Employee as Owner, Research Paper Example

The Equity Principle in human resource decision

As the Human Resource manager of a Fortune 500 Company, I am in charge of hiring new sales consultants for the fiber optics division of the organization. Due to the competitive marketplace, the Company’s sales and revenues are at an all-time low. In a meeting with the Executive Director of the organization, we discussed the equity principle of recruiting talent that will serve in supporting the organization’s value added relationship toward building a ‘win-win’ structure of employee compensation as incentive for attracting the right candidates. This is particularly in the case in the area of business development, and candidates for the new Sales Manager position will be reviewed for their capacity to generate fresh leads and procure contracts toward advancement of the sales division’s goals. There is also personal professional incentive for selection of the right candidate, as one of the new employee compensation benefits integrated into company policy supports equity apportionment for recruitment, and preliminary sales as fulfillment of the policy’s ‘performance by a new hire’ the first three months of training will include an options percentage.

In consideration of the hire for the Sales Manager role, core priorities in recruitment include education, professional background and desired experience in fiber optics and/or manufacturer supplier sales. Extensive availability for travel is required, with open ended obligation to entertainment of prospective clients after 5:00 PM in the evening. Upon review of the submissions for employment for the position, four candidates fitting qualification were selected from the stack for interview. The interview phase of the search is always discretionary in refining the search, and first impressions are particularly relevant in hire of a Sales Manager whom will be spending time making cold calls, along with providing a face and voice to the Company’s brand identity and stakeholders. Adequacy in analytical or numerical abilities will be assessed with a brief mathematical exam just prior to interview, as well as a communications memo writing and record test.

Discussions with the candidates revealed the following about the potential talent: 1) Jake, currently a CPA changing to Sales from accounting is single and looking to apply his skills in a context where social interaction is a key responsibility; 2) 2) Lynn, IT Manager and leading expert in the fiber optics field offers depth in the technical sense and despite her articulation that she is requires enhancement of her English skills, would be proficient in that quite a few of the standing contacts are also ESL; 3)  Karen is an experienced sales representative with training fiber optics, relocating to Atlanta for personal reasons; and 4) Jyoti, currently a manager of wireless retail store, is single, available for travel, and accustomed to serving customers, with successful background in building a customer base toward 60% growth of revenues in a prior role. Although all candidate’ portfolios presented essential elements to the job, in the equity principle of the Company and its new commitment to ‘employee ownership’ put availability and substantiated performance directed the decision to  Jyoti; based on strong sales experience, broad technological knowledge and flexibility toward travel and long hours.

References

Harris, H. (2007). Globalizing Human Resource Management. Oxford: Taylor & Francis.

Schönburg, J. & Stern, E., (1999). The Capitalist Manifesto: The Transformation of Employee Capitalism. EVAluation, 4 (1), June, 1999. New York: Stewart Stern & Co. Research