Staffing Plan PaperStaffing Plan PaperStaffing Plan PaperMy boss, K. H, stated, “People are your most important asset is wrong. People are not your most important asset: the right people are.” (personal communication, May 26, 2007). I agree on that statement he made. Additionally, he informed me that hiring employees for this business may sound like a simple process, but the hiring process can easily become complex and confusing. After understanding the recruitment process taught by G. H. (personal communication, May 22, 2007) at UP college, I can develop a successful staffing plan for my organization, XXX Corporation. I will determine how many people I need to hire and in what functional areas and develop strategies to recruit the appropriate applicants.
[Cross-posted at The Glamour Group, https://www.glamourgroup.net/article/539/the-glamour-group-1528/ ] • Copyright 2013, Brian Sacks
[Cross-posted at The Glamour Group, https://www.glamourgroup.net/article/539/the-glamour-group-1528/] • Copyright 2013, Brian Sacks
[Cross-posted at The Glamour Group, https://www.glamourgroup.net/article/539/the-glamour-group-1528/] • Copyright 2013, Brian Sacks
[Cross-posted at The Glamour Group, https://www.glamourgroup.net/article/539/the-glamour-group-1528/ ] • Copyright 2013, Brian Sacks
[Cross-posted at The Glamour Group, https://www.glamourgroup.net/article/539/the-glamour-group-1528/ ] • Copyright 2013, Brian Sacks, Personal Communication, May 14, 2007
It wasn’t hard to find a job applicant looking for a manager and he asked to hear the names and email addresses of some of the top management jobs available.
What were the most important characteristics of top management position?
When I looked past the first few postings of positions, an individual seemed to be the most qualified candidate. There are a few very obvious features, though, I believe:
• A well-balanced team
• A strong personality which makes the team as successful as possible
• Two or more teams are more likely to recruit the right candidates to work with
• In my experience, successful managers don’t care about being called a boss
• All managers need to be in a stable position to be successful
• In my opinion, the “Best” role involves one who has a solid background in management and is comfortable and motivated to work within that framework and have experience managing and improving the current team and working for the next one. (Personal communication, May 27, 2007) – [The following is an excerpt of my personal communication and in its entirety from personal communication with Brian Sacks: I don’t know if there are any specific rules that apply to this job, but in that regard I feel that a few of my observations are what stand out in some of the more typical hiring discussions and in general I see most as personal and business oriented, as opposed to managers/CEOs/managerial consultants who know their role but will ignore their personal values or their individual values — and who generally have a clear grasp of the business aspects of management. Personal communication, June 21, 2007)
I believe in the importance of personal communication for all. I would like to believe in the following: • I view my personal responsibilities as more important than any management or managerial level, so I don‛t want to hire me as a career partner. I understand the challenges of being an employer, how that influences how I view and feel about being an employee in general, whether I’m hiring a consultant or a person who was hired by a company to help with the design of a management strategy, a process decision process, etc. “ ‟ and my expectations as a company are a bit different. And I do want to be involved in this company. I donࡩt want to take my role as partner on the design of any company, just as a member of the design team who is fully engaged with the company and working on a design decision. And I believe in the importance of the right to self-esteem and a strong commitment to work with and trust of others.
But, as the personal communication of clients shows, this is far from the most obvious issue at hand. I think that for those of us who are the very type of person who feel the need to help others navigate, to be safe with others — I think there are many good reasons for this in an employee and CEO view, because in general, while a company may care and may try hard to help others (whether by telling them about a situation, taking steps, or otherwise, or otherwise,) it doesn’t always follow that one person should always rely on her own instincts to carry the day through the day — just as a company can’t have a strong relationship with her to make sure she works hard in every single aspect of her work (as in, what she chooses to do, which areas she cares about, and which areas her interests overlap with), and that the company ultimately doesn’t have to do that to make sure there’s one person to carry the day and it can always have a strong lead leader. So while I also feel that personal communication is important in this regard, I think it is important that we as a company treat the role of personal communication and of the company the same degree of respect and admiration that a well-disciplined personal communication role implies. In this sense personal communication can be much more important than most managers do, and I think more generally we should put our employees at the center of our team. I feel as though I may fall short of this goal, &that I think it would be disrespectful of me if I were to start over as a personal communication employee, & that I could not be more excited & encouraged about the challenge the group & the company face, in that I believe I would lose my perspective & the company I support. A team of dedicated personal communicators & managers is the sort of person who is expected to give their clients the best possible experiences. It’s something we can do at our own pace — it’s something we can trust & share. Let’s not let people stop at one point & create a team of dedicated personal communicators & managers who will be more than excited & able to take care of our clients & give them what it takes to succeed & thrive. I believe that personal communication will help us all reach the point where we want to do more for each other & in that process I believe we’d be better off if we could start as a team, as a relationship, and as family like we do our clients — with the same kind of confidence our company has already shown us to be a company. I think this is a very important message I
I think many people (even more than management consultants) tend to believe that to succeed in any job, there is to have a lot of personal and business information in his
[Cross-posted at The Glamour Group, https://www.glamourgroup.net/article/539/the-glamour-group-1528/ ] • Copyright 2013, Brian Sacks
[Cross-posted at The Glamour Group, https://www.glamourgroup.net/article/539/the-glamour-group-1528/] • Copyright 2013, Brian Sacks
[Cross-posted at The Glamour Group, https://www.glamourgroup.net/article/539/the-glamour-group-1528/] • Copyright 2013, Brian Sacks
[Cross-posted at The Glamour Group, https://www.glamourgroup.net/article/539/the-glamour-group-1528/ ] • Copyright 2013, Brian Sacks
[Cross-posted at The Glamour Group, https://www.glamourgroup.net/article/539/the-glamour-group-1528/ ] • Copyright 2013, Brian Sacks, Personal Communication, May 14, 2007
It wasn’t hard to find a job applicant looking for a manager and he asked to hear the names and email addresses of some of the top management jobs available.
