The Hiring Process and Managing a Diverse Workforce
Recruitment Methods for a Job Opportunity
Identifying the right methods for recruiting sales executive officers is essential for ensuring critical and consistent results in maintaining an effective sales force. By merely having an ideal candidate and good understanding of the type of sales people wanted for hire does not alone count in finding the right person for the company. Three main methods are critical in the process of recruiting sales executive officers. Firstly, it is the use of the word-of-mouth referrals passed from the current employee who has maintained a frequent contact with the organization and thus effectively fills the sales vacancies. To avoid discrimination, the organization must implement an incentive process for rewarding employees on the basis of quality referral and ensure that the candidates pass through referrals. Second method, the organization starts by recruiting candidates before employees and, in so doing, find the right people who are interested in work and not a mere job. Therefore, individuals post their resumes even if no sales position is advertised and gives an equal opportunity for all.
Third method, recruting employers who exemplify publicity for their organization, thus granting them a front and center position for experienced applicants. Publicity is concerned with matters of creating awareness for activities, goals, and mission conducted by the organization. This is achieved by attending trade fairs and conferences within the high visibility events where networking with potential employees is validated. Also, the sales recruiting agencies assist in advocating for publicity regarding the available vacancies. Identifying the best method for recruiting sales executive officers, it is equally important to have in mind that hiring strategies cannot be applied in a mutually exclusive manner, but they can be deployed in tandem to provide better results and with less discrimination instances.
Application Process for Accepting All Applications
With the requirement of the organization for more staff members to fill in vacancies, the initial step of finding qualified applicants is through job posting. Within the organization, the job posting is implemented by the use of notices at the HR bulletin board or through media outside the organization. It is very essential to make sure that the announcement reaches all potential candidates and ensure that the minority and disadvantaged are granted the equal opportunity. Early in the selection process, the candidates are obliged to complete an application form. When resumes are received, the hiring personnel should meticulously screen every one of them with an objective of finding those that do not comply with the needed educational and professional qualification.
After identifying the best resumes, the applicants are subjected to an interview that may take place face to face or through telephone. When interviewing the applicants, the hiring manager inquires on specific questions relating to the background and how sales executive responsibilities relate to the tasks performed before. However, large organizations at present use automated track systems requiring online submissions whereby the systems scan the resumes for particular keywords, thus boosting the process of reviewing documents. The skills being tested by the selection instrument must match the skills needed for the sales executive. For example, the ideal candidate in sales must have the ability to communication exceptionally well with clients as they are the face of the company. By verifying their certification, it helps trim the applicant field and eliminate inadequate skills. This is advantageous in that it allows the results to be objective and free of bias as they can be validated by statistical analysis and accorded a numerical rating. After identifying an ideal candidate, the hiring personnel grants a formal offer for employment.
Applicants Records in Case a Discriminatory Charge Occurs
Whenever a discriminatory charge is filed against an employee, he/she must be notified within 10 days and provided with the contact and name details of the investigating team for the case. However, charges do not constitute findings that the organization is liable to have engaged in discrimination. In some cases, the affected party may decide on having to resolve the charges through lighter means like mediation and settlement. In order to ensure that the organization maintains all records, the HR department collects all documentation regarding this complaint and formally documents them as well as the actions taken in response. Firstly, it is vital to initiate a timeframe for filing a formal complaint.
The filing must be done as soon as possible after the commission of the conduct and not later than 180 days. The 180-day statute could be extended to encourage the complainants to present themselves in advance, thus protecting respondents against archaic complaints that compromise the investigation process. Secondly, the HR writes a complaint and response with an appended signature by the complainant. The complaint outlined contains the names of the complainant as well as the respondent, including the details of the alleged misconduct. The respondent at this stage is obliged to provide a response to the charges within a period of 14 days. Thirdly, a designee of human resources department will conduct an investigation to discover whether there is a basis for innocence in violation of policy. The investigating team interviews both the respondent and complainant and allows the involvement of a direct witness.
