Strategic mission of the company chosen (Taqnyah)
Taqnyah is a United Arab Emirite based ARMS group subsidiary company. The company has anchored its corporate governance philosophy on the principles of ARMS group, which is its parent company (Katzman, 2013). The company deals with information technology solutions.
The strategic mission of Taqnyah company is to be totally committed to the highest standards of ethics and integrity. The company is based on the grounds of establishing good governance structures to enhance entrepreneurial drive. The structures have to be based on accountability so as to ensure maximum returns to all stakeholders (Katzman, 2013). The company adheres to the best corporate practices.
Functions of the Human Resource Department
The Human Resource Department is supposed to carry out various functions in the company. Some of the functions are discussed below:
Administration
Administration is an essential function of the Human Resource Department in any company (DeNisi & Griffin, 2007). One of the most significant administration tasks involves the company’s strategic compensation. The strategy of compensation gives a company competitive positioning in the labor market.
Moreover, the strategy attracts qualified personnel into the company in case of job openings. In this case, the administration unit negotiates the group benefit plans that may, for example, cover employees’ medical needs (DeNisi & Griffin, 2007).
Recruitment and selection
Another function of the Human Resource Department is recruitment and selection. The process begins with the planning of the workforce to determine the needed skills and competency for prospective new employees (DeNisi & Griffin, 2007). Line managers engage in planning for the staff requirements, but the Human Resource Department checks the best candidates to hire for the company (DeNisi & Griffin, 2007).
Training and development
The Human Resource Department orients, trains, and signs performance agreements with new workers. The HRD also prepares activities for the newly hired employees to establish employers-employees relationships as well as congenial relationships with the existing company employees (DeNisi & Griffin, 2007). Professional developed job modules are essential because they prepare the new employees for extra responsibilities in the organization. It also keeps them abreast of the future promotions.
Estimatd number of specialists in the HR department in Taqnyah
As per my estimate, the number of specialists for Taqnyah company Human Resource Department is at most twenty five. These may include: the architectural draftsman, management trainee, concept design manager, project manager, database administrator, commercial and residential valuer, account director, data center designer, recruitment and resource management specialist, account manager, executive secretary, help desk manager, senior psychologist, sales executive, brand manager, pre-sales consultant, head of contracts, sales manager, trainer/instructor, assistant resident manager, and resident engineer. From these, the administration may have ten specialists. The recruitment sections may have nine specialists, and the training development may have six specialists.
The hiring strategy for Taqnyah
The hiring strategy of my company is lateral whereby people with experience are preferred for higher positions. Sometimes, the company hires people on competitive bases. This, in most cases, involves considering the candidates’ school grades where those with the best scores are given priority during the recruiting process..
Different groups of employees and their hiring approaches
The approach for hiring each group in a company is unique and mostly depends on the needs of the company. Although some professions share hiring approaches, most of them are unique (Sonja, 2001). Each company or organization is unique in one way or another.
Hiring strategy for engineers
In most cases, engineers hired in companies are graduates with top computer programming skills from universities and technical colleges (Sonja, 2001). Sometimes, the companies prefer experienced engineers with sparkling resumes because they want to add new knowledge and talent in order to maintain high standards and maximize output.
Hiring strategy for managers
Hiring a manager will require one to consider six important steps. The first step involves the evaluation of the talent in the company (Sonja, 2001). This is important because it is important to get a manager who is familiar with the company operations, aspirations, and goals.
For example, a person who has been working in the company has clear knowledge of its mission, vision, and core values. The other step would be to put a manager identification process in place. This will help to avoid hiring managers haphazardly. The third step will involve looking for supporting strengths in the prospective person (Sonja, 2001).
This is for the sake of broadening the capabilities of the company. Step four will be to look for someone who is interactive. Excellent communication skills are a strong requirement for every manager. Step five is to ensure that the hiring process message is framed upholding the company’s mission and values. The last step is disqualification and hiring. This is assessing what the applicants have and what they possess that can keep them moving (Sonja, 2001).
Hiring strategy for trainers
Hiring new trainers should not be taken lightl,y and it should not be rushed if the best results are to be achieved (Sonja, 2001). There are a number of steps to follow. The first crucial step should be to understand the needs when it comes to hiring new staff members. The next step is to post an ad in various places to draw potential and qualified applicants from different places. Once the deadline for the application is over, the next step would be to sort the resumes (Sonja, 2001).
