence continual evaluation and improvement of HRM practices is vital for organizations to competitive and stay relevant.
Agree with your point.
In my opinion, the reasons for few companies take the time to determine the effectiveness of HRM practices are as per the following:
– Inefficient HRM techniques are used.
– Unskilled HR personnel
– There is a lack of effective planning and cooperation among human resource executives and staff.
Yes, companies should be concerned over reviewing human resource management strategies in order to fulfil their objectives effectively. Human resources (HR) plays a critical role in every firm and is responsible for the hiring, training, development, and management of employees. People in charge of human resources may acquire new qualified and talented individuals, which helps to reduce the burden of existing workers. Employees in the human resource management function stand to benefit from the evaluation of the function, since incentives and bonuses may be offered to encourage them to perform more effectively. The establishment of new regulations and policies may be beneficial to the employees.
interesting point you have on the reasons – especially unskilled hr personnel. Most HR personnel that i know regard themselves as experts, however, there might be some resistance to changes which makes them fail to recognize the importance of evaluation of their function.
In my opinion, companies need to check on the effectiveness of their HR practices because the company need to improve the HR management functioning. Without proactive assessment, the company might lose talents, unable to get the right people to fill up the positions available within the company, unable to attract outsiders to join the company, etcetera.
The company should be concerned about evaluating HRM practices due to several reasons. Firstly, evaluation of the company’s policies such as company’s benefits to meet market demand will help the company to be competitive within the industry. For example, the other companies implement optical and dental benefit, thus, to be competitive, the company’s HR would initiate additional or offer the same benefits or better than the industry to retain talents and to attract talents from outside.
Secondly, to meet challenges and changes in the workforce which require a proactive HRM approach in developing development programmes. These programmes will help employees to upgrade their skills and enhance their knowledge.
Thirdly, to influence employee’s performance so that the talent available in the company are used efficiently and effectively. For example, a performance system developed by HRM, with the managers providing the actual performance evaluation allows employees with a high level of performance to get a promotion, salary increase and bonus thus motivating them as they become more valuable to the company.
Lastly, to open pipelines of opportunity for employees to provide feedback on the company’s performance and HR policies for future improvement.
By evaluating the function, people in HRM will get employees’ trust and confidence especially on employment security, job satisfaction, training, skill development, compensation and also the company’s benefits and wages. People in HRM would also be seen as competent and committed to implementing the company’s HR policies. When policies change for the better, people in HR will enjoy the same perks as well thus it is a win-win situation.
Hi Saiful. Yes totally agreed with your points and very well organized.
Organizations should be worried about revising their human resource management strategies in order to achieve their goals. HR is responsible for the hiring, training, development, and administration of personnel in any organization. Human resource managers may be able to hire new competent and skilled employees, easing the pressure on current employees. Employees in HR function may profit from the function’s evaluation as incentives and bonuses may be offered to motivate them to perform better. Employees may benefit from the implementation of new regulations and policies which causes them more eager to perform their task and also to avoid burnout on employee.
Thanks Bob.
Why do you think that few companies take the time to determine the effectiveness of HRM practices? Should a company be concerned about evaluating HRM practices? Why? What might people working in the HRM function gain by evaluating the function?
The goals of the corporation are profit and growth by nature.Hence for HRM which does not directly generate revenue or sales, it is usually being put on the back seat.
All organizations should definitely prioritize their HRM as they are the ones managing the company’s most valuable asset- Their People.
HRM evaluation should be done to determine how HR adds value and to align HR policies with business strategy. The primary role of HR should focus on both the needs of the organization and its employees. The organization would benefit from improvement in business performance and increase their competitive advantage.
Agree on your point in regards to HRM managing most valuable asset, the People. Some organization leaders acknowledged this and prioritized investing in HRM to gain competitive advantage and to accomplish company’s objectives.
The effectiveness of HRM practices takes time to determine. It’s because need time to understand the organization midterm to long term goals. Thus, it takes time to plan the headcounts and compensation and benefits.
Evaluating HRM practices is extremely important. By assessing the efficacy of HRM practices, you can determine which ones are genuinely worthwhile. If a programme produces positive outcomes, you’ll know whether or not to continue with it. You may decide to establish additional programmes of a similar nature to capitalize on your accomplishment. On the other hand, if a programme produces disappointing results, you’ll know it’s time to make some adjustments. This may entail reworking the programme to improve its effectiveness or discontinuing it entirely.
