This report is designed to offer senior management with a detailed outline of the plans for job analysis, recruitment and staffing efforts during the merger of Interclean and Envirotech. Each section has placed an emphasis on providing sound practices that have been proven in management literature. Given the change initiatives at Interclean, it imperative that the information in each section is used to execute steps which will be successful at integrating both companies and ensuring maximum productivity and minimal waste.
Job analysis is a process of identifying what and how employees are performing in accordance with the expectations of the organization. A job analysis results in a professional development questionnaire which identifies the knowledge, skills, abilities and other requirements (KSAOs) that are necessary to fulfill a job. A job description is therefore, used by an employer and employee to identify the KSAOs required and the gap between the description and the employee??™s performance. This piece of information acts as a contract between the employer and employee and as a way to understand the training and development needs of each individual employee.
At Interclean it will be necessary to performance three of five functions of a job analysis outlined by the 2006 Cascio text entitled ???Managing Human Resources.??? Cascio (2006) recommends five job analytic methods to ???obtain a total picture of the task and the physical, mental, social, and environmental demands of a job??? [p. 158-169]. These are job performance, observation, interview, critical incidents and structured questionnaires. Our job analysis will be primarily concerned with the structured questionnaire method, interviewing and observation.
Professional Development Questionnaires (PDQs)
The evaluation of the sales team will rely on previous PDQs to ensure inter-rater reliability and validity across a team of incumbents, managers and non-incumbent human resource specialists. The importance of maintaining validity and ensuring integrity with previous systems is very relevant to the process of ensuring an accurate picture and minimizing internal bias such as the halo or contrast effects.
Given that the PDQs will be for new positions, there will be a focus on the rewrite to integrate new roles that may have previously been excluded or the strengthening of the language to ensure key facets of the new roles come to the forefront.
When we carry out the process of observation we will be working together to see how each of us are performing our tasks (on the road and in the office). This will result in a buddy system over the course of a month in which each of us are paired with each other and act as observers.
Following observations and the process of PDQs we will also conduct post-PDQ interviews to ensure that relevant information is not missing and that ambiguous language is clarified between parties. The most important aspect of the interviews is that it allows all parties to select best practices and that they are written in the language. The observations will be instrumental in identifying key behaviors to set as benchmarks for the entire team.
Human Resource Information System (HRIS)
At this time Interclean is not automated. The process of observation and interviews will be documented into a new human resource information system (HRIS) which will be used to analyze qualitative data and code it. Other information will also be stored in the HRIS to aid personnel in identifying key staff matches in the recruitment process and making the processes in HR faster and easier to carry out.
Revised Job Descriptions for New Team
The new sales team is responsible for carrying out the new vision of the Interclean organization. Sales staff have to attract new clients to Interclean and in doing so have to break into new markets. Therefore, a few of their responsibilities are described below:
1. Prepare action plans and schedules to identify specific targets and to project the number of contacts to be made [HR Village (2000), sect. 5].
2. Cultivate business relationships with new and prospective clients in emerging sectors (specifically healthcare facilities).
3. Present product and company proposals to potential clients by engaging in bidding activities.
4. Present product and company information to prospective clients at fairs, exhibitions, conventions and other events.
5. Liaise with customer service representatives to ensure the orientation process is a success and maintain contact with existing customers.
Workforce Planning System (WPS)
The CEO has announced his plans to recruit from within and is advocating each staff member take advantage of the opportunity to grow at Interclean. A workforce planning system is a combination of two key processes: 1) gathering data on current staff and 2) forecasting the external employment milieu outside of the organization. The WPS is focused on internal recruitment.
Beginning with a talent inventory from within, each sales representative should participate in extensive interviewing (both orally and written) with HR personnel. This is a key time for staff to take advantage of development opportunities and having an updated knowledge of what behaviors and competencies each staff member holds will aid in the progression of the sales staff. In essence a talent inventory will contain the following standard details:
* Current position information.
* Previous positions in the company.
* Other significant work experience (e.g., other companies, military).
* Education (including degrees, licenses, certifications).
* Language skills and relevant international experience.
* Training and development programs attended.
* Community or industry leadership responsibilities.
* Current and past performance appraisal data.
* Disciplinary actions.
* Awards received [Cascio (2006), p. 158-169].
The data Cascio details above would be inputted into the new HRIS system and used to make employment decisions. Along with the above information some more refined information would include the following:
* Level of sales since the past performance appraisal data.
