Effective Staff Selection and Compensation Strategies

Posted on Dec 11, 2024 in Economy

HR Management: Recruitment, Selection, and Compensation

Staff Selections and Planning

Internal Causes

Rotation: Rotation is expressed by the inflows and outflows of workers. It is caused by the organization to make substitutions aimed at improving human potential.

Absenteeism:

1. Illness
2. Unproven disease
3. Family reasons
4. Unintentional delays due to force majeure
5. Need volunteers for personal reasons in June
6. Difficulties and financial problems in July
7. Low motivation to work
8. Transportation problems
9. Weak supervision headquarters
10. Improper political organization

External Causes

Changes in the economy: A healthy economy leads to a growing company.

Legislation: Legal factors

Globalization: People are bilingual; it is required to hire bilingual people.

Policies: Uncommitted to training

Personnel Selection

Selection Process

1. Begins with the application of the test
2. Final interview (psychology)
3. Final selection made by the applicant (you choose the most suitable candidate and send them to the applicant organization)
4. Application documents (criminal records, employment)
5. Medical exams
6. Select (which ultimately stays with the position)

Recruiting (Prior to Selection)

1. Starts with the needs of the workforce
2. Disclosure
3. Taking of a candidate
4. Initial selection (ID CV, see if the candidate is required)
5. Initial interview (small interview)

Internal Recruitment

Internal recruitment occurs when a particular vacancy arises, and the company tries to fill it by relocating employees. Internal recruitment may involve the transfer of staff, promotion of staff, promotion of personal transfers, or personal development programs.

Advantages of Internal Recruitment

1. It is cheaper
2. It is faster
3. It has a greater validity and safety index
4. It is a powerful source of motivation for employees
5. It leverages its investments in training staff
6. It develops a healthy spirit of competition among staff

Disadvantages of Internal Recruitment

1. It requires that new employees have development potential
2. It can generate a conflict of interest
3. When done the wrong way, employees may be promoted unnecessarily
4. When performed continuously, it can lead employees to limit the political and organizational guidelines
5. It cannot be done globally within the organization

External Recruitment

Instruments: Transfer of staff, staff promotion, promotion with staff transfer, staff development program.

It operates with candidates from outside the organization that can come from:

Techniques:

• Files of candidates, posters or advertisements, contacts with trade unions and trade associations
• Contact with universities, contact with other companies operating in the same market
• Recruitment agencies

Benefits of External Recruiting

• Brings new blood and new experience to the organization
• Renews and enriches the organization’s human resources
• Leverages investments in training and staff development conducted by other companies

Disadvantages of External Recruitment

• Usually takes longer than internal recruitment
• It is more expensive and requires immediate investments and expenses for newspaper ads
• It is less secure than internal recruitment, and external candidates are unknown
• It can thwart internal staff
• Wage policy affects the company

Two Forms of Recruiting

Direct: Between the company and the candidate

Indirect: Intermediary (such as recruitment agencies, guilds, unions)

Subsystem Organization

Process Analysis and Job Description

Methods of Direct Observation

Analysis of the position is looking to the occupant of the office, directly and dynamically, in full exercise of their functions, while the analyst noted the key data of observation in the charge sheet analysis. It is advisable to apply to simple and repetitive work.

Features

1. Charges analyst collects data through observation.
2. Participation by the analyst is active and passive occupant.

Advantages

1. Accuracy of the data.
2. Does not require that the occupant of the office ceases to carry out their work.
3. Ideal way to apply it to charges of simple and repetitive.
4. Adequate correspondence between the data obtained and the basic formula of the analysis of charge (what it does, how it does it, and why it does it)

Disadvantages

1. High cost because the analyst position requires investing some time.
2. Simple observation allows us to obtain important data for analysis.
3. It is not recommended to apply to positions that are simple and repetitive.

Method of Questionnaire

Allows for correct answers and useful information. Before applying, you must meet at least one occupant of the position and superior to establish the relevance and adequacy of the questions and eliminate unnecessary detail.

Features

1. It is conducted through a questionnaire filled out by the occupant or higher.
2. The analyst is responsible; the occupant is passive and active.

Advantages

1. The occupants of the office and line managers can fill out the questionnaire together or sequentially.
2. This is the most economical method for the analysis of charge
3. It is the method that encompasses more people since the questionnaire can be distributed to all occupants of charge.
4. It is the ideal method for analyzing high-level positions.

Disadvantages

1. It is not recommended for application in low-level positions.
2. It requires that we plan and be prepared with care.
3. It tends to be superficial or distorted in relation to the quality of written responses.

Method of Interview

Guarantees face-to-face interaction between the analyst and the employee, which allows the removal of doubt and distrust.

Features

1. Data collection in which questions are asked and answers are given verbally
2. Participation of the analyst and the occupant of the office is active.

Advantages

1. Data relating to a charge are obtained from those who know him best.
2. This method is better quality and greater performance in the analysis
3. It can be applied to any type or level of charge.

Disadvantages

1. A poorly conducted interview can lead to staff reacting in a negative way
2. It can create confusion between opinions and facts.
3. Too much time is lost if the analyst is not prepared well to do it.
4. High operating cost

Mixed Method

Eclectic combination of two or more analytical methods. The most used are:

1. Questionnaire and interview, both with the occupant of the office
2. The occupant questionnaire and interview with the top.
3. Questionnaire and interview, both with the upper.
4. Direct observation with the occupant of the office and interview with the top.
5. Questionnaire and direct observation, both with the occupant of the office.
6. Questionnaire and direct observation than by occupants, office, etc.

Job Description = Intrinsic Aspects

1. Name of office-level position, subordination, supervision, communications collateral
2. Position in the organization of office
3. Content of post: tasks or functions they can be daily, weekly, monthly, yearly, or sporadic.

Analysis of Charge = Extrinsic Aspects

1. Factors specifications:
   1. Intellectual requirements: basic instructions necessary expertise, skills.
   2. Physical requirements: physical effort necessary concentration needed, necessary physical constitution.
   3. Implicit responsibility: for supervision of personnel, materials and equipment by methods and processes, for cash, securities or documents, confidential information, safety of others.
   4. Working conditions: work environment, inherent risks.

Staff Compensation

Internal Equity

It is achieved through internal information obtained through the evaluation and classification of charge, based on a previous program description and analysis of charge.

External Balance

It is achieved through external information obtained during the investigation of wages.

1. Reward each employee according to the value of their position.
2. Adequately reward for their performance and dedication.
3. Attract and retain the best candidates for the offices.
4. Increase the flexibility of the organization, giving staff mobility and the possibility of development.
5. Employees accept compensation adopted by the company.
6. Maintain a balance between the interests of the organization and its policy of employee relations.

Charges Assessment Systems

The process of analyzing and comparing the content of the charge, in order to place them in a hierarchical order, which forms the basis of an assessment system. The office is a means of determining the relative value of each position within the organizational structure.