Obtaining the best value for your money is not the only reason to evaluate the efficiency of HRM practices. When implemented effectively, these initiatives can assist your staff in being healthier or more productive and boost their morale. Conversely, a poor HRM practice may have the opposite impact. You’ll know which is confirmed by evaluating the program’s effectiveness. Employee-beneficial programmes can be maintained, while ineffective programmes can be discontinued before causing further harm.
People who work in the HRM function will understand and learn more about the needs of employees. Then, consolidate the findings and report to the CEO. This can help employees and the higher management align specific goals and objectives in the organization.
One point you mentioned on capitalizing the accomplishments achieved by evaluating the HRM practices really catches me, as I feel this is what many companies forget to do and therefore their interest to make constant revision on the practices are lacking. Although negative feedbacks are important for improvement, we should not forget to highlight the great accomplishments achieved. Celebrate each win!
“People who work in the HRM function will understand and learn more about the needs of employees”
I agree with you on this, and it may be beneficial to workers who are recognised for their efforts.
good writing, i am clear now.
Few companies take the time to determine the effectiveness of HRM practices because this information serves as the foundation for determining which HR procedures, systems, and skills need to be improved. In addition, companies could verify if their money invested in HRM yields the desired benefits for the company and employees.
From HRM perspective, having accurate measures of the HRM effectiveness has the following advantages:
- Marketing the function of HRM (this demonstrates to the company’s leadership how HR supports the organization in meeting goals)
- Provides accountability (Shows how HR achieves its goals.
Companies need to evaluate HRM practices as this will allow HRM managers to look into how they can increase their HRM function’s effectiveness in contributing to the organizations’ competitiveness.
By evaluating HRM functions, organization leaders may introduce technology to assist HRM team. With the introduction of technology into the HRM process, HR personnel will be gaining the following benefits:
- Able to focus on strategic tasks. Part of the process design may involve introduction of technology such as E-HRM that will assist to move most of the transactional work away from HR professionals so that they can focus on strategic tasks. As a result, this may help HR become more strategic, increasing the value that HR brings to the company.
- Saves HR personnel time and effort. Organizational compensation schemes are perhaps the most ubiquitous kind of bureaucracy in HRM. Most systems are restrictive, time-consuming, and ineffectual, despite the essential role they play in attracting, motivating, and retaining personnel. Firms that use technology to meet their compensation goals may be able to do it with far less effort.
- Constantly Get Employee Feedback to Boost Engagement and Strengthen Retention. HR teams can use technology to construct a continuous feedback system and a continuous progress check program to help build and maintain momentum, which is considerably more effective than the traditional quarterly or annual surveys.
- Provides Convenient Access to Critical Reports. HR personnel may obtain in-depth reporting choices with only a few clicks thanks to technology like timekeeping software. HR experts may readily find several productivity and performance areas that need to be improved using comprehensive software. They can also create custom dashboards and analytics for on-the-fly, ad hoc reporting to spot breaches in an organization’s operations or even detect possible problems before they occur.
There are two main reasons why companies take time to determine the effectiveness of HRM practices. The first reason is not having a proper system in HR operation. In these companies, they might not have the standard operating procedure, or they might have standard operating procedures but not using it effectively, inefficient monitoring, unable to analyze the data, audit not carried out periodically, and not conducting review periodically. If there is no such flow in the company or any of the flow is disrupted in the company, then the effectiveness of HRM practice will take time to determine. The second reason is not having competent and experienced HR personals to carry out the process mentioned above.
It is very important to be concerned about evaluating HRM practices. Humans are much more challenging to manage than machines. HR is the heart of the company. Their distribution of resources to all the departments is very important for a company being successful. Their system of recruitment, assessment, remuneration, compensation, training, and development has to be effective to support the company’s growth. For example, if the project department requires a project manager to manage a construction project, the HR department should have the resources of the candidate and an effective interview process to vet the suitable candidate. Having an inefficient interview process can lead to appointing the wrong candidate which is not suitable for the work which will affect the company’s reputation. After appointing the right candidate, HR should have the right remuneration and compensation package for the new employee. HR also should have an effective performance review for the Project Manager and with that HR should have training and development for the Project Manager. Inefficient remuneration compensation, performance review, training, and development process will lead to employee turnover.
Having an effective HRM system, the HR personals will be able to support the entire operation without any issues. Also having competent personals within the organization, will lead to an effective working environment and lead to company success. Having an effective system, the HR people will enjoy working rather than working under pressure.
The reason companies take the time to determine the effectiveness of HRM practices is due to a lack of coordination between employees and HR leaders. The HR and the organization continued to rehearse inefficient human practice in the organization and were reluctant to change. Also, HR personnel that is unskilled in the company might impact the HRM efficiency.