Fourthly, the negotiation meeting should be appointed within seven days by the human resources department with each party either together or separately aimed at endeavoring to negotiate the settlement scheme. The latter is only attained when all parties have an agreed resolution for the complaint in writing. The resolution is inclusive of but not listed to withdrawal, apology, engagement in counseling, or termination of the case. Finally, if the settlement has not been attained within 30 days, the HR has the capacity to use ‘preponderance of evidence’ that supposes finding if the alleged conduct and the manner in which it violated company policy are true. If it is found to have violated some rules, the HR in consultation with other appropriate bodies determines the sanction to be imposed. However, depending on the severity of the violation, the sanctions may include prohibition from participation, re-appointment, and reconsideration of promotion decision.
Background Checks for HR Department
Background check covers various methods of getting information about the history of employment of the candidate. The first is criminal records that are used to help identify criminal misdemeanors in the past. It needs to check the federal, national, and international records of every county. The main and accurate records are at the level of the county when people are charged with crimes. Secondly, credit report history is used to identify whether the sales executive officer applicant has any financial accounts in open loans through credit bureau information. It might be relevant because a sales executive officer takes responsibility for significant funds. One should take caution in relating their credit history with their institutional funds managing abilities. Although personal financial reports are not the points of reference to rely on, a sales executive candidate officer might provide information that is not accurate if subjected to identifying theft. Thirdly, professional credential verification is used to check whether the licenses are updated and are valid for local jurisdiction practice. It also verifies any suspension of a disciplinary action against a sales executive officer candidate. It is completed by calling the responsible licensing board and verifying whether the license is current and valid.
When employers are on a hiring procedure, they must administer tests that screen the applicants who fail to meet the company’s profile for honesty, hardworking character, and physical fitness. Also, court cases are analyzed in pre-employment inquiries alongside the review of federal statutes in order to consider the prevalence of certain kinds of employment test administrations. Honesty and integrity testing is slowly gaining pace, and with advancing technology, genetics testing is quickly becoming a necessity. Honesty testing is on the rise because of the doctrine of negligent hiring where during the hiring process, the employer is supposed to have knowledge on the liability or unfitness issues arising from pre-employment investigations. Performing physical exertion tests is bound to determine the capability of a new employee in performing the primary tasks for the job. The U.S. Bureau of Statistics indicates that more than 22% of companies require job applicants to undergo a physical exertion test.
This means employers are seeking for additional abilities, other than those required to perform the task. When put to the physical fitness test, it becomes possible to identify an individual’s prior medical history, psychological treatment, hospitalization records, family traits, and genetic constituents. Indeed, in the sales profession, fitness is a crucial element as the occupation frequently involves a lot of movement. However, the medical history of one’s family is of little relevance unless there exist direct correlational traits between the medical records and job tasks under consideration. Besides, there is an increase in frequency for screening of employees on drugs and alcohol. In most cases, a positive drug test will results in no employment, but some manufacturing and mining companies allow the culprit to re-apply after six months. It is the role of government agencies to scrutinize the kind of drugs screen results accuracy, the reliability of tests, and the privacy rights regarding the test results. A close monitoring for drug screening is imperative in protecting the rights of workers and protecting them from abuse by companies. The screening process is critical in considering that such substances can have devastating effects on the safety of employees at work.
Hiring and Promotional Decisions
In the sales executive opportunity, diversity is a vital component in achieving the objective business goals. There is a range of legislative and social factors that prompt this emphasis with regard to formulating policies that address diversity as an ingredient for business. When the organization hires a diverse and inclusive workforce, an employee’s discretionary effort is raised by 14%, and more people indicate a desire to remain in the firm. Moreover, a large number express commitment and close collaboration while working with their teams. Indeed, even during the economic downturn, the organizations work toward maintaining a slight increment of the budget for the inclusion of diversity initiatives which are important for diversity councils. If such policies are formulated, they go a long way in mitigating the problems of qualified applicants who are considered for leadership due to bias decisions on hiring and promotion.
In numerous science matters, the things that are put on the grading scale include answers for quantitative problems which are graded objectively with fewer difficulties so long as the questions under consideration are clear. The major challenge in the evaluation of soft skills is in getting a grading process that is reliable and fair. Although there is no perfect tool for evaluating soft skills, by virtue of having multiple candidate conversations it gives the recruiter a ground for getting acquainted with the candidate’s personality.
