Diversity in Organizations
With today's workforce becoming increasingly diverse and organizations doing more to maximize the benefits of the differences in employees, Human Resource managers are evolving from the "old school" sideline player to the front-line fighters. Organizations are relying on managers to get the people who get the job done, and of course, make the company money. People have always been central to organizations, but their strategic importance is growing in today's knowledge-based business world like never before. An organization's success increasingly depends on the knowledge, skills, and abilities of its employees, particularly as they help establish a set of core competencies which distinguish one organization from its competitors. When employees' talents are valuable, rare, difficult to imitate and organize, an organization can achieve a sustained competitive advantage. In order to "compete through people", an organization has to be able to do a good job of managing their human capital: the knowledge, skills, and capabilities that add value to the organizations. Managers must develop strategies for identifying, recruiting, and hiring the best talent available. Develop these individuals in ways that are specific to the needs of thei
By offering enticing compensation packages, equitable pay, flexible benefits and known incentives an organization allows itself the luxury of identifying and selecting those which meet the needs of the organization. This selection process should provide as much reliable and valid information as possible about applicants so that their qualifications can be clearly matched with job specifications. The information gathered from applications and interviews must be reliable and valid, clearly job-related or predictive of success on the job and free from potential discrimination. The interview is an important source of information about the job applicant. It can be unstructured, wherein the interviewer is free to pursue whatever approach and sequence of topics that might seem appropriate or structured where each applicant receives the same set of questions, which have preestablished answers. Regardless of the technique chosen, those who conduct interviews should receive specialized training with interviewing methods. This gives the Human Resource manager the most relevant information for making a knowledgeable decision about which applicant will fulfill the needs of the organization. In filling job openings above the entry level an employer usually finds it advantageous to use transferring and internal promotions. By recruiting from within, an organization rewards employees for past performances and sends a signal to other employees that their future efforts will payoff, while capitalizing on previous investments made in recruiting, selecting, developing, and training its current employees. For internal equity an organization can use one of the basic job evaluation techniques to determine relative worth of job. The most common are the ranking and classification methods. The job ranking system arranges jobs in numerical order on the basis of the importance of the job's duties and responsibilities to the organization. Job classification slots jobs into preestablished grad
Some common words found in the essay are:
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Approximate Word count = 1334
Approximate Pages = 5 (250 words per page double spaced)
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