Final Proposal Paper

     Gilliland Moore Wines has built a successful Californian winery in the industrial spirit. With Gilliland Moore Wines’ success they have been able to rapidly grow and are now looking to expand from a local reach to a more nationwide distribution. As a result the company is looking at how to hire employees, perform reliable employee selection during the process, and develop as an organization.  The following report will include the finalized proposal in order for the company to use in order to select candidates appropriately for each job position they have available. Iwamoto Crews Coe has spent the last several weeks reviewing the company’s needs in regards to the positions they have available and providing insight into how best to fill positions through interviewing, recruiting, selecting, and hiring the appropriate candidates for each position.  Since the company is in need of sales team members, a VP of sales and marketing, and a regional sales manager Iwamoto has broken down each position needed and based recommendations on how to get the best possible can get into each position are tailoring the hiring process to each job position.

Proposed Actions

            According to Pilbeam and Corbridge (2006), their potential positive and negative aspects associated with the interview process and selection processes including “inappropriate interview and selection processes which reduce organizational effectiveness, invalidates rewards and development strategies, are frequently unfair on the individual recruit and can be distressing for managers who have to deal with unsuitable employees” (p.142).   The interview process will be one of the most important processes within hiring whether it be promoting from within or considering candidates from outside the company.  Based on the data provided by the company is recommended to conduct traditional and structured interviews for all positions available with variations created to suit each position.

Selection Tools

            One of the most important resource is a company can use for organization is their human factor there when it comes to assessment of job candidates and who will perform effectively and efficiently most organizations use unsystematic and rudimentary approaches in feeling job categories (Weichmann, Schmitt, & Harvey, 2001).  The organizations break from using scientifically proven assessments which represents a serious determined in the company’s goal of increasing competitive advantage will find in talented employees.  Focusing on scientifically proven assessments in making decisions for employment help to increase productivity, reduce costs, the decrease attrition, and other critical outcomes in the organization that translates into the organizations profitability when looking at potential employees (Weichmann, Schmitt, & Harvey, 2001).  In order to select an appropriate employee an organization must use assessments, tests, interviews, and you reference and background checks in order to verify the performance of the individual, satisfy legal obligations, and increased their profitability (Brannick & Levine, 2002).

Intelligence and Personality Tests

            Through the use of cognitive tests such as intelligence and personality tests a company can view the general reasoning ability and specific abilities such as inductive reasoning and memory in an individual (Cascio & Aguinis, 2005).  Using intelligence tests measure the general intellectual ability of an individual can and it which provides of range of abilities including their vocabulary, memory, numerical ability, and verbal fluency.  Using personality tests can provide a job with the applicant’s basic aspects of personality including stability, motivation, an introversion.  Aspects such as these can help guide a decision on a potential candidate as the job learns about the can and it’s personality traits which could impact their efficiency and performance within the job they are being hired for.  Use of such tests such as the Stanford Binet or Wechsler Test, the Minnesota multiphasic personality inventory (MMPI) or Wonderlic’s Personality Characteristics Inventory can be easy to administer, score, and interpret results making it cost effective, time effective, and can help the organization in its selection process.

Selection Methods

            According to Schultz and Schultz (2010) the structure of an interview is the most crucial sense interviews of the most widely used as well as influential tool organizations use as assessment during the hiring process.  Structured interviews tend to be better than unstructured interviews at predicting a potential employee’s on job performance (Maurer, 2002).  Additionally information gained from a structured interview tends to be more reliable and accurate information that is less open to bias as well as being more legally defensible (Maurer, 2002).  Structured approaches to hiring improves hiring decisions being based on merit win the structured approach is developed carefully, implemented effectively, and evaluated in order to realize the full potential.

