Report on Recruitment and Training through Human Resource Management

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The management of resources in businesses and organizations is one of the major factors that are deemed important in the contemporary corporate world. Above all, the management of human resource has remained on top of the agenda among these businesses and organization organizations. Notably, the human resources in the contemporary corporate world are some of the determining factors on whether a company or organization would rise or fall (Legge 2005). In connection to this, it is important to note that the management of human resources begins from the recruitment of talent, to training and equipping them with different knowledge and skills which will enhance the capability of these employees to handle challenges that arises on a daily basis in their respective fields or rather department. In reference to Silzer and Dowell (2010, p.3), for good or ill, people make the decisions and takes the actions that result in success or failure of their organizations.

This report will therefore focus on some of the major issues which are considered by companies in selecting the appropriate personnel. Notably, whereas education was a major factor which was considered in recruiting personnel in businesses and organizations, this has changed. Arguably, there are many other factors which are considered as important which must be considered to assist businesses and organizations across the globe to gain a comparative advantage over their peers in a particular industry. According to Mullins (2005, p.35), people bring their own perceptions, feelings and attitudes towards the organization, systems and styles of management, their duties and responsibilities, and the conditions under which they are working. In other words, education is not the only factor that matters in the selection process of personnel for a company. Therefore, among the issues which will be considered are; individual personality/attitudes: motivation, group and team behavior, organizational design and conflict resolution.

Consequently, this report will focus on other factors apart from education in the analysis of the approaches that a company can use to select appropriate personnel, their effectiveness and finally on their shortcomings. Armstrong (2000) asserts that the recruitment strategy should explore methods not only of recruiting the number of people required, but also of finding staff who have the necessary skills and experience, who are likely to deliver the sort of behavior required and will fit into the organization's culture readily. Therefore, the aim of examining the selection process would be to determine how effective a particular method is and some of the weaknesses which are reflected in the method. In addition to examining the effectiveness and weaknesses of selection processes, this report would also scrutinize the ideal profile of sales representative in a company that produces and sells cosmetics.

Apparently, education is the major determinant of whether a person would be recruited by a company or not (Kew and Stredwick 2005). However, this is not the case. Note that apart from education, there are other factors that increase the chances of a person being recruited. On the other, it is also assumed that all employees in a particular position must possess certain similar skills to be recruited in this department. However, this is a misleading perception since different employees have different tasks which require different knowledge and skills in different companies. For instance, a sale's person in the motor industry needs different skills and knowledge from the one in the cosmetics industry. In line with this, a specific profile which is fit for a sales person in a company that produces and sells would be analyzed. In addition, the best selective method of a sales' representative would also be analyzed. Needless to say, the method that is employed to select personnel determines by a large percentage whether such an employee would an asset or a liability to the company. In line with this, there are different selection methods that have been identified in the corporate world.

Selection Approaches Used in Selecting Personnel

There are numerous approaches which have developed over time which are used to select appropriate personnel in companies and organizations. In this respect, the hiring team is required to understand the context under which these approaches can be utilized and the factors to consider under each approach. The understanding of these factors determines by a large percentage whether the selection process would succeed or fail from the onset of the selection process. According to the Leading experts from Baker & McKenzie lawyers and the Macquarie Graduate School of Management (2009), the recruitment and selection process must consider three main activities, namely; defining needs, attracting candidates and selecting candidates (p.218). In this regard, the selection processes are composed of various approaches. These include; selection tests and questionnaires, group exercises, selection interview, interview style, etc (Price 2007).

Selection Tests and Questionnaires

Selection tests are utilized to measure intelligence, achievement and development abilities and aptitude for particular tasks (Mullins 2005, p.810). On the other hand, Mullins (2005, p.810) states that questionnaires measure emotional stability or personality traits, social attitudes and interests. The above factors are very important in the selection of appropriate personnel who are capable of producing result. To begin with, some of the tests which are carried out under by the questionnaires are inclined towards recognizing the personality traits of people and how these traits promote their effectiveness. In reference to Kirton & Greene (2010, p.132), individual personality characteristics such as 'workstyle' are significant at the workplace.

Houldsworth and Jirasinghe (2006, p.9) asserts that there has been indications that an approach to competencies which has grown out of research of David McClelland was gaining momentum and in this case competency is described as behavioral characteristics and attributes which are exhibited by a person in order to be successful at work, such as influence, analytical thinking, teamwork, etc. Inasmuch as selection tests and questionnaires are used in analyzing the personality traits and other characters of prospective employees, there have arisen criticisms on the effective of this approach in selecting appropriate personnel. In this respect, using selection tests and questionnaires in the approach to appropriate personnel can only assist employer up to a certain point beyond which it is limited.

