...Transition in Leadership: the issue and office dynamics of bringing lateral at senior positions. HRM in Banking : Term Paper Mrinal Mardia Content: 1. Introduction - Is Leadership that critical! 2. Need of Hiring Laterals a. Globalization b. Lack of Inner talent recognition c. Volatility – 2008 Crisis. 3. Issues – a. Financial, b. Performance, c. Culture – Leadership Behavior and Employee Engagement. 4. Way Ahead 5. Bibliography Transition in Leadership: The issues and office dynamics of bringing laterals at senior level. The dictionary defines leadership as the act of leading, guidance, and direction. Wikipedia defines Leadership as “a process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task". The key difference is between the first and the second is words like social and enlist. It means leadership cannot be forced it has to be commanded and not demanded. And therefore still in the 21st century each not much has changed in the leadership arena. The companies and large and organization are still looking for people within the organization than bringing in people from outside because of the simple...
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...The Aspects of Internal Hiring Vs. External Hiring: Pros and Cons Calvin Bowens WRTG 394 Advance Business Writing 1 October 2014 Professor John Ross Executive Summary This research provides an evaluation of the historic and current practices used to select internal employees for promotion in mid-level manager position versus selecting external candidates to fill those positions. Methods of this evaluation will include pros and cons, site managers and human resource team feedback, as well as, corporate leadership take on possible approaches. Results of this evaluation show that each hiring requirement is unique in nature when referring to positions of leadership. All members interviewed or who shared their insight stated having a clear understanding of what higher level leadership wants and demands must be established up front. Therefore, assumptions of these higher level expectations almost always end in failure of the newly hired external candidate or the internally hired employee. In addition, research finds current business practice being utilize in the company does not support selecting internally or externally. There are several areas requiring further attention and investigation, to include possible remedial training for human resource generalist and site managers for the sole purpose of building staff confidence and growing leaders from within. Corporate leaders have taken the hands-off approach to hiring mid-level managers. With that said, a clear and concise...
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...position Contemporary Issues in Security Management Abstract For years, recruitment and hiring methods have been deemed by dated by human resource managers but are realizing that different strategies and methods are need to attract millennials. Hiring qualified personnel has become an essential component in an organization foundation. This paper will explore multiple articles that provide techniques on how to recruitment and hire candidates from college graduates, apprentices, and novices to the security profession and presents key components of innovative approaches and traditional human resource techniques, and training policies that will meet any small or large business goal of highly hiring qualified candidates. In addition, it will highlight techniques, practices and, lessons learnt in enhancing a company’s ability to attract, hire, retain, and improve human resource practices, improve human resource development and human resource capabilities in today’s security career field. Keyword: Employees, Hiring, Human Resources (HR), Security Recruiting and Selecting Quality Security Employees in the security field Currently there is a high demand for security professional specializing Cybersecurity, Personnel Security, Physical Security, and Industrial security and many other security jobs. The issue is attracting, hiring, retaining people that have the education, training, and certification to fill security job positions...
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...manuals, policy, booklets, physical, and drug test. With Monica Carrols leaving Carl in charge with this task, Carl’s time frame is a couple of months to have everything ready for the company’s expansion. In that time frame Carl has some problems. Key Problems At ABC Inc. there seems to be a little problem with training and guidance. Monica Carrolls hires Carl Robins as the new campus recruiter. Monica could have just assumed that Carl CASE STUDY Was a well trained recruiter who is applying for that position he should be, but he could possibility not be trained to ABC’s standards. A problem here could be the lack of leadership. • Leadership • Hiring procedure • Time management Monica Carrolls is the operations Supervisor of ABC Inc. but she seems to lacking the leadership skill to help this company move forward. With Carl Robins under her leadership she sets him free to work as he pleases. She did give Carl a task to fill and a time line but very little checkups on someone who has been with...