            For the position of regional sales manager Iamoto suggest using structured interviews which then around knowledge assessment and situational assessment.  Using a series of interviews that begins with a biographical interview will help to confirm the competency of the candid for the position.  The use of situational descriptive interviews will evaluate the conflict-solving experience of the candidate, their team leadership qualities, their motivation, their strength of character, vision and culture, and evaluates how the line with the organizational goals and long-term strategies (Aguinis, 2009).  Using situational interviewing will focus on what the potential candidate would do in a specific hypothetical situation which is based on real life, challenging, job-related instances that the candidate has to explain how they would handle (Cascio & Aguinis, 2005).

            In order to hire for the sales team member positions a combination of unstructured and structured interview should be used on all qualified candidates asking the same questions and in evaluating the same criteria for each individual candidate (Maurer, 2002).  Using the structured interview will provide a level of validity and reliability to the interview process while unstructured interviews will allow for free flow of friendly conversation which can assess non-traditional skills and abilities that are needed for the sales team job position.

            In hiring a VP of sales and marketing the organization is going to have to look for specific candidates to fit the job.  The first recommendation is finding the specific job description and detailing as much as possible what is entailed with the responsibility for the VP.  The ideal candid for the position would have excellent task-oriented skills and excellent people skills.  This individual needs to interact with internal employees and the public daily tactfully as well as effectively.  The candid needs to successfully delegate tasks, effectively communicate, be motivated in order to achieve goals, and have extensive knowledge of the product being sold as well as the current and projected market trends.  Finally the break and it should be self-motivated, independent, a self-starter, detail orientated, innovative, and driven. 

Hiring Internally and Externally

            Depending on the needs of the company the company can choose to hire internally or externally in order to fill positions.  Herring internal employees means the employees are promoted or moved laterally which can be cost effective for an organization as the employee is already familiar with been trained in the organizations jobs and policies (Cascio & Aguinis, 2005).  Additionally, the company benefits from increased employee loyalty that senior employees are considered for new job placements which decreases turnover rates and increases motivation.  Hiring externally can benefit an organization by bringing in candidates with new innovation and ideas that can lead to the betterment of the organization (Cascio & Aguinis, 2005).  This can help to stimulate the work force and order remain creative and motivated in their job positions.  The downside of hiring externally comes with the cost associated through the advertisement, recruitment, interviews, hiring, and training processes.  Though hiring externally can provide healthy levels of competition between new and senior staff members, helped you read a key negative effects of animosity which can occur in senior staff members over a long period of time, and can bring in new experience, knowledge, and skills that may benefit the organization in the long run.

Conclusion

            For the success of the company it is critical that they know how to hire candidates for job openings effectively.  In affective hiring practices can result in deficits costing the company a lot of time and money as well as reducing their performance.  Having a successful hiring plan would mean that the company has developed criteria for affective evaluations of interviews and created resources for accessing assessment tools that evaluate an individual candidate’s information and expertise.  Additionally having a succession plan in place for when individuals retire from the company or leave the company provides a systematic approach that helps build a leadership pipeline in order to ensure continuity of leadership, motivation, and performance of all jobs within the company (Cascio & Aguinis, 2005).

References

Aguinis, H., Pierce, C.A., & Culpepper, S.A. (2009). Scale Coarseness as a          methodological artifact.  Organizational Research Methods, 12, 623-652, d.o.i:        10.1177/1094428108318065

Cascio, W. F. & Aguinis, H. (2005). Applied psychology in human resource management (6th ed.). Upper Saddle River, NJ: Prentice Hall

Maurer, S. D. (2002). A practitioner-based analysis of interviewer job expertise and scale            format as contextual factors in situational interviews. Personnel Psychology, 55(2), 307-327.

Pilbeam, S., & Corbridge, M. (2006). People resourcing: Contemporary HRM is practice            (3rd ed.). Essex – England: Printice Hall.

Schultz, D., & Schultz, S. E. (2010). Psychology and work today: An introduction to industrial and organizational psychology (10th ed.). Upper Saddle River, NJ: Prentice Hall.

Weichmann, D., Schmitt, N., & Harvey, V. S. (2001). Incremental validity of situational

            judgment tests. Journal of Applied Psychology, 86, 410-417