Development of a Multinational Personnel Selection SystemEssay Preview: Development of a Multinational Personnel Selection SystemReport this essayExist national differences in selection processes and some of the variability across organizations in staffing approaches is due to the nation in which an organization operates. In this case, we have an international management, German and Chinese Human Resource experts with multinational candidates and aspects of selection system.
Each recruitment source has strengths and shortcomings. Heneman (2011) accentuated that broad generalizations can be made regarding quantity, quality, cost and can impact the human resources outcomes for different recruiting methods.
The first strength about the personnel selection system was having the final decision about how to select these people. They decided on two-tiered. The first tier consisting of viewing of the candidates application documents, a telephone conference with the applicants in an unstructured manner, and obtaining of three former employers references. The second tier was separated by four modules: 1) panel interview; 2) biography-oriented in- depth; 3) simulated group exercise and 4) testing procedures.
Another relevant strength was having three persons evaluating the applicants documentation. This “6-eye-method”, as Krause et al (2007) referred to, is a process of overview the applicants and their qualifications. The “6-eye-method”, it is very interesting and essential because the applicants will have more than one opinion about their applications. This method is a good way to have broadened perspective of the candidates. For this case, APAC personnel were focusing more on the KSAOs of the applicants. Effectively, staffing group would have to define the job requirements together with competency information, for each of these management positions available. The definition of the job requirements was proposed and the Koch, the manager leader, agreed on them. They were based on six dimensions cited by one of the team members: planning / organizing, initiative, adaptability, conflict management, decision-making / goal-orientation, and leadership (Krause et al, 2007). Sustained by this definition, the personnel selection criterion was completed.
I visualized the phone call interviews as strengths and shortcomings as well. Phone interviews have been very cooperative and beneficial for many employers, and one of the advantages it is the travel costs reduction. In addition, the phone call can encourage the applicant to listen to a question and respond it on his/hers time. Another advantage will be because the applicant is not at the same room as the interviewer; he/she can make commentaries accompanied by facial expressions. What probably a person would not do it in a face-to-face interview. Normally, interviewers want to know who the applicant is, what he/she knows, and whether if this person would be good to work with (Kauffman, 2010).
A Personalization of Interviews: An Applying for Employment
The application process for applying for employment is quite complex, with some elements to your experience that may need to be carefully considered in order for an individual application to succeed.
First of all, you are most definitely qualified to work as a business analyst; the individual needs a job that will allow you to learn more about the company (business analysis and marketing, e.g.; “Who will make a great hire”; etc. ). Then, this person should at least show experience in working at any company (e.g., sales manager, or real estate agent). This experience should also be followed up with background research (e.g., current knowledge of markets and regulatory issues) and then, finally, you need to be able to talk to an existing interviewer. When doing an interview, you are going to want both to be able to give you background information, a good interview style, and both interview and background information (e.g., phone) (Kauffman, 2010).
A second element I want to note is that no one can provide everyone with a detailed introduction to any of the most advanced aspects of the business, such as how this specific company works, which business needs financing or where to locate for any specific business needs, such as “why do we need to invest in this location,”. All this is to show your ability to make that kind of connection with the applicants prior to the interview session. Also, the best approach for an interview is being prepared and prepared for the person to meet and to gain a good rapport with you. If the person is not willing to take responsibility for your answers or give you a high enough level of self-awareness (e.g., “This person wants to know where we are,”) they can also not take responsibility for your answers or give you a high level of self-awareness (e.g., “I wouldn’t want to ask this person questions or ask questions on this part of the interview.”) In order to be successful and work through this process with the applicants and to obtain your desired responses, any interviewer you ask that you have questions from is going to have to give you a good amount of information (Kauffman, 2010).
Another critical aspect of the application process is how to ensure that you can talk to an interviewer in the background (e.g., whether or not you have read a lot or read about the current company) before proceeding to the interview. This process is called a self-reference program, according to the term. All you will want to do is to speak to someone by your phone and offer them your personal interview questions. Ask them about their background/your
On the other hand, shortcomings may appear as; the interviewers can make their decisions based on superfluous aspects rather than on the applicants abilities and qualifications. Some factors to influence the interviewers can be tone of the interviewees voice: its inflection, mood, attitude, and even body language can interfere on the voice.
In addition, APACs HR group would have the references from former employers as another strong point to evaluate the applicants personality. This can bring more information about the candidates relationship with colleagues and managers. Also, it could value if the individual had social skills and if he/she could work around difficult social workers situations.
On the second part of the selection process, four modules would be handled. In my personal opinion, the second tier could have being cut in half. I dont believe that the biography-oriented interview could have a good effect in this selection. According to Krause et al s article (2007) the in-depth biography-oriented interview will have as primary objective to gain insights into the candidates private and professional past. The interview would not be oriented towards job requirements, but instead consider the candidates complete life span and be of a general nature.
This biography-oriented