Accommodations for Disabled Applicants
Disability discrimination is prohibited in the U.S.: the Disability Act requires the state and federal laws to instill affirmative actions or recruitment and hire disabled persons. The accommodation referred in the Act is generally a change in work environment done to enable individuals with disabilities to enjoy the same employment opportunities. A number of reasonable accommodations for the employee in regard to making modifications to the work environment includes making existent facilities accessible, modified work equipment, reassigning the available positions, and job restructuring.
The Job Accommodation Network (JAN) of the U.S. Labor Department is the office responsible for addressing disability policy matters. JAN creates an accommodation platform for the affected parties by understanding that information is meant for education needs. On the other hand, religious matters in the American workplace are a contentious issue for the management to navigate. Within the ever-increasingly diverse religious society, issues on the basis of religion are unavoidable. As indicated by the Equal Employment Opportunity Commission, the discrimination rates have risen by more than 43% since 1997. The Civil Rights Act prohibits employers from discrimination of persons on the ground of religious affiliations when considering conditions for employment.
Considering this, reasonable accommodation is bound to eliminate employees’ conflict between their practices and requirements and have no undue effects for the employer. The requested accommodations vary depending on the diversity of needs for every person. For example, an employee may request to take a day-off to attend some religious holidays or during their Sabbath day every week. Others want to be granted permission to wear specific religious garbs or have assigned zones for praying. In order to meet such demands, the employer could adopt strategies such as shift swaps, flexibility in scheduling, and voluntary tasks substitutions. Employers are therefore required to resolve the conflicts regarding the religious needs and job requirements among themselves, and if accommodation cannot be granted then, they can resolve to monetary or administrative expenses.
Affirmative Action Violation is Not Managing Harassment
In the case of Farmer and Ramsay, the school of medicine was alleged to have denied the plaintiff Rob farmer the admission. The complaint stated that the facility maintains low standards for admission to only a section of the population such as minority and the blacks. For this reason, the farmer was denied admission despite having grades accepted for the minority groups. It is true that the underlying motive for affirmative action is to constitutionally attain equality holding that persons are to be subjected to equal opportunities. Therefore, it is unfair for some affirmative action programs to explicitly favorite members of certain ‘vulnerable’ groups. Through such programs, the minimum requirements such as admission grades give preference to the selected groups.
In another case, a female employee was discharged from employment and no benefits were accorded. It was later to be determined that she was discharged due to her objection to engaging in sexual pleasure from a senior male supervisor. However, the claimant was unaware of the procedural chain of command for reporting such complaints. In justification of the dismissal, the defendant argued on the basis of progressive disciplinary policy for the organization. It is the duty of every employer to maintain an environment free of sexual harassment. The Civil Rights Act is a major federal law that prohibits sexual harassment and advocates for affirmative actions against discrimination. If the employer fails to take reasonable measures to prevent harassment in the workplace, the employer is deemed liable for harassment. The most successful strategies on sexual harassment in the U.S. demand inclusion of the concerned persons and clear statement for the intended acts. The anti-harassment policies are vital for informing the employees that harassment is a vice that cannot be accepted and outlines the stringent measures for the employer and employee.
Work-Life Conflicts Considered by the HR Director
Work-life conflicts define the incompatibility in performing the set roles based on the time frames, strains, and behavior. Before understanding the impacts of work-life conflicts, it is ideal to consider the nature of the work conflict. It encompasses a broader form of work-family conflict which involves different roles resulting from one’s role as an employer, administrator, or manager, and incompatibility. The kind of work life involved in an organization includes heavy work demands, job satisfaction, and productivity as well as matters of employee turnover and absenteeism. Heavy workloads coupled with multiple complex and non-standardized tasks is a major factor for increased job demands.
Coping with increased job demands requires employees to work long hours, including work from home and even on weekends, thus conflicting with other roles and responsibilities. This results in negative effects on the organization characterized with poor schedules and non-standard work, thus inducing reduced sales and profits therein. In addition, work-life conflict relates to lower organizational commitment to the belief in the fulfillment of goals and objectives and desire to boost efforts for maintaining organizational membership. Although mixed with diverse findings, workforce conflicts are generally associated with low productivity, poor job performance, and commitment. There are equally mixed findings on absenteeism but with support for a link between the work-life conflicts and rise in absenteeism cases. Indeed, work-life conflict predicts the turnover intentions as well as the real turnover. The combination of these factors leads to work overloads and interference between work and family.