In this assignment, we will talk about high-performance teams development and management of small and medium-sized enterprise. From the domain of human resource management, we will discuss about recruitment, selection process, performance system. From the area of work team, we will discuss about the mix of knowledge, skills, and experience necessary for a team to fulfill its functions, developing and managing the high-performance team. From the domain of leadership, we will talk about empowering teams to develop their own way of work, theories and styles of leadership. From the organization and behaviour, we will discuss about incentive strategies to let colleagues achieve objects. Thas is the main framework we will discuss in this assignment, and we also provide it with a lot of relevant and representative examples to enrich the assignment. That is all we want to talk about in the assignment.
Recruitment: As the small and medium-sized enterprise, the recruitment process is extremely important. It is necessary for managers to identify characteristics of the person required, find the potential applicants, and put the right person to the vacancy.
Firstly, aiming to find the specific applicants, it is better for mangers to give specific information, including age, gender, occupation, and background. If managers can not give the specific information to applicants, they will never find the right persons they need to fill the vacancy. There is a good recruitment process as the following.
Job advertisements should state clearly the form of reply desired, in particular, whether this should be by a formal application form or not. Preferences should also be stated if handwritten replies are required.
An acknowledgement of reply should be made promptly to each applicant by the employing organization or its agent. If it is likely to take some time before acknowledgements are made, this should be made clear in the advertisement.
Applicants should be informed of the progress of the selection procedures, what these will be( eg group selection, aptitude tests etc), the steps and time involved and the policy regarding expenses.
Detailed personal information( eg religion, medical history, place of birth, family background etc) should not be called for unless it is relevant to the selection process.
Before applying for references, potential employers must secure the permission of the applicant.
Applications must be treated as confidential.
The code also recommends certain courtesies and obligations on the part of the applicants.
Unsolicited requests: Write-ins or walk-ins(Media: word-of mouth, recommendation, previous recruitment advertising, general employer branding)
Existing contacts: Previous( re-employable) employees; retirees; career break; previous applicants of suitable general quality held on file.
Referrals: Registers of members seeking employment, kept eg by trade unions and professional bodies.
Agencies Job Centres: Network of agencies provided by central government: particularly for manual and junior positions in admin/clerical/retail
Resettlement Services: Finding civilian positions for armed forces personnel at end of service.
Careers Services: Placing graduates of schools and training institutions
Employment Agencies: Wide range of specializing agencies; temporary agencies for one-off requirements and short-term cover( eg of maternity or sick leave)
Consultancies Selection consultants: Recruit and select for positions; may cover clerical/adam staff, specialist staff( media, financial, etc), or managerial.
Outplacement consultants: Registers, retaining etc to help redundant and early-retired employees.
Search consultants: ‘Head hunters’. Networking to track highly employable individuals: candidates proactively approached.
Direct to source: Schools, colleges, universities ( Media: advertisement, ‘milk round’ presentation)
The Internet: Wide range of recruitment databases.
Advertising for self-applicants
Soliciting recommendations from supervisors, training officers and so on
Soliciting referrals by existing employees to family, friends, contacts
Formal succession, promotion and transfer planning
The recruitment advertisement
The advertisement, based on information set out in the job description, job and person specifications and recruitment policy, should contain information about:
The job: title, main duties and responsibilities and special features
Conditions: special factors affecting the job
Qualifications and experience (required, and preferred); other attributes, aptitudes and/ or knowledge required
Rewards: Salary, benefits, opportunities for training, career development, and so on
Application: how to apply, to whom, and by what date
In fact, everything has its advantages and disadvantages, as the small and medium-sized enterprise, managers should realize that not each method is perfect to use. Here is the figure 1 below, which shows the advantages and disadvantages.
Reference: based on Stephen P. Robbins and Mary Coulter,”Management,” China Renmin University Press, 2003, Page 322.
Form the recruitment process, it is better for managers to use a wide range of methods to find the potential employees, and each method has its own advantages and disadvantages.
Managers should analysis which method is suited for them to use, and make right decision. As the small and medium-sized enterprise, it is better to use external recruitment and referral, because other methods are high costs, and spending a lot of time. When the small and medium-sized enterprise wants to diversify the structure and skill of employees, it is better for them to use advertisement, and private organizaiton. If the work level does not require experience and high-skilled employees, it is better to choose school, because its large number of people, and low salary.
Selection: Selection is a predicable behavior, it is designed to guarantee the applicants get success. After identify characteristics of person required and inform potential applicants, the selection process is extremely important. There are many methods of selection as the following.
(1)Application form: it is a common way for most organizations to require applicants to fill the application form. On the one hand, it is a form about your name, gender, age, telephone. On the other hand, it is a form about personal activity, ability, achievement.
Advantages: Relevant with experience, detailed information, and facts can be proved as the standard of selection. Formal and effective to use.
Disadvantages: only aiming to specific work, and has a limited information.
(2)Written examination: typical written examination includes intelligence, ability, interest, and imagination. This is a way to select in the early time to use. Nowadays, it is very popular, and prevalence.
Advantages: quickly get the intelligence, professional skill, experienced applicant information they want. And really directive to know the specific information.
Disadvantage: intelligence and other measures answers may not have a direct impact on their work, namely, not relevant with work.
(3)Performance imitation test: It includes work sampling and assessment centers. The work sampling is that applicants deal with tasks, which can be shown whether they have necessary ability and skill. The assessment centers is that managers and supervisors design a lot of questions, and let applicants do a lot of tests. Based on that, the management ability can be assessed.
Advantages: Relevant with job and easily meet the job needs. It is also very effective and help managers find the applicants they want.
Disadvantages: really high costs include design and application.
(4)Interview: It is a common way to select applicants. Many enterprises use the interview as their major selection process. Employees will ask a lot of personal questions such as age, marriage, hobby, and dream, and professional questions.
Advantages: It can be effective to choose applicants superiors want. It is a common method to use.
Disadvantages: Only pay attention to appearance not ability. The time during the interview is limited and short. Some personal prejudices and preferences may exist in the interview.
Reference: based on Stephen P. Robbins and Mary Coulter,”Management,” China Renmin University Press, 2003, Page 326.
As the small and medium-sized enterprise, the choice of selection ways is very vital. We suggest that the interview, written examination and application form are effective to use.
Because most small and medium-sized enterprise use these three methods, it has been proved effective and practical. The performance imitation test is not suited for small and medium-sized enterprise, because it is complex to design and use, also costs a lot of money. When it comes to interview, here are some suggestions as the following figure 2
From the figure 2, some specific suggestions may help managers of small and medium-sized enterprise do well in the select process. Many small and medium-enterprises ignore many details during the selection process, which leads to they can not select rightly. It is better for them to pay attention to the detail not just attracts a lot of applicants but to be more professional, and fair.