Methods Of Recruitment And Performance Management For Business Schools

Internal Sourcing

Job Responsibilities

1. Plan and create marketing strategies which are in alignment with the goals and objectives of the business school.
2. Conduct market research to analyze the latest market trend which could assist the organization in developing its marketing campaigns.
3. Incorporate integrated marketing practices within the organization across all the channels (digital and print).
4. Suggest methods and marketing strategies which could be implemented within the organization and grow the overall market.
5. Evaluate the market opportunities to understand the market trends and suggest ways to improve existing strategies.
6. Handle all the activities of marketing including designing and production of marketing materials.
7. To handle other roles and responsibilities as assigned by the organization.

Qualifications

1. Bachelor’s degree along with five years of experience in the relevant field.
2. Posses the ability to handle all the managerial activities of an organization.
3. Have an understanding of integrated marketing practices across the digital and print channel.
4. Possess excellent communication and presentation skills.
5. Ability to analyze the situation and then act accordingly.

Additional Requirements:

1. Excellent analytic skills.
2. Possess knowledge of digital media and trends.
3. Have worked on social media network such as Facebook, LinkedIn, Instagram, Twitter, Google plus.
4. Posses basic knowledge of search engine optimization and search engine marketing.

a. Methods of Recruitment

A business could deploy different methods of recruitment which is termed as sourcing in human resources terminology. The different methods of recruitment include internal sourcing, external sourcing and third party sourcing.

Internal sourcing involves informing about the new position to the existing employees so as to give them the opportunity for promotion and growth (Juhász, 2010).

External sourcing deploys external communication to the candidates through newspaper advertisements, job portals and social media network. The job description and requirements could be posted through an advertisement using any of the tools (University of Otago, 2017). In current business scenario, job portal has become one of the fastest modes of recruitment. The job description and requirement along with company information is displayed on the portal. The potential candidate who is seeking a job for marketing manager profile would apply for the job.

Third-party sourcing deploys a placement agency to hire the suitable candidate for the organization.

The business school could deploy third party sourcing because it is a cost effective method for recruitment.

b. Selection Criteria for Short Listing

The candidates would be shortlisted based on their qualifications and skills and abilities (University of Kent, 2016). The candidate applying the job must have minimum five years of relevant experience with bachelor’s degree. This could be easily screened through the curriculum vitae of the candidate.

c. Selection Methods and Tests

There are various approaches for the selection process of a marketing manager. The first step of recruitment process would include screening of application form and cover letter. The shortlisted candidates would have to appear for the interview through which his skills and abilities could be assessed. Once the candidate fits with the requirement, he would be asked to give a presentation so as to demonstrate his persuading skills.

d. Pre-employment Checks

Before finalizing the candidate a background check is required which would include credit and debt check, criminal record check, driver license check, drug and alcohol testing, police verification and immigration check (Recruitnz, 2017).

a. Induction Program

Induction program serves as an introductory session for the new employees. Following could be included in the induction program (CPSISC, 2014):

1. A brief session on structure and activities of the organization.
2. Employment laws and regulations.
3. The policies and procedures of the organization including health and safety, promotion and others.
4. Facilities for the employees.
5. Briefing on the roles and responsibilities of the new employee.
6. Handing over the responsibilities to the employee.

b. On and Off Job Training Plan

On Job Training

On job training could be deployed by the business school through following methods:

• Coaching: It is one-to-one training method which helps to assess the weak areas of employees.
• Mentoring: This is an effective method to develop managerial skills of an employee and is conducted by the supervisor of the employees.
• Job rotation: The employees would get an opportunity to learn and evolve new skills by working on different projects and tasks.

Off Job Training

This training is conducted outside the business environment of the organization. It also incorporates different methods including conference, workshops, games and exercises.

External Sourcing

c. Organizational Gain

The training program would equip the employees with the latest skills and abilities which would support the growth of the organization. The employees would develop managerial skills, technical skills (through job rotation) and other skills which would enhance employee performance and the overall productivity of the organization.

Performance management ensures that all the employees of the organization carry out their roles and responsibilities as instructed by their manager and supervisor. The process helps the employees understand their job roles and the expectation of the organization. Further, the employment law prescribes the employees how to conduct their behavior at the workplace. The employees have to strictly abide the laws governed by the organization which helps to maintain healthy business environment.

