Should we follow our competitors or do something quite different in recruitment?

This article discusses whether organizations should follow their competitors in recruitment or take a different approach. It explores the benefits of customizing recruitment strategies and the importance of finding employees who align with the organization's objectives. The response from the Founding Director highlights the need to consider expansion plans and internal sourcing. The article also touches on individual performance measurement systems and the importance of analyzing personal skills and abilities. The response from the Director emphasizes the role of performance measurement as a guide for improvement rather than a benchmark for every employee.

Role Play and Responses

Topic 3: Should we follow our competitors or do something quite different in recruitment?
Role Play as Israel Tobin (HR Manager)
CERA is a growing company and a growing company needs to be nurtured well. I personally
feel that having a different approach towards recruitment would definitely help the organisation
to ensure getting best possible talent as per the needs and wants of the firm. If you closely
analyse the large multinational organisation that is the likes Google or Apple you will understand
that that they have a completely customised approach towards recruiting talent for the
organisation. I prefer having a customised approach towards recruitment because I think it is
important to screen out employees who have the same mentality to move forward with strategy
and relentless hard work. I believe a candidate will only realise the objectives, mission and
vision of the company when he himself wants to grow. Hence, the idea for recruitment at CERA
is to get employees who are interested taking responsibilities on behalf of the organisation and
address the objectives effectively. Hence, the bottomline of the recruitment process of the
company would be to analyse the willingness of the candidates to take ownership capital which
is I feel an important contribution from the employees in a growing organisation. Thus, I have
developed a recruitment strategy which would help to screen the employees based not only on