One of the limitations of using selection tests and questionnaires lies in the fact that selection tests and questionnaires may promote cultural bias if they are not done corrected (Mullins 2005, p.810). Following this point, it is worthy to note that the panel which is involved in administering these tests may become biased on identifying the cultural background of a person, whose culture has faced stereotype perception regarding their level of intelligence, emotional composure and personalities, etc. Premeditated perceptions therefore may result in the right employee being send away and recruiting the wrong one. In addition, special skills are needed for this approach to remain effective to the company. Note that skills are needed to ascertain and analyze the results that are obtained at the end of the tests.

Similarly, some of the factors which are evaluated under selection tests and questionnaires are less influential on the success of the appropriate personnel who is selected using this criterion. In reference to Robbins (2009, p.108), factors such as job demands, the degree of required interaction with others, and the organization's culture are examples of situational variables that moderate the personality -job performance relationship. However, Kusluvan (2003, p.438) affirms that one does not need to modify style or curtail certain aspects of unique personality to be successful.

Group Exercises

Another approach which is also used to select appropriate personnel for companies and organizations across the globe is group exercises. According to Mullins (2005, p.810), a group exercise is where a number of candidates are brought together and seen simultaneously by the selector(s). The use of group exercises in the selection of personnel is most common where the personnel that is selected is required to work both individually and in groups in future or where the employees who are being selected are expected to lead certain teams or groups. In reference to Mullins (2005, p.811), the group exercise is, arguably, most effective when it stimulates or resembles a practical 'real-life' situation which is reasonably representative of the task or type of situation that the person appointed might be concerned with in the organization. Van Velsor, McCauley & Ruderman (2010, p.482) argues that some programs are structured specifically around small group activities, discussion, and personal reflection, whereas others offer hands-on opportunities through business simulations, artistic exploration, Team-building exercises, and new-skills practice.

Remarkably, the behaviors of individuals are observed directly by the selector(s). More so, the use of groups encourages social interactions which assist the individuals to strike a rapport. As a result of this, important factors such as motivation can be exhibited clearly when the prospective employees are given group exercises. In addition, different other issues such as attitude and decision making are well brought when people are grouped together, and allowed to interact together. These factors are important consideration enough in the appointment of staff (Mullins 2005, p.811). Therefore, employers are presented with an excellent opportunity to evaluate their desired values which are portrayed among the applicants and as a result help them to choose the talent they want.

There are different limitations which can be extracted from the use of group exercises as a way of selecting the appropriate employee. To begin with, some of the factors that are exhibited in these groups are easily affected by other external factors thus either raising or lowering their standards. For instance, Grant (2004, p.212) argues that the motivation index determined for a candidate will likely reflect motivation during the early days of employment, yet it is affected by the conditions which have been set by the company or organization and the corporate culture which has been fostered by the company or organization.

Selection Interview

Selection interview is one of the tradition approaches of selecting appropriate personnel for companies and organizations. Mullins (2005, p.812) argues that the job interview remains one of the more bizarrely formal and old-fashioned rituals in an increasingly open-necked, forward-looking business world. The use of interview requires employers to acquire information from job applicants and compare it with what they need for the given job position. Therefore, before contacting an interview, employers are required to define their requirement and the requirements which must be met by the right candidate.

Whereas employers use selection interviews as ways of learning more about job applicants, these applicants too have an opportunity to learn more about the organization and the particular job position. For instance, these applicants learn more on the organizational design which according to Chang (2010, p.92) must be flexible to effectively serve the purpose at hand. This is seen in the fact that by analyzing their organizational design, employers can determine the kind of employees they need to succeed. On the other hand the candidate can be seen simultaneously by different people, a factor that increases the chances of selecting the right candidate.

Irrespective of the fact that selection interview has been around for a very long period of time now, it is not the most effective way of selecting suitable employees for a company. Additionally, selective interview sometimes is a formal affair which intimidates some candidates and every additional candidate on the panel complicates the issue further.

Sales Representative in a Company that Produces and Sells Cosmetics

The kind of environment in which one is working is an important determinant of the qualities which are needed by such person. In line with this, different professionals are required to acquire certain skills and knowledge to be able to work in a specified environment. In consistent with this, a Sales Representative in a company that produces and sells cosmetics must possess key characters or rather qualification for him or her to be deemed as the most appropriate employee for this company.