Performance management has other advantages as well such as it acts as a guiding tool for the next financial year for the organizations through which they can easily prevent the problems (HRINZ, 2015). The process also helps in goal setting for the next quarter or year by identifying the barriers of the performance. The weak areas of employees are identified and communicated to them so that they can improve themselves. The organization could also assist them through coaching and mentoring so as to improve their performance. This results in increasing the productivity of the employees.

Contribution towards organizational effectiveness

Performance management if integrated within the organization effectively then it helps in the following ways:

1. It aligns the employees with the goals and objectives of the organization.
2. Reflects the performance of the employees.
3. Create an effective method to set goals and review the performance of the employees.
4. Helps to analyze and assess the results.
5. Helps to maintain the communication between the manager and employees and sets the expectation from the employees.
6. Helps to recognize the accomplishments of the employees.

ICL Graduate Business School is one of the business schools of New Zealand which instills enthusiasm within the students. The mission of school is helping students “develop learner autonomy” . In order to understand the role of performance management, the report would evaluate the existing process of the business school so as to assess its contribution towards organizational effectiveness, retention and motivation (ICl, 2017).

a. Process of Performance Planning

Performance planning is a process which helps to develop organizational and individual goals for the next cycle of the organization. The supervisor and employee both mutually work together to set the standards for performance expectations from the employees. They together discuss the goals, objectives and expectations for the next review period. This helps to enhance the overall communication process and create a career development plan for the employees. ICL has very well incorporated this process within its system and has achieved the following objectives:

1. Defined the roles and responsibilities of the individual with their consensus.
2. Eliminated any ambiguity of goals and objectives.
3. Identified the core competencies required for the specific job role.
4. Developed a suitable performance and career development plan for the employees.

Thus, ICL has successfully incorporated performance planning process in its system which has led to increased employee satisfaction. The employees are informed about their roles and responsibilities in the beginning which gives them a clear picture of their personal goals and objectives.

Third-Party Sourcing

b. Process of Performance Monitoring

Performance monitoring helps to track the performance of the employees through the following method:

Select: It is important to gather the data first before beginning with the performance monitoring. The platform of performance monitoring should be able to ingest data of any time series (OPM.GOV, 2017).  

Analyze: The selected data is then analyzed so as to review the performance of the employees. ICL analyzes the performance of its employees so as to give them a clear picture of the organizational expectations and the delivered expectations. The administration staff, sales staff, training staff and accounts staff members all have to go through this proves on yearly basis (OPM.GOV, 2017).

Measure: The performance of the employees is measured by comparing it with the delivered performance of the employee and the expected performance. If there is a gap between both the performance, then that suggest that there is scope of improvement.

Improve: Once the weak area of employee has been identified, the employee has to work in order to improve his skills and abilities so as to deliver the expected results in the next cycle.

Evaluate: ICL evaluates the performance of employees after they have improved their performance.

c. Process of Performance Development

ICL devises from its continuous monitoring process whether employees require additional development in order to deliver the expected results. Employee development helps to improve the overall performance of the employees. The performance development could involve:

• Mentoring or coaching
• Formal training
• Job rotation
• Informal training

Mentoring and coaching helps to develop the overall attitude of the employees by enhancing their skills and abilities. Formal training equips them with the latest industrial trends. Informal training makes them accustomed to the organizational environment.

d. Succession Planning

ICL uses the information gained from monitoring the performance of employees to compare their performance against the standards so as to give them a rating during the appraisal period. The employee is given rating based on his performance. The supervisor has to make sure that the employee assessment process is in agreement with the employee so as to not to give a shock to the employee (Inc, 2017).

It is the duty of the supervisor to reward the employees for their achievements. ICL has incorporated very unique policy to reward the employees.

Thus, the overall process has helped the organization to motivate its employees and retain them within the organization. Employee satisfaction in turn leads to increased productivity of the organization.

A performance appraisal method helps to motivate the employees and there are different kinds of appraisal system which could be deployed by an organization. Paired comparison, forced distribution, alternation ranking and behavioral anchored rating scales are the appraisal methods used by the companies. LPV could implement behavioral anchored rating scales system as a performance appraisal method.

Selection Process for Marketing Managers

Behavioral anchored rating scale is also called behavioral expectation scales and following steps need to be taken for its implementation at LPV (HR Zone, 2017):

1. Firstly, a list of critical incidents would be prepared to group them into small clusters.
2. The small clusters would include the performance dimensions such as job knowledge, leadership and other skills and abilities.
3. These critical incidents would be classified according to the performance dimensions. The critical incidents must represent the performance dimensions in a true sense.
4. The employees would then be given rating for their overall performance. The rating is given on a scale of 5-10.