This is done for the sake of meeting the company needs. After this, the short-listed candidates should be invited for an interview. In this step, everything relevant to the job requirements should be written down. Further, the field must be narrowed, and the applicants need to be re-interviewed with assistance (Sonja, 2001). Finally, the candidates are ranked and the jobs are give out to the most qualified ones.
Selection of the best candidates and verification of correct information
Once eligible candidates have applied for the job, the company should use the tracking systems to process the applications and control the hiring procedure (Snell & Bohlander, 2012). These systems provide an automated way to manage the whole recruiting process in a company. In addition, the applicant’s data can be moved from one stage to the next as the candidate qualifies along the hiring ladder. Verifying whether the information in the curriculum vitae is correct, is done by requesting the interviewees to carry original documents during the interview for verification (Snell & Bohlander, 2012).
Some of the questions to ask the candidates to ensure that they fit into the working environment
The kind of questions I would ask during the interview will be aimed at determining whether the candidate fits into the working environment at the Kingdom of Saudi Arabia. Some of these questions will include;
- What are your weaknesses?
- Are you under special diet?
- Are you allergic to any food substances?
- Do you suffer from any illnesses?
- What will you do if you are asked to work outside your country?
- Can you live away from your family members?
Steps of integrating a new employee into a new cultural working environment
Acclimation
First, the employee need to familiarize himself or herself with the working environment. This can be accomplished by providing aids that are necessary for newcomers to do their work (Snell & Bohlander, 2012). These tools will assist them in feeling comfortable in their places of work.
Integration
It is important for every new employee to create network and close connections by engaging others where he or she needs assistance or direction (Snell & Bohlander, 2012). This closeness motivates the new employee and makes the already established ones enjoy working and assisting him or her.
The employer should create opportunities for the new employee to meet other employees apart from the immediate work groups. Further, a new employee needs to be encouraged to share new ideas, which will increase the company’s productivity. This is because most employees come into companies with fresh perspectives (Sonja, 2001).
Communication
The third step is communication. New employees should be assisted to create lasting relationships by interacting regularly with the top management personnel. This can be implemented by going for coffees together so as to close rank gaps.
This strategy creates understanding and assists the new employee to feel comfortable in the company (Snell & Bohlander, 2012). It is important to schedule times in which new workers get to share new things with the management in the first ninety days. These are crucial moments of sharing goals and business strategies with the new employees.
Expectations
The final step is expectations. By now, the manager and the employee are coming into a mutual relationship with a lot of expectations. It is important to share the expectation with the rest of the company personnel (Snell & Bohlander, 2012). One needs to get to know the expectations of the new employee and encourage questions. Performance goals should be set with the new employee in the first ninety days.
The first goal should be to know the company and the job. The new employee is to be encouraged to create networks within the organization. While performing the four steps above, it is significant to remember that integration of new employees into the company and the reduction of turnover is a way of increasing the profits of the company. To reduce financial losses, headaches, and risks, one therefore needs to use this opportunity to make changes in the company’s orientation of new employees (Snell & Bohlander, 2012).
Evaluation and motivation system
In order to improve the employees’ life at the work place, I would propose to the company administration to provide incentives and rewards. The manager will evaluate the motivation of the employees to provide an ideal working environment, which is likely to lead to financial gains for the company (Snell & Bohlander, 2012).
For instance,the manager can give employees questionnaires to fill out. The questionnaires provide instant feedback about the employees’ attitudes and motivation. Employees’ turnover will communicate much about their input. Dissatisfied employees will portray high turnover rates. Other factors which can communicate much concerning the motivation of employees include: productivity, communication, and feedback.
References
DeNisi, A. S., & Griffin, R. W. (2007). Human Resource Management (3rd ed). New York: Houghton Mifflin Company.
Katzman, K. (2013). The United Arab Emirates (UAE): Issues for U.S. Policy. Web.
Snell, S., & Bohlander, G. (2012). Managing Human Resources (11th ed). New York: Thomson South-Western.
Sonja, T. (2001). Human Resource Management In International Organizations. Management, 6(2), 177-189.