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...(company which was focused on building up its investment banking and M&A Advisory services). SG Cowen’s activity is focused on emerging growth companies especially in two risky but highly profitable areas: health care and technology. For the success of that business, SG Cowen needs talented, committed and strong cultural fit employees. This report has the goal to describe and evaluate the hiring process of that company and also the criteria that is used to decide among the candidates. In the end, based on the criteria used by the company, we’ll decide which two candidates (out of four) we would decide to hire for SG Cowen. 1. Hiring Process & Evaluation The hiring process for a new class of associates begins in fall and consists of internal and external hiring. 1. Internal Recruitment: a. Those employed as analysts and promoted to first-year associates at the end of their third year (without business school education), or b. Those starting out as interns in the summer and then being offered full time employment after graduation 2. External Recruitment: The hiring strategy focused on “core business schools”. However, Chip Rae, the director of recruiting at SG Cowen, has a different strategy when choosing the “core business school” comparing with what SG Cowen was doing in the past: Instead of going only to the top 10 business schools and getting people from the middle of the class, SG Cowen started looking for the next 15 business schools in the top...
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...The Journal of Values-Based Leadership Volume 8 Issue 1 Winter/Spring 2015 Article 6 January 2015 Favoritism: Ethical Dilemmas Viewed Through Multiple Paradigms I-Pang Fu Pennsylvania State University, ipangfu@psu.edu Follow this and additional works at: http://scholar.valpo.edu/jvbl Part of the Business Commons Recommended Citation Fu, I-Pang (2015) "Favoritism: Ethical Dilemmas Viewed Through Multiple Paradigms," The Journal of Values-Based Leadership: Vol. 8: Iss. 1, Article 6. Available at: http://scholar.valpo.edu/jvbl/vol8/iss1/6 This Article is brought to you for free and open access by the College of Business at ValpoScholar. It has been accepted for inclusion in The Journal of Values-Based Leadership by an authorized administrator of ValpoScholar. For more information, please contact a ValpoScholar staff member at scholar@valpo.edu. Favoritism: Ethical Dilemmas Viewed Through Multiple Paradigms I-PANG FU, M.ED. SMEAL COLLEGE OF BUSINESS PENNSYLVANIA STATE UNIVERSITY Favoritism is a controversial issue in many cultural settings. Related terms include nepotism and cronyism; all three are identified with misconduct in the merit-based business world. The flip side is ethics — the principles of conduct governing an individual or a group (MerriamWebster, 2012). According to John Dewey (1902), “Ethics is the science that deals with conduct insofar as this is considered to be right or wrong, good or bad.” Since favoritism is perceived...
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...Problem statements Qualitative problem statement Next to quality instruction, school leadership is the most significant factor in how much and what students learn at their school. Hiring administrators is not something that is taken lightly by district superintendents and school boards. It is a task that has become more daunting due to current expectations of todays administrator. Furthermore, hiring committees do not have the tools or strategies for hiring administrators that are a good fit for their district or schools. Therefore, more time and money is spent on continuing the hiring process. Frequent turnover of administration at a school site reduces consistency and direction for the staff and students and ultimately affects student learning. Current testing instruments such as the Praxis Educational Leadership: Administration and Supervision Examination are effective as summative assessment of the candidate’s attainment of certain skills but an ineffective detector of how the candidate will perform as a leader (Clifford, 2012). This qualitative study will compare and contrast the hiring practices of elementary school districts. This study aims to identify common strengths effective school administrators possess as well as current tools and strategies used by effective hiring committees. This study will focus on the hiring process of elementary principals within school districts located in central California. The data, tools and strategies gathered in this...