Yes, I do believe that the company should be concerned to evaluate their HR practices for business development. Measuring HR outcomes is all about determining whether HR is delivering the outcomes necessary for the business’s success. It should involve several assessments such as employee satisfaction, the engagement between the employees and the organization, and also training and development, job location, working time, job responsibilities, and how much value a job adds to the organization.
By evaluating HR practices, the people working in the HRM function will get an appropriate selection process to hire the right candidates for the job positions, to get on the right formula for turnover issue, a proper exit interview process to understand why experienced employees choose to leave the company, learn to design a proper appraisal and compensation system that recognizes and rewards the workforce and also to provide the right training and education needed to enhance the performance of the employees.
In my opinion, few companies take time to the effectiveness of HRM practices because of no proper HRM process or strategy in place. There should be a good relationship between employees and HR personnel.
With an effective HRM system, the HR personals would be able to assist the full operation without any hassles. Also having skilled personals inside the firm, will contribute to an efficient working environment and lead to corporate success.
The following are the reasons why few companies take time to identify the effectiveness of Human Resources Management practices.
- Coordination between employees and the Human Resources executives may be poor
- Ineffective Human Resource Management practices followed in the company
- Unskilled Human Resource Departments staffs in the company
- Lack of proper planning.
Yes, companies should be concerned about evaluating Human Resources Management practices in order to achieve organization goals successfully. Several companies consider that Human Resource department is playing important role in company’s performance. The important roles of Human Resource department are staffing, training, and managing people and the firm to perform with maximum capability in a highly satisfying manner. Hence, evaluating of Human Resources Management practices should be considered by the companies that take time to identify the effectiveness of Human Resources practices.
The following are gain that people working in Human Resource Management have in evaluating the functions:
- Employees might be provided with incentive or bonuses to encourage them to work effectively Staffs’ salary packages might get revised
- New skilled and talented people might join the Human Resource department, this will reduce the workload of the existing employees
- New rules and policies that are set might benefit the employees
HRM ensures the smooth functioning of an organization. The process starts with formulating the right policies for the job requirements and ends with ensuring a successful business growth of the company. Therefore, HRM is an invisible agent that binds all the aspects of the organization to ensure smooth progress. Few firms invest the time to assess the efficacy of HRM processes, even though this data is crucial in deciding which HR procedures, systems, and skills need to be improved. In addition, businesses might see if the money they spend on HRM is yielding the expected results for both the company and its employees.
Companies need to evaluate HRM practices. This is because it helps in identifying the training needs of the employees. It also helps in developing motivational and reward strategies. Performance management can help in assessing the effect of various reward strategies. Identifying your organization’s strategic goals and implementing steps to achieve them is an essential part of the human resources management plan, but it’s just the first step in several activities that ensure successful HR management. Evaluating an HR management plan for success includes looking at recruitment policies, hiring processes, the extent to which HR is part of the company’s strategic plan and how effective HR leaders are at strengthening the employer-employee relationship.
By evaluating HRM functions, it helps the firm to adjust its human resources accordingly to increase its profits, market share and quality of products. Finally, the evaluation helps the firm to ensure that its employees’ skills meet the requirements of the organization (Gibbs, 2010, pp. 58-75). Below is some of the benefit that HRM function gain by evaluating the function:
1) Helps Evaluate HR Policies
The premise of strategic HRM is that the company’s policies and procedures related to employees should fit into the organization’s broader strategic plan. Developing these links between HR and strategy has the distinct advantage of helping the organization to evaluate its current HR policies and to replace outdated or inefficient policies with ones that promote a better workplace environment and employee relations.
As the company evaluates its HR policies, it can use the strategic plan’s aims and objectives to evaluate each HR process. Those that fall out of the strategic vision can be reformulated or discarded in favor of better ones.2) Helps Monitor Progress
While the strategic vision of the company can influence the creation and evaluation of HR policies, the reverse can also be true. Human resources can help the organization monitor its progress toward achieving its stated goals and objectives in the strategic plan. Much of the strategic plan is likely to rely on the cooperation and support of employees and individual departments or functions within the organization.
