Autoaccess - Managing People

...

Research

The next part of the paper will thoroughly examine different methods for recruitment tactics and processes that should be utilized in order to ensure that the people hired fit the job description as well as the culture of the work place.

There are many aspects to keep in mind when hiring new personnel in a new work place. There have been many extensive studies done in this particular field that we can use to make an informed decision. Hofstede’s cultural dimensions (Richard D. Parker, 2008) argues that how the culture of an employee effects the values of that person, and how those values later on relate to his/her behavior in the work place. This suggests that the background of a potential employee will effect his/her values in a work place. To note some of these values we could consider Individualism vs. collectivism or Long-term orientation vs. short-term orientation. The importance of these dimensions are the conflict that may arise between members of a work place, simply because of the different culture values. Other papers have argued that Hofstede’s cultural dimensions has not considered all relevant matters, some suggest that crucial qualities for success in a new work place could be adaption, flexibility and tolerance for ambiguity (Nick Daher, 2015)

(Earley, & Mosakowski, 2004) proposed a four step approach to hire the best candidate. First, all candidates must be interviewed and the best ones chosen, second is evaluating the strengths and weaknesses from the chosen candidates. After evaluation, the third step is to train the candidates in their weaknesses and the last step is re-evaluation. While this approach does carry many advantages, there is the factor of time, cost and human resources to be taken into account. One could argue that this four step approach would be more suitable for jobs of higher ranking with more responsibilities, to ensure that the time and money spent on hiring the successful candidate will be of very high importance to the company (Buntzman & Parker, 2004).

(Riggio, Murphy, & Pirozzolo, 2002) suggested a similar approach, in which they argued that the successful applicants should not have the same basic training, but rather have training courses on areas of their work that they lacked sufficient knowledge.

An interesting study was conducted in order to understand the probability of people fitting in a new company by studying their past experiences such as traveling and living in foreign countries (Leung, A., Maddux, W., Galinsky, A. & Chiu, C., 2008). The paper further suggests that hiring people with these traits will result in an increase of the creativity of the personnel within the company. The argument is based on the idea that different cultures take different approaches to solving problems, which in turn makes the employment of different cultures an important factor to consider while choosing the pool of candidates.

Conclusions and recommendations

While there are many theories on the best recruitment process, many have proposed face to face interviews as a crucial part of any recruitment tactic (Beniamin, G. & Doina, D., 2014). To summarize all of the points made in the research part of this paper one must first understand the differences between preferences and values. Preferences is situation-specific and are more immediate in making choices than values. When hiring new employees, a skilled interviewer will take note of different characteristics of each applicant in order to better understand the possibility of a culture fit for that particular candidate. The importance of culture may not be fully understood at the beginning of the employees work, but within a short period of time preferences and values, personal traits and characteristics will begin to impact the work of employees and their relation with other employees. There have been many extensive researches on this aspect of employment, but unfortunately many companies still neglect the importance of cultural fit within their organization (T. Judge, D. Cable, 1997). Another concept that should be considered is ‘targeted recruiting’. This approach is used to create a more diverse candidate pool. The pool of current applicants is analyzed and to ensure a more diverse list we fill in the gap for the minority of the candidates. This in turn makes the possibility of choosing the best fit, whether culturally or job wise, for our organization more likely (D. Newman, J. Lyon, 2009)

In future recruitments, AutoAccess should consider a majority of issues that were described in this paper. Simply finding right applicants for a job does not necessarily mean that they will be successful. All decisions should be made using proven research and methods, even many of these methods and tactics do have a higher cost it does in turn ensure getting the right candidates at the first try. While easier methods do have lower cost in the beginning, the extra amount of time spent on changing employees and the delay in getting the job done does create expenses unforeseen by the company and in the end may have even stronger consequences, such as loss of contracts. As customer satisfaction is one of the objectives for AutoAccess, finding the adequate human resources is one of their main challenges. Last but not least, it is important that one realizes choosing the right recruiter for the job could be the difference between success and failure for the organization.

References

Richard D. Parker, (2008), Toward a management strategy for optimal recruiting: Potential applicant concerns on goodness of fit in the corporate culture, Academy of strategic management journal, Volume 7

Nick Daher, (2015), Emotional and cultural intelligence as an assessment tool for recruiting, selecting and training individual candidates, International journal of business and public administration, Volume 12, Number 1

C. Earley, E. Mosakowski, (2004), Cultural intelligence, Harvard business review

G. Buntzman, D. Parker, (2004), Corporate culture, Academy of strategic management journal

R. Riggio, S. Murphy, F. Pirozzolo, (2002), Multiple Intelligences and Leadership, Lawrence Erlbaum Associates, 56-71

A. Leung, W. Maddux, A. Galinsky, C. Chiu, (2008), Multicultural Experience Enhances Creativity: The When and How, American Psychological Association, Vol. 63, No. 3, 169–181

G. Beniamin, & D. Doina, (2014), Management Intercultural, Issue 36

Timothy A. Judge, Daniel