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...business owner to possess or learn the skills necessary to make his or her dream of business ownership a successful reality. The entrepreneur must understand and be able to apply these skills on a daily basis, in every aspect of the business. A business owner’s leadership abilities, management style, selection of employees all influence the success of a business. An entrepreneur must take on the role of leader and manager if he or she desires to provide the best possible opportunity for an organization’s success. Of all of the skills a business owner must have, leadership if the most vital. Nevertheless, management skills allow the business owner to accomplish the goals of an organization in a helpful and well-organized manner using planning, organization, leading and controlling of the resources used within the company. Scarborough (2012) states, “Leadership is the process of influencing and inspiring others to work to achieve a common goal and then giving them the power and the freedom to achieve it” (p. 636). An entrepreneur’s attitude and ability to create an atmosphere that allows an employee to perform is an important role in the success of the organization as a whole. Management is different from leadership in that it involves coordinating and motivating people using planning, organizing, and leading. Management skills allow the business owner to ensure that vendors are paid on time and resources are available for use in creating the company’s product or...
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...Diana M. Orlando Palm Beach State College Abstract This case study discusses how Xerox makes diversity, equal success. As one of the world’s leading organizations in copiers and ink, Xerox has committed their leadership team to empower their employees to work collectively in bringing new innovative ideas, different view and knowledge to their organization. By creating such a successful diversified organizational team, and along with its leadership, it has allowed Xerox to be known as one of the most admired organizations in the computer industry (Schermerhorn, J. R., 2012). Diversity and Inclusion of Xerox Diversity is an essential part of Xerox’s corporate culture. It offers an equal opportunity to all employees, and allows leadership to take full advantage of different thoughts, views, knowledge and perspectives, which has created a strong workforce and its ability to stay in the top of their league. By creating an equal opportunity-based environment where innovative creativity happens, Xerox has the power fulfill its company goals to succeed. Diversity has changed over that last few decades and Xerox is using diversity to the best of their ability. As a global organization, its diverse workforce is with no question, strong. The thought of hiring people of color in organizations years ago would never be, however their idealism is more about striving for the ability to have a different way of thinking than their competitors. It established an affirmative action...
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...Promoting Performers Instead of Leaders Anonymous Leadership and Organizational Behavior INTRODUCTION State Street Bank and Trust is considered to be one of the leaders in today’s financial industry. In fact, State Street is among the world’s largest global investment firms for institutional investors and high net-worth individuals. The company serves as a bank and trust for asset management, responsible for managing, servicing, researching, and trading for over eighty percent of the top one hundred investment managers. When the United States economy hit an all-time low in 2009, the company’s response was cutting all positions by $10,000 dollars. While our country remains in a recession like state, the organization has continued to cut all positions salary levels; resulting in high turnover rates and a lack in recruiting high quality candidates. High turnover rates and the “promote within” company cultural belief has left most departments with inexperienced or inadequate upper management. State Street has also cut ninety percent of their IT department in an effort to reduce expenses; leading to employee frustration and decreased productivity. Several employees are getting terminated due to their lack of motivation and productivity; others take promotions elsewhere and search for healthier company cultures. Recently State Street has undergone thirty percent turnover at the manager level within three months. The turnover experienced at State Street was directly...
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...Procter & Gamble Talent Management P&G has won numerous awards for its talent, leadership development and retention programs. Most recently, it emerged as the second most attractive employer in Singapore at the Randstad Award 2016, behind Changi Airport Group; and was ranked first for the career progression opportunities and good work-life balance categories. It is well known for recruiting high-performing employees and putting rigorous processes in place to retain and develop those talents. Key Learning Points: • Start with the end in mind – Align talent strategy with business strategy Effective talent management requires that the business goals and strategies drive the quality and quantity of the talent needed. P&G views “business decisions and talent decisions as one.” • Build from within philosophy P&G elevates staff from within and only less than 5% of hires come from the outside at a later stage. Having such a culture means that P&G places great importance on developing their leaders. In leadership development, P&G believes in hands-on experiences through job rotations and diversity. To build its talent pipeline, P&G provides a wealth of technical, functional and leadership skills training. Some programs are offered at career milestones. Other programs take managers out of the classroom and into retail stores or even into consumers’ homes. It creates early, meaningful responsibilities for every employee matching business needs with personal strengths and...