* Ability to sell to the new markets.
* Career plans, including development proposal from individual sales staff.
Reviewing all pertinent information from the interviews and the performance appraisals identifying both behavioral and competency skills, the Sales Manager and HR will evaluate each staff member and assign a rank as well as some advice on the types of activities that staff member would excel in.
The new diverse sales team will be positioned to succeed by creating strategic arrangements that will allow them to break into new markets. One of the key strategies in the new arrangement is to identify key markets based on background. The reason for this is the competitive advantage in the healthcare field where numerous long-term care facilities are catered to ethno-specific care. Provided tangible evidence exists to prove that a sales representative from the same or similar background can solicit a new client, Interclean will incorporate this into its marketing strategy. Therefore, the ability and desire of the sales staff to prove this as a competitive advantage should be emphasized in the talent inventory and strategic planning.
The new sales team of seven will inevitably be shaped on the basis of prospective and existing clients. Decisions on whom is placed in which category of clients will be made following the talent inventory. There has to be a steady commitment to existing clients but a new emphasis on prospective clients and this may mean taking the best performers that have solicited current business and training them towards new client markets. It should also include assigning new staff that would excel based on their backgrounds and pairing them into two-way partnership with high performers who may not be diverse in order to gain a competitive advantage. In essence the new sales team is not an independent as before and proven sales staff are going to be mentoring new sales staff.
Training and Development
The best part of the new deal for sales staff is training and development towards new markets and more responsibility in the organization. Using the talent inventory and all relevant material gleaned so far, the Sales Manager and HR can evaluate the goals of the staff member in relation to the new strategy. Training and development opportunities are going to be part of the new deal for sales staff who are willing to go the extra mile to improve their career progression and potential for increased compensation. Promotions are going to be made after examining all details and ranking each staff member. Placement offers will include a training and development action plan that will allow each staff member to grow within their new role. Essentially training will be a combination of behavioral, competency and knowledge-based modules that will be designed to assist all new staff. They will be offered throughout the tenure of the year and be a mandatory part of the placement offer.
Sales staff will be mentored into their new roles and constructive, structured sessions will take place at specific junctures to ensure each staff member is progressing successfully. These mentor sessions will take place one-on-one and allow for a review of the training and development as well as discussion and review of company goals.
Our sales team is going to be composed of the following 7 staff who will be paired in the following teams:
* Eric Borden
* Susan Burnt and Terry Garcia
* Tom Gonzales and Mark Pierce
* Ving Hsu and Donna Wilson
In determining these candidates fitness for the new roles a personal history data method was used.
Since the training and marketing strategy are based on pairing sales staff it seems ideal to base the selection method on each incumbent??™s background. As such, each of the above teams will have dual roles and work with each other to make a sale. They will depend on each other to learn and to share strategies. Their success will depend on each other.
Susan Burnt and Terry Garcia were paired together because they come from different organizations. Terry will be able to enter into potential Hispanic markets and Susan is going to be a good mentor because of her years of service at Interclean and help Terry to establish some stretch goals in terms of sales. On the other hand, Terry will be a good mentor to Susan about the long-term relationship with clients.
Tom Gonzales and Mark Pierce are going to make a good team because Tom has many years of experience to help mentor Mark. Mark will be learning a great deal in this arrangement and revising his own style to accommodate the culture of Envirotech. Again, Tom Gonzales will be successful in entering Hispanic markets and Mark will be learning about new cultures.
Ving Hsu and Donna Wilson are similar to Tom and Mark. Ving will hopefully, enter into potential Asian markets and Donna will be learning about new cultures. Ving will be mentoring Donna and this will be another opportunity for each to learn from each other??™s styles.
Eric Borden is an established sales representative and will be independent in the process unless he determines he would like to learn from any of the other teams.
Measuring Knowledge, Skills, Abilities and Other factors (KSAO)
In composing our sales team we relied on marketing strategy that would be an impetus for growth into new markets. However, all staff members were privy to training and development that would accurately assess their behavioral and competency-based skills. As such, the PDQs and all the data gleaned from the job analysis, including interviews, would be crucial to promoting the right staff and offering them development opportunities so their growth could be successful.
Cascio (2006). Managing Human Resources: Productivity, quality of work life, profits (7th ed.). New York: McGraw-Hill.
Human Resources Village (2000-2009). Job Description of a Sales Representative. Retrieved July 18, 2009 from: http://www.hrvillage.com/hrjobdesc/SalesRepresentative.htm