This would help the organization to assess the overall performance of their employees.

Dimensions	Rating (1-5)
1. The employee reviews his/her individual productivity results in a regular basis with the manager.
2. The employee suggests methods for improving internal structure of the organization.
3. The employee makes effort to develop objectives for every contact.
4. The employee tracks his/her own performance.
5. The employee analyzes the problem before encountering it.
6. The employee keeps himself updated with the new reforms and policies of the organization.
7. The employee is able to deal with the conflicting policies and procedures.
8. The employee understands the need to understand policies and procedures of the organization.
9. The employee easily gets accustomed to the structural changes of the organization.
10. The employee makes an effort to handle a critical situation before passing it to the supervisors.

 In the draft above rating 1 indicates that employee never represent that dimension and rating 5 indicate that employee always reflect that dimension.

The pay structure of an organization highly affects the behavior of the employees. Employees must feel that the organization has fair compensation policies. In order to develop base pay structure for the LPV following steps would have to be implemented:

1. Job Analysis: Job analysis process helps to assess the jobs of the organization to develop a job description that gives a title to the job and provide the roles and responsibilities of the individual. It also includes the qualification requirements for the job (Burke, 2008).
2. Job Evaluation:  This process helps to judge the relative worth of different jobs of LPV. Job evaluation helps to construct a hierarchical structure of the organization (Strategic Pay, 2016).
3. Pay Policy Identification: This process helps to determine how LPV wants to lead the market in terms of its compensation policies. Pay policy play a significant role in attracting the employees and retaining them (Burke, 2008).
4. Pay Survey Analysis: This process helps to gather the market data so as to understand the industry trends.
5. Pay Structure Creation: This is the final step which utilizes the internal structure of the organization to develop base pay structure.

The table below represents the different positions of the staff members of LPV based on their areas of expertise.

Marketing	Operations	Office Support
Marketing Manager	Faculty	Admin Assistant
		Front Office Desk

 
The table below outlines the basic pay structure for the employees of LPV after considering their skill sets, responsibility and level of effort. Skill sets include education level and degree of technical skills. Responsibility includes scope of control and impact of job. Effort includes degree of problem solving and task complexity.

Position	No of employees	Base Pay
Front Desk Receptionist	1	$21, 000
Admin Assistant	6	$33, 000
Faculty-Marketing Management	2	$55, 000
Faculty-HR Management	2	$60, 000
Faculty-Business Management	4	$65, 000
Faculty-Finance	2	$60, 000
Marketing Manager	1	$45, 000

Maslow’s hierarchy of needs is a psychology theory which describes the stages of growth of individuals. According to Maslow, the physiological needs including food, water, shelter forms the basic necessity of any individual (McGuire, 2012). Without these needs the body of a living being would cease to function. Once these needs are satisfied, safety needs becomes of utmost importance for an individual. Safety needs are job, health, personal security and they are responsible for shaping the behavior of an individual. Belongingness and love need takes the precedence once the safety needs are being fulfilled. Esteem and self actualization needs become important for individual once their love needs are fulfilled.

In the case given, Vincent’s physiological needs and safety needs are being fulfilled through his secure and stable job. His love needs are also being fulfilled by his family. Vincent has recently joined Apex with the hopes that he would get an opportunity to demonstrate his skills and would be able to pride himself through his promotion and growth. On the contrary, his views and opinions were not valued by his boss Laura, which depressed him and could not offer him the stage 4 of Maslow which is esteem. He did not receive the dignity and respect which he was entitled to in his previous company. Vincent’s hope with the new organization was crashed as his new boss did not even like to communicate with her subordinates.

Induction Program

Vincent needs to understand that career advancement requires patience and flexibility. He needs to adapt himself with the policies of the new organization (HRM, 2016). Every organization has different methods of working and it is impractical to expect Apex to work in the same way as that of Zen. Further, every leader has his own style of leadership, for instance Adam had a people oriented leadership style and Laura pursues authoritarian leadership style. Thus, Vincent should focus on his work in order to succeed in his career.

Laura also needs to understand that as a boss, it is her responsibility to motivate her subordinates. She needs to establish appropriate communication methods to motivate them and resolve their issues (Pozin, 2015). She must take feedback suggestions from the employees on a regular basis in order to increase the employee satisfaction.