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...are Minneapolis Public schools (MPS), Minneapolis Federation Teachers (MFT), and a committee of district and unions officials. There are involved in negotiation about setting a new policy of hiring teachers. This process is called interview and select policy. The main player in this process is MPS who lead negotiation meetings. MPS is the third largest school district in state of Minnesota that had 34,570 students in 2008. The Minneapolis school leadership had set the rules and members in order to implement the new teacher contract. The executive leadership team comprised of executive directors from the various district departments, such as academic fairs affairs, operating, finance, human resource, and internal and external support. The executive team members were Johnson as chief academic affairs officer, Steve Lis as chief operating officer, Peggy Ingison as chief finance officer, Birch Jones as chief of staff, Eleanor Coleman as chief of support, Pratt Cook as chief human resource officer, and Dr. Bill Green who was the leader of the team and MPS superintend. The Key agents of the new teacher contract process are Pratt and Green who have been great in their roles as champions of this process. They have been the energy force that has led to successful change leadership. The teachers union played a key role in developing programs that new teachers contract is one of them to support new teachers. It is important to underscore the strong role of the teachers...
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...Discuss how leadership at Home Depot intended to use its organizational talent to gain a competitive advantage in the Do It Yourself industry. According to Silzer (2010), Home Depot places approximately 17,000 leaders into positions each year. This includes placements as first line supervisors and continues all the way to placing executive vice presidents. Home Depot has to make sure that the candidates selected to fill any of the supervisors, assistant manager, and store manager level vacancies fit the mold they need to have continuing success within their organization. Home Depot also hires a significant number of hourly retail associates every year. Home Depot must source and hire tens of thousands of retail associates each year. Hiring that amount of associates, you must have some sort of plan in place for the selection of employees and to develop leaders within your organization. Home Depot has utilized talent channels as a tool to selecting their future employees and pipeline programs to develop their employees into the leaders they have aspirations on becoming. Discuss the key channels that Home Depot developed for recruiting talent. Home Depot recognized that they would need very talented leaders to inspire and engage very skilled talent. In order to accomplish this Home Depot created multiple talent channels. Each channel had either a specific purpose or was designated for a specific talent segment. Talent channels were used to attract people to be recruited...
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...whether or not new training and development needs to be implemented. These approaches and practices implemented by Nordam Europe support high performance work. High performance work is an approach by an organization seeking continuous improvement of workforce individuals and organizational performance, (Evans & Lindsay, 2011). When seeking high performance work the company is aware that not discriminating a candidate based on age, because when they do they may lose out on the opportunity of hiring an individual that can contribute to the continue success of the company. 2. How do employee education, training, and development address the organizational needs associated with new employee orientation, diversity, ethical business practices, and management and leadership development? In these tough economically-challenged times, employee education, training and development are crucial for the success of the company. It is important for an organization to be aware of who they are hiring for their positions, they need to be certain that the individual is qualified and have the necessary skills and experience to bring success to the company. Training such as cross training and development starts with new hire orientation, this is where the individual can get a good feel...
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...good of the organization, a key employee redesigning her own job to avoid unnecessary delays in getting work done, or an employee persuading a talented friend to apply for a position in the business. Human resources include more than regular full-time employees. They include: all management and labor personnel, family and non family members, full-time and part-time people, and seasonal and year around employees. Human resources play important roles in farm businesses of all sizes. Orientation and training matter as much for one employee as for 20 employees. A business with just two people can have serious conflicts that jeopardize the business’ continuity and success. No team of people is so small as to avoid the need for leadership or so large as to make leadership impossible. Risk specialists have traditionally focused mostly on important causes of risk such as weather, disease and natural calamities, and ways to deal with the risk. Risk management has paid little attention to human resources and human resource calamities such as divorce, chronic illness, accidental death or the impact of interpersonal relations on businesses and families. Including human resources in risk management reflects the fact that people are fundamental to accomplishing farm goals. Human resources...
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