Introduction
Recruitment scenarios and opinions vary from one organization to another. The difference in opinions and beliefs of hiring managers have influenced this largely. Some will find it appealing to hire young workers while others will prefer doing the opposite. The aims of human resource managers and their organizations mostly shape these opinions and cause the different hiring scenarios. This paper seeks to discuss the experiences and give opinions of different recruitment scenarios.
Recruitment scenarios examples
The first case study is of Wendy Swan. She prefers younger workers to the experienced workers in the firm hence putting up an advertisement for both positions. She finds it hard to find the employees for the position as the non-experienced or graduates are many, and the experienced are few (Bennett-Alexander & Hartman, 2011, pp. 136-142). From experience job adverts that state the age, they are looking for and the experience discourages a person from applying. In my opinion, the reason an employee would prefer a younger employee without many years of experience is to save on the salary costs. Many fresh graduates look forward to gaining experience; therefore, they will demand less in terms of wages compared to experienced applicants (Breaugh, 2013, pp. 391-393).
In my view, this firm needs to reconsider its hiring strategies. While companies need to cut down expenses, they should not do this at the expense of quality work. Firms should focus on the capability of potential employees they are recruiting and not the age or the year of graduation. This ensures the firm hires quality staff who will meet the client’s demands and ensure the continuity of the business in years to come (Breaugh, 2013, pp. 400-412).
The second case scenario is that of Kayla who receives complaints from customers that they cannot understand Alex. Alex’s accent is the main issue, in this case, affecting effective communication. From this case, it is clear in this organization, there are no communication rules. Where Alex worked before joining this firm there were rules about communication. He has decided not to follow them because, in this new firm, he does not have to follow those (Bennett-Alexander & Hartman, 2011, pp. 300-306). From experience, it is essential to make rules and give them to potential employees before they join the firm. This will allow them to assess themselves and know whether they qualify for the job. Besides giving terms and conditions, they also need to highlight the responsibilities that come together with the new job. This ensures they are aware of what they should do before they join the firm. Kayla may not fire Alex, but she will have to reduce his managerial duties because he cannot speak fluent English (Bennett-Alexander & Hartman, 2011, pp. 300-305). Failure to do this would result in the loss of clients. My view on these issues is that employers should assess potential employees to know whether they meet all the requirements for the new role. This will avoid future conflicts between the employees, employers, and clients. I believe that speaking English should be a Bona Fide Occupational Qualification in this case because many of the clients speak in English and for one to converse with them it is best they understand English and communicate using it fluently. If the clients continue to experience problems understanding what Alex is explaining to them, they will start looking for other similar businesses to make inquiries. This will mean a loss of clientele and a possible drop in profits if this firm continues to hire workers who cannot communicate in English in a similar position in the firm.
Conclusion
In conclusion, managers should consider all the factors that make a quality employee. They should always consider the quality and should never ignore it at the expense of saving costs. This will ensure the continuity of a business and create a good work environment for all employees. It is also important to ensure staff satisfaction, and as such, the wages should be compatible with the level of assignments one receives. This will motivate employees to give quality work.
References
Bennett-Alexander, D., & Hartman, L. (2011). Employment Law for Business. 7th edition. Columbus OH: McGraw-Hill Education.
Breaugh, J. A. (2013). Employee recruitment. Annual review of psychology,64 (1), 389-416.