Personnel Policy

published in: Leadership

22 Mar

The Japanese say "People are solution to everything."

The growing manufacturing process complexity, the gradual exhaustion of the possibilities of classical management relations: managers - subordinates, lead to the growing importance of people’s professional qualities and their effective participation in the overall result of the company.

According to a former Honda president, American and Japanese management styles have 95% similarity. But differ in the most important 5% - collaboration with employees.  For example, at Sony factories in San Diego, USA absenteeism and fluctuation rates are 25-50% personnel policy, team excellence less than those in the neighboring American factories, while labor productivity is 22% higher.  Four years after "Matsushita Electric bought MotorolaTV plant in Illinois, the same workers, but managed by a new Japanese leadership reduced defective TV sets production 50 times.

In other words, if
anybody tells you that management does not matter provided you have quality personnel - do not trust him.

Recruitment policy can be defined as
a system of regular events attraction (1), recruitment (2), assignment (3) and maximum labor force utilization (4).

(1) Attraction

The decision whether to attract new people should come as a result of thorough analysis of the options, structure, age, education, team performance, company and market labor trends.

The French have developed an interesting "tree age, which helps them evaluate the necessity for hiring new employees and the current growth potential.  Here are the four “tree types:

1.1. Mushroom-shaped - dominated by elder workers.  The advantages are related to easy excess labor cut through accelerated retirement.  Disadvantages: succession distortion between veterans and youngsters; higher wage fund as veterans require higher salaries; and insufficient flexibility in staff relocations.

1.2. Pear-shaped – dominated by young and middled age employees. Advantages - lower wage fund.  Disadvantages:  more costs on staff training and qualifications; promoting too young people for managerial positions thus creating discontent among the employees; and greater fluctuation.  Some studies claim that promoting too many young managers leads to company inefficiency due to the large number of errors they allow.

1.3. Eight-shapedlack of middle-aged staff.  Natural collision "young" versus "old", which is extremely difficult to manage.

1.4. Baseball-shaped - in general this is the recommended balanced option.

The golden rule is that the successful managers should maintain a flexible and diverse staff body.  
Another rule: even when necessary to substitute a group of employees, do not dismiss or hire in packages.

(2) Recruitment

Best recruitment results occur when a company conducts personal meetings with candidates. Hiring only on the basis of tests, or experience in another company or recommendations is not advisable.
A golden rule here is: if you hesitate whether to hire an applicant, do not hire him!

The most popular recruitment methods in Western Europe and USA are:

2.1. method “candidate approval”- the basis for the recruitment decision is used the candidate’s position approval, after he has been acquainted with position obligations, responsibilities and required conduct.  Some researches support the believe this method is more accurate, and employed applicants - more satisified and with lower fluctuation.

2.2. method “biographical details - applicant fills out a form requesting biographical information and answers questions related to the position, applied for.  Every question provides the 3 responses which, if necessary, are scored.  This method is suitable for large number of candidates for a single position.

2.3. method “psychological test - situational interview - the questions are designed by professionals who knew the specifics of the position.  The candidate answers questions related to specific work situations. Responses are assessed on a previously designed scale.  Questions that give an idea of positive and negative candidate qualities, his ability to work in a team, customer orientation, introvert or extrovert, and etc. are also included.

2.4. method “psychological test - behavior characterizing interviewin an informal conversation, major events in applicant’s life and their causes are investigated.

For those of you who use the technique - after the interview to ask the candidate to read a short material about your company and make comment on it, I apply the results of a test, describing applicants’ reactions:

10% - do not read the material
25% - read and return it without any comment
20% - respond with big words
25% - comment only on the positive impressions, but not the text as a whole
20 % - are completely honest and share what they really think

The topic why people are afraid to express what they think is too big to discuss it in this post...

                                                                   advance to part 2..



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