Question 8.3. McGregor’s X theory assumes that the employees are not motivated to work and take responsibility and thus, they require authoritarian style of leadership.  On the other hand, Y theory assumes that the employees are motivated to take responsibility and enjoy their work and thus, they require participative style of leadership (Hashim, 2013).

In the case, X theory is applicable on Laura because she has adopted an authoritarian style of leadership. She does not involve the employees in any decision making process, instead she simply imposes the responsibility on her employees.

Hygiene factors of Herzberg’s theory are those which are the essential for any organization. At Apex, pay structure and job security are the two hygiene factors (Condrey, 2010). The organization offers a decent pay structure along with secure job which attracted Vincent to leave Zen and join Apex. Herzberg’s motivation factors at Apex are meaningfulness of work and growth and promotional opportunities (Condrey, 2010). Apex offers international opportunities to the employees which is a great motivator factor.

Reward and recognition and employee empowerment could be the two staff benefits that Apex could deploy (University of Oxford, 2017). Employees would be motivated once they are recognized and rewarded for their achievements. They would be more loyal and committed towards their work when they are given the freedom to pursue their jobs independently.

The organization would also benefit because the productivity and efficiency of the employees would increase which would in turn increase the productivity of the company.

References

Burke, L.A. (2008). Case Study and Integrated Application Exercises: Designing A Pay Structure . SHRM. Retrieved from: https://www.shrm.org/india/SiteAssets/Designing%20a%20Pay%20Structure_IM_9.08.pdf

Condrey, S.E. (2010). Handbook of Human Resource Management in Government. San Francisco: John Wiley & Sons.

CPSISC. (2014). Developing Induction Programs. CPSISC. Retrieved from: https://www.cpsisc.com.au/resource-centre/employers/employershrtools/SecHR/Induction

Hashim, M. (2013). A Guide to Human Resource Management. US: Academic Press Corporation C.

HR Council. (2017). Keeping the Right People. HR Council. Retrieved from: https://hrcouncil.ca/hr-toolkit/keeping-people-performance-management.cfm

HR Zone. (2017). What is a Behaviourally Anchored Rating Scale (BARS)?. HR Zone. Retrieved from: https://www.hrzone.com/hr-glossary/what-is-a-behaviourally-anchored-rating-scale-bars

HRINZ. (2015). Performance Management. HRINZ. Retrieved from: https://www.hrinz.org.nz/Site/Resources/Knowledge_Base/I-P/Performance_Management.aspx

HRM. (2016). How to get employees to motivate themselves. HRM. Retrieved from: https://www.hrmonline.ca/hr-news/how-to-get-employees-to-motivate-themselves-202877.aspx

ICL. (2017). About Us. ICL. Retrieved from: https://www.icl.ac.nz/index.php/about-us/

Inc. (2017). Employee Reward and Recognition Systems. Inc. Retrieved from: https://www.inc.com/encyclopedia/employee-reward-and-recognition-systems.html

Juhász, I. (2010). Selection Methods Used in Recruiting Sales Team Members. Periodica Oeconomica, pp. 110-117.

McGuire, K.J. (2012). Maslow’s hierarchy of needs. An introduction. Munich: GRIN Verlag.

OPM.GOV. (2017). Implementing FCAT-M Performance Management Competencies:
Understanding Performance Management Process and Practices. OPM.GOV. Retrieved from: https://www.opm.gov/policy-data-oversight/performance-management/performance-management-cycle/developing/understanding-performance-management-process-and-practices/ 

Pozin, I. (2015). 14 Highly Effective Ways to Motivate Employees. Inc. Retrieved from: https://www.inc.com/ilya-pozin/14-highly-effective-ways-to-motivate-employees.html

Recruitnz. (2017). Pre-employment Checks. Recruitnz. Retrieved from: https://www.recruit-nz.co.nz/pre-employment-checks/

Strategic Pay. (2016). Job Evaluation | How jobs are sized. Strategic Pay. Retrieved from: https://www.strategicpay.co.nz/Reward/jobevaluation.html

University of Kent. (2016). Short listing. University of Kent. Retrieved from: https://www.kent.ac.uk/hr-managementinformation/recruitment/shortlisting.html

University of Otago. (2017). Selection process. University of Otago. Retrieved from: https://www.otago.ac.nz/humanresources/toolkit/recruiting/selection-process/

University of Oxford. (2017). Staff Benefits. University of Oxford. Retrieved from: https://www.admin.ox.ac.uk/personnel/staffinfo/benefits/