HR has a key role to play in making sure that all of these components of the strategic plan are implemented in a timely and effective way. The advantage of this marriage between strategy and HR management is that the company’s executives and its HR function are consistently monitoring one another’s progress and tweaking processes for the benefit of the company and its employees.3) Improves Team-building
Strategic HRM also helps to foster a sense of team spirit and camaraderie within the organization. A company’s strategic vision will ideally rely on input from a broad range of stakeholders including managers, employees, customers and investors. Creating an HR strategy that aligns with this sense of open communication can have the major benefit of helping stakeholders feel like their opinions are valued and meaningful to the company’s owners and executives.
Yes, agree with you Bob. It is crucial for companies to invest time and effort to determine the effectiveness of HRM practices to decide which HR procedures, systems, and skills need to be improved. Without an effective HRM practices, the companies will not have competitive advantage over its competitors.
Thank You Pavala.
HRM plan are important in each company. Without HRM, a company might have to deal with disorganized and ineffective process that will give an impact to employee and customer. Few companies taking time to determine the effectiveness because the result is flexible to determine the result of the effectiveness. In addition, even the employee is well experienced or even have a high skilled, they need to learn the processes and procedures on the company. So, with this process will shows the effectiveness of the HRM when the management can determine the % of employees trained the company policies, employee demographic/diversity rate, salary competitiveness, benefit etc. Therefore, company should concern on evaluating HRM practices. So, for those working in HRM function, they will benefit a valuable experience as they are evaluating the key role of the company where they can learn on how to adjust HRM accordingly. This might give an impact for the company to increase the profit, market share , staff productivity and quality of company products.
Short to the point, good explanation Aina.
There are numerous ways to measure the effectiveness of HRM practices in an organizations. Employee Satisfaction Survey, Employee Discipline, Recruitment Cost Report, Timeliness, Profitability, Labor turnover report – just to name a few. Keeping track of this metrics are important so that organizations can ensure the money and time spent on HR programs and initiatives are beneficial, increase employees wellness and productivity plus many more. By knowing these metrics, organization can know if they should stick with the HR programs they have deployed or change it before it inflicts any damage to the organizations.
Human capital is the heart of the company. Company should not be concerned in evaluating its HRM practices. Although it will require an investment, evaluation of HRM practices effectiveness is important to ensure that the organization’s human capital contributes towards the achievement of its business objectives.
By evaluating the organization’s HRM practices; the HRM team will help the organization in:
- Decrease turnover rate
- Optimize employees performances
- Increase productivity and job satisfaction level
- Bringing in the right people into the organization
And of course there are more benefits than listed above. HRM team plays multi-faceted role that enables companies to get the most out of their workforce. Society and workplace are constantly changing and evolving, it is the HRM team job to continuously detect the changes and lead the organization’s workforce confidently through change.
Sadly, in many organizations, the HR department and other support functions such as finance and accounting are often viewed as back-end departments and only there as it is necessary to have these departments. Revenue generating department such as sales and marketing are often in the limelight of the organization and much emphasis in places on their performance and effectiveness. Often a times HR department Is seen as an admin department handling paperwork such a claims and medical certificates.
Organization have to realize that the HR department is more than just the admin department pushing paper around. From the name itself this department manages the core resource of the organization which are people. People are the life blood of any organization and making sure that this valuable resource is managed well to its fullest effectiveness and efficiency. Important aspects of HRM practices in an organization that should be evaluated on a continual basis are such as compassion & benefits, talent & performance management, learning & department, and talent acquisition are key to ensure the success of any organization.
Benefits of evaluating the HRM practices will provide the insights for the HR staff to improve themselves and the processes that they use in executing their daily jobs. It is also good to design a holistic HRM framework that covers from the hiring the employee until the employee leaves the organization.Feedback from employees is so critical in understanding how well the HRM practices and the HR department are performing. If we look from a service perspective, the role of HR department is to serve the business and the employees and thus these two are the customers of the HR department. Hence their satisfaction should be also one of the performance indicators of the HR department.
Yes Leo, in this capitalist world, revenue generating department is often in the limelight of the organization. Each department is equally important whereas each department has vital roles and responsibilities to run a successful business
Q8. Why do you think that few companies take the time to determine the effectiveness of HRM practices? Should a company be concerned about evaluating HRM practices? Why? What might people working in the HRM function gain by evaluating the function?
Every business in all industries may have a common function but it doesn’t mean that certain best practices can fit all environment. For example, manufacturing industries related with low labour that work in production line, cannot be com-pared with highly skilled worker that require deep analysis or creativity.
Generally, behaviour of low labour cost workers are not the same with highly skilled worker. Additionally, highly skilled worker is difficult to be replaced compared to low labour cost worker.
In HRM, it is not just about the administrative of employees’ data, but may include management of payroll, tale
