employee hiring

Michael ChambersNorthcentral University

February 1, 2013Dr. Steve Roussas, Mentor

1ChambersMHRM7004-8-4

Supervisory Role in New Employee Hiring

Process and Planning

http://www.pdfcomplete.com/cms/hppl/tabid/108/Default.aspx?r=q8b3uige22

o Introduction

o Background

o Supervisory Role: Selection Process

o Supervisory Role: Orientation

o Supervisory Role: Integration

o Supervisory Role: Training

2

Overview of the Presentation

ChambersMHRM7004-8-4

o Supervisory Role: Coaching and Mentoring

o Supervisory Limitation and Unions

o Analysis of Challenges in Supervisory Role

o Conclusion and Summary


Introduction

In the global business community there is a pressing concern about

corporate performance, sustainability, and creating a competitive

advantage (Silzer & Dowell, 2010).

As global competition increases, it serves as a catalyst for organizational-

wide change efforts and central to any change effort are supervisors (Elias

& Mittal, 2011).

ChambersMHRM7004-8-43


Background


Losey (1998) highlighted a time in history that marked the birth of a different kind of

leader and new challenges accompanied with the supervisory role:

The aftermath of the Korean War gave birth to a different type of manager with a

greater vision of social responsibility. A group of managers with more interpersonal

skills came forth and there was more interest in people and their feelings. The

aforementioned group of managers focused on the relationship between employers and

employees, rather than textbook management practices. (p. 4)


Supervisory Role: Selection Process


To drive quality into the selection and recruiting process, the company

must first define what quality is for each position. The selection

process must be grounded on the foundation of a proper specification

of the job requirement (Lermusiaux & Snell, 2005, p. 1).


Supervisory Role: Orientation


How a supervisor handles the orientation can make the difference

in the productivity, quality, and the professional development of

the new employee (Chambers, n.d.).


Supervisory Role: Integration


. . . the socialization and transition of new employees can be the

difference between a good or bad experience. New employees

should experience a workplace environment where they feel

comfortable enough to ask questions, a sense of inclusiveness,

and part of the team (Chambers, n.d.).


Supervisory Role: Training

8Chambers3HRM7004-8-4

.

After new employees are orientated they must be taught the job skills necessary to be productive in the shortest amount of time (Leonard & Hilgert, 2007).


Supervisory Role: Coaching and Mentoring


Coaching is defined as, “. . . a method which aims to achieveself actualization by facilitating learning and developmentprocesses to promote the resource base of another person” (Rocereto, Mosca, Gupta, & Rosenberg, 2011).

Mentoring is described as, “. . . the process of having a moreexperienced person provide guidance, coaching, or counselingto a less experienced person” (Leonard & Hilgert, 2007).


Supervisory Limitation and Unions


Supervisors, relative to their role in assigning the most qualified

workers to certain jobs, work schedules, distribution of overtime,

promotions, and transfers are limited because usually the labor

agreement contains provisions that specify how certain situations

should be taken care of (Leonard & Hilgert, 2007).


Analysis of Supervisory Challenges


ØManaging different types of employee groups. Learning how to manage various groups of workers with varying cross-cultural competency requirements.

ØSupervisory role is continuous. Planning effectively for the selection, orientation, integration, training, coaching, and mentoring of new employees is vital.

ØLeader behavior and actions impact strategy. Change begins with the supervisor and employee engagement affects organizational outcomes.


Conclusion and Summary


In summary, supervisors must create innovative methods for selection, orientation,

training, integration, coaching, and mentoring. These innovative methods have

accelerated and reduced the time in which new employees become

productive members of the team. This in turn allows supervisors to focus on

coaching and mentoring new employees to become more productive employees,

thus increasing overall productivity. With advancements in technology, increased

global competition, and a changing economy, supervisors must be in tune with

operating in an economy that is constantly changing.


References

Chambers, M. (n.d.). New employee plan. Unpublished paper, School of Business and Technology Management, Northcentral University, Prescott Valley, AZ.

Elias, S. M., & Mittal, R. (2011). The importance of supervisor support for a change initiative. International Journal of Organizational Analysis, 19(4), 305-316. doi: 10.1108/19348831111173432

Galbreath, R. (2006). Profiting through employee orientation. Retrieved September 1, 2008, from http:// www.shrm.org/hrresources/whitepapers_published/1CMS_011800.asp#P-4_0

Hopen, D. (2010). The changing role and practices of successful leaders. The Journal for Quality and Participation, 33(1). Retrieved from ProQuest Database.

Hutchins, D.B. (1996). Mentoring. Retrieved September 5, 2008, from http://www.shrm.org/ hrresources/whitepapers_ published/1CMS_000425.asp#P-4_0

Leonard, E., & Hilgert, R. (2007). Supervision: Concepts and practices of management. Mason, OH: Thomson South-Western.

Lermusiaux, Y., & Snell, A. (2005). Quality of hire. Retrieved September 1, 2008, from http://www.shrm.org/ hrresources/whitepapers_published/1CMS_011800.asp#P-4_0

Losey, M. (1998, March 15). HR comes of age – history of human resource management. HR Magazine. Retrieved from The CBS Interactive Business Network Resource Library, at http://findarticles.com/p/articles/mi_m3495/is_n3_v43/ai_20514399/?tag=content;col1



References

Mueller, A. (2001). Incorporating learning styles in training design. Retrieved September 3, 2008, from http://www.shrm.org/hrresources/whitepapers_published/1CMS_000423. asp#P-4_0

Nevins, M. D., & Stumpf, S. A. (1999). 21st century leadership: Redefining management education. Strategy & Business, 16, 1-12. Retrieved from http://www.strategy-business.com/article/19405?gko=3b347

Rocereto, J. F., Mosca, J. B., Gupta, S. F., & Rosenberg, S. L. (2011). The influence of coaching on employee perceptions of supervisor effectiveness and organizational policies. Journal of Business & Economics Research, 9(6), 15-23. Retrieved from http://search. proquest. com.proxy1.ncu.edu/docview/873821387?accountid=28180

Shurtleff, M., & McKenzie, S. (1996). Coaching & counseling. Retrieved September 3, 2008, from http://www.shrm.org/hrresources/whitepapers_published/1CMS_000421.asp#P-4_0

Silzer, R., & Dowell, B. E. (Eds.). (2010). Strategy-driven talent management: A leadership imperative. San Francisco, CA: Jossey-Bass.

Whipple, K. (2010). Orientation Sets the Stage for Success Legacy. National Association For Interpretation, 21 (5), 28-29 http://proxy1.ncu.edu/login?url=http://search. ebscohost.com/login.aspx?direct=true&db=ehh&AN=54020302&site=eds-live



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