Strategic Staffing and Remuneration
Introduction
For efficient function of any firm, a dynamic recruitment strategy for organizational development aim at solving the organizational problem while developing ways to cope with external forces. Strategic staffing depends on the life cycle of the organization, which includes the stage of introduction, growth, maturity or decline and the overall business strategy, which entails cost leadership, differentiation, specialization, and growth as its main strategies, which enable it to compete successfully (Pinfield, 1995). Functions and the goals achieved through the staff support of the different strategies are predetermined before staffing. The role played by the staff will influence the remuneration purpose and for the growing company it might be a systematic goal to increase the output and efficiency of the new staff. The top management should consider a new approach taking into consideration that the new staffs are not as close as other family members who are retiring.
Literature Review
Some main elements are central in the recruitment strategy. First, the primary business goals, in this case being staff replacement, the seeming expansion of the market niche, capability increase and upsizing aim of improving the firm’s functions and solving challenges should be the first consideration in the strategic recruitment. This achieves the most relevant staff in this stage of a rapidly growing firm (Pinfield, 1995).
Since a company requirement is the recruitment of, for instance, tea taster staff with their roles and responsibilities defined, the element of job prioritization based on specific strategic function are imperative. The significant area of functioning in the company requires the two tea tasters for high-specialized tasks and this makes it an efficient task for the recruitment of relevant staff for the posts. This will eliminates the role conflict while enhancing a linear growth on the specified areas of the firm achieving the desired growth as expected from the staffs input.
The company’s life cycle is in its growth stage, and therefore, the level of performance of the staff recruitment must be average performers with divisive roles than the highest without diversification in multi-tasks. This maintains the expansionist strategy. Having in mind the company’s average remuneration and direction to heightened competition, such staff will be less demanding and the top management will find it efficient to co-work with them (Wilkinson, Redman & Snell, 2009). It will also create ample space for the new staffs to weigh the responsibilities and respond to demands of the task.
Training workers for the Rose Tea Company is most considerable, taking into account their gross salary, the new market niche, and availability of the out-going family members’ staff that would be ready to discuss the approach to success and the challenges experienced with the possible solutions. Such orientation from a benevolent staff will maintain the current output without affecting the unique aspects of its functioning. It will also allow an efficient transition of function in and out of the firm without bringing the imbalances caused by new ideas and values from the new staff (Pinfield, 1995).
Raw Importance of Job Description and Person Specification
Job description brings about efficiency in the awareness of persons responsibility, since there is definition of task and balance in the amount of work which in most cases is always average the expectations is realized (Donaldson-Evans, 2004). Specialization accounts for grow since there is the desire for growth in professionalism and eliminates dissonance in ones area of influence. Since division of labor and the span of control exist, motivation enhances on an employee (TeaGschwender, 2011). The objective is readily achieved for coordination is delineated, giving prominence to the activities requiring the highest attention, time and resources while articulating the less but fundamentally sensitive ones in the process. This also helps to get the best and eliminate increasing possible applicants to the vacancy whose interest and qualifications might not be in line to the post.
Person specification creates a sense of responsibility, authority, and accountability while taking into account the relationship with other significant members in the firm. When the firm acquires the right person for a job little is spent in training and orientation, there is also added advantage of great experience, assurance of tenure of service so that the firm will not be recruiting again if such a person is dissatisfied within a short while. The resulting confidence of the right person enhances performance with a multi-dimensional approach to the issues at stake, allowing an optimum utilization of employee’s labor with little or no coordination (Dash & Aswathappa, 2007). The clear working conditions increases satisfaction of the staff bringing about realistic communication between vertical staff. Therefore, a company’s problem solving at the most appropriate time is evident. This ensures quality products, services, and reliability to the customers and other organization.
The design bases on law of simplicity where concise information, which is genuine for this company aimed at attracting the potential customers. The details for job roles, salary, and age also is meant to attract interest as it will be relevant as most people would want open , quantified information before application. To create desire the advertisement design is set to represent a great opportunity with specification of foreign trips and seemingly opportunity for professional growth (AMES International, 2004). Instruction for the next actions and responses indicates the level of preparedness and thus the responsibility and accountability is from successful candidates immediately they arrive. This reduces the view of an expected orientation period.
The expected candidates will become the part of the company and therefore the face set on the advert must be in line with what will exist in the routines. Clarity is an important factor on the target audience on language convenient with the expected audience, and therefore consideration of a design that conveys an image of professionalism. The design as employed is communicating quickly and clearly, what entails the job such as short headline and therefore attracting candidates of quality and great quantity. Emphasizing on expected person is also indicating human consideration more than the work, inspiring applicants to be interested.
Conclusion
Staff recruitment practice is a holistic approach, which should be through a person with the full information of requirements. The current problems experienced by the outgoing staff, their achievements and encountered challenge are to paramount, while formulating a well-defined evaluation method. With the goal of recruiting in mind, the level of expertise demanded and the role priority the company can be able to get a dynamic labor, which ensures progress of economic output and continuity (Bechet, 2008). Important consideration on historical processes of production, managerial skills, the economic condition of the company, and the management style, accounts for the resulting success. For organizations to achieve the necessary strategies, staffing and remuneration are always the best and main areas to look on since human are conscious and can be compelled through such mechanism to produce the best and cope with complexities.
References:
AMES International. (2004). ‘Tastin Tea. Theosophy’. Retrieved April 24, 2012, from http://www.teaosophy.com/education/tasting.aspx?detect=yes
Bechet, T.P. (2008). Strategic Staffing: A Comprehensive System for Effective Workforce Planning. New York: AMACOM Div American Mgmt Assn.
Dash & Aswathappa. (2007). International Human Resource Management. New York: Tata McGraw-Hill Education
Donaldson-Evans, C. (2004). Professional taster’s eat and drink for a living. FOXNews.com, viewed 20 October 2011, http://www.foxnews.com/story/0,2933,108182,00.html.
Kumar, R. (2010). Human Resource Management: Strategic Analysis Text and Cases. London: I. K. International Pvt Ltd.
Pinfield, L.T., (1995). The operation of internal labor markets: staffing practices and vacancy chains. Chicago: Plenum Press.
TeaGschwender. (2011). Discover the world of tea, viewed 20 October 2011, http://www.teagschwendner.com/US/en/About_TGTea.TG.
Wilkinson, A., Redman, T. & Snell, S. (2009). The Sage Handbook of Human Resource Management. New York: SAGE Publications Ltd