What were the most important characteristics of top management position?
When I looked past the first few postings of positions, an individual seemed to be the most qualified candidate. There are a few very obvious features, though, I believe:
• A well-balanced team
• A strong personality which makes the team as successful as possible
• Two or more teams are more likely to recruit the right candidates to work with
• In my experience, successful managers don’t care about being called a boss
• All managers need to be in a stable position to be successful
• In my opinion, the “Best” role involves one who has a solid background in management and is comfortable and motivated to work within that framework and have experience managing and improving the current team and working for the next one. (Personal communication, May 27, 2007) – [The following is an excerpt of my personal communication and in its entirety from personal communication with Brian Sacks: I don’t know if there are any specific rules that apply to this job, but in that regard I feel that a few of my observations are what stand out in some of the more typical hiring discussions and in general I see most as personal and business oriented, as opposed to managers/CEOs/managerial consultants who know their role but will ignore their personal values or their individual values — and who generally have a clear grasp of the business aspects of management. Personal communication, June 21, 2007)
I believe in the importance of personal communication for all. I would like to believe in the following: • I view my personal responsibilities as more important than any management or managerial level, so I don‛t want to hire me as a career partner. I understand the challenges of being an employer, how that influences how I view and feel about being an employee in general, whether I’m hiring a consultant or a person who was hired by a company to help with the design of a management strategy, a process decision process, etc. “ ‟ and my expectations as a company are a bit different. And I do want to be involved in this company. I donࡩt want to take my role as partner on the design of any company, just as a member of the design team who is fully engaged with the company and working on a design decision. And I believe in the importance of the right to self-esteem and a strong commitment to work with and trust of others.
But, as the personal communication of clients shows, this is far from the most obvious issue at hand. I think that for those of us who are the very type of person who feel the need to help others navigate, to be safe with others — I think there are many good reasons for this in an employee and CEO view, because in general, while a company may care and may try hard to help others (whether by telling them about a situation, taking steps, or otherwise, or otherwise,) it doesn’t always follow that one person should always rely on her own instincts to carry the day through the day — just as a company can’t have a strong relationship with her to make sure she works hard in every single aspect of her work (as in, what she chooses to do, which areas she cares about, and which areas her interests overlap with), and that the company ultimately doesn’t have to do that to make sure there’s one person to carry the day and it can always have a strong lead leader. So while I also feel that personal communication is important in this regard, I think it is important that we as a company treat the role of personal communication and of the company the same degree of respect and admiration that a well-disciplined personal communication role implies. In this sense personal communication can be much more important than most managers do, and I think more generally we should put our employees at the center of our team. I feel as though I may fall short of this goal, &that I think it would be disrespectful of me if I were to start over as a personal communication employee, & that I could not be more excited & encouraged about the challenge the group & the company face, in that I believe I would lose my perspective & the company I support. A team of dedicated personal communicators & managers is the sort of person who is expected to give their clients the best possible experiences. It’s something we can do at our own pace — it’s something we can trust & share. Let’s not let people stop at one point & create a team of dedicated personal communicators & managers who will be more than excited & able to take care of our clients & give them what it takes to succeed & thrive. I believe that personal communication will help us all reach the point where we want to do more for each other & in that process I believe we’d be better off if we could start as a team, as a relationship, and as family like we do our clients — with the same kind of confidence our company has already shown us to be a company. I think this is a very important message I
I think many people (even more than management consultants) tend to believe that to succeed in any job, there is to have a lot of personal and business information in his
To recruit qualified candidates, I have to identify what positions are needed and the number of openings for each position. I would ask myself what are the necessary positions I need to have a successful tax season. I see 12 traditional positions I need to get started. These positions are:
1. General Manager2. Office Manager3. Tax Preparer4. Tax Preparer Assistant5. Receptionist6. Bookkeeper7. Technical Support Specialist8. Tax School Instructor9. Marketing Coordinator10. Processing Clerk11. Customer Care Center Manager.12. Customer Care Specialist.After establishing my primary positions, then I would focus on workers. XXX classified workers in three categories: (a) employees, (b) temporary workers, and (c) independent contractors. I would keep the same categories for my staff plans. I would make sure I write a detail distinctions on each category. Once I determined my needs, I would create detail descriptions for each position. This would define the role of the position and reflects the work an employee is expected to perform. The job descriptions would also help determine pay levels, as well as the education, experience, and skills that a qualified candidate needs. The key areas I would consider are: (a) what duties, tasks and responsibilities are involved in the job, (b) what requirements and qualifications are required to succeed on the job, and (c) what competencies are required to complete the tasks. Once the job descriptions are created, I would verify and make sure it include job title, job overview, major responsibilities, and qualifications. It is essential for me to become familiar with the federal, state, and local laws related to employment. Agencies, such as Equal Employment Opportunity Commission (EEOC) and Department of Labor (DOL) provided information regarding these laws. One of the laws are Title VII of the Civil Rights Act of 1964 (2006). Under its title, it is unlawful to discriminate against a job applicant based on his or her race, color, national origin, gender or religion. The law covers private employers that have 15 or more employees. Another law is the Fair Labor Standards Act (FLSA) of 1983. Administered by the DOL, FLSA provides guidelines on employment status, child labor, minimum wages, overtime pay, and record-keeping requirements (DOL, 2007). Employment laws and regulations are complex and sometimes difficult to understand. Even the military laws