To begin with, the Sales Representative needs to have skills and knowledge in the operation of the industry. As a result, he or she must possess academic qualification in beauty therapy or consultancy background which is deemed as ideal since it provides an opportunity to have essential knowledge of the industry and salon/spa requirements for the business success (Taylor 2004, p.21). Having vital skills and knowledge regarding the existing cosmetic market is a prerequisite in effective marketing and selling of cosmetic products.

Apart from having academic credentials, there are other factors which must be considered for one to be termed as an excellent sales representative ideal for a sales position in a cosmetic company. To begin with, since the sales work requires one to be able to meet clients on a regular basis, the ideal person for the sales representative position must be a good communicator. This should be both on phone and face to face communication. As a result of this, a person who have good communication etiquette would be more recommended far above any other person who willing to venture into such a field. Notably, communicating with clients would determine whether a sales representative would be able to sell or not. On the other hand, one-time selling does not imply that one would sells always. Stated in other words, a can sell once, but a good sales representative need to establish himself in the market to the point such that he is able to sell continuously in a particular market as he seeks out for new markets for his products.

The other attribute of a good sales person would be the way one presents himself or herself. It has been noted that the first impression of a person in the market would establish whether a person would make an impact to the expected audience in a positive or negative way (Harris and McIntyre 1998, p.45). For instance, one may appear before people and loose all his clients while another person may appear before the same people and win them over. In the marketing world, most products are judged by how they are packaged and presented to the customers. This happens to sales representatives too whereby their presentation to the clients remains on top of the list of important factors which must be considered for success in this area.

On the other hand, personal attributes such as honest, clarity and sincerity are also factors which have to be considered in the profile of an ideal sales representative in a cosmetic world. First, the cosmetic world is a very sensitive business that is booming in the contemporary world, yet has a lot of risks in terms of the possibility of one either gaining customers in large numbers or loosing all of them based on the information that is given to these customers. Anwar, Dholakia and Hasan (2009, p.44) argues that sincerity is everything. In line with this, one's sincerity regarding the cosmetic products that he or she would be selling in the market is an imperative factor which would attract customer since he or she is perceived as a credible dealer in beauty products.

Effective Method for the Selection of the Sales Representative

As mentioned above, there are different approaches which are used in selecting employees who have the potential of increasing the comparative advantage of a company or organization in its industry of operation (Debroux 2003, p.3). In consistent with this, having mentioned the ideal profile of a sales representative in a company that produces and sells cosmetics and identified key attributes which one must have to fill this position, it is also important to choose a selection method which would give an opportunity to the employee selection team to identify whether these attributes are present or not.

Consequently, the most appropriate selection methods in this case would be the use of group exercises. Whereas there are weaknesses which have been identified in the past, group exercises remain as the most appropriate approach towards selecting a sales representative who is more qualified for this job. Note that through group exercises, the selecting panel would be able to evaluate the academic credentials which are presented by the applicant. Furthermore, certain issues such as motivation of the applicant can be assessed by scrutinizing his past employment record, mainly by focusing on how long this person stays on one job before moving on to the next and how he or she interacts while in the group or team (Latham 2007). On the other hand, the applicant can easily be tested for certain skills which are significant in sales. It is also important to understand that factors such as good communication, general outlook and presentation can be evaluated only under critical evaluation, which is promoted under group exercises. Additionally, tests can be can be done to evaluate the attitude of the applicant towards the job itself and the cosmetic industry as a whole since this among the most important factor which determines whether the person would succeed in this job position or not.


The approaches that companies and organizations use to select appropriate personnel remain among the core issues which must be handled well by the company in order to have a competitive advantage in a particular industry. In line with this, human resource management cannot be approached by using the known or rather traditional methods of acquiring staff, but with more refined strategies which defines the needs of the company or organization involved and the ability to identify specific skills and talents which can meet these needs. Therefore, there are various approaches which have been identified as core in selecting appropriate personnel.

To begin with the company can select its employees by using selection tests and questionnaires, which assists in gathering enough information and data concerning the applicants. Other approaches which can be used are group exercises, selection interviews, and the interviewing style. Notably, when these approaches are used well, they would assist the company to acquire appropriate personnel to handle its operations and activities, thus position it to be a market leader in its respective industry. More so, they can be used as a combination to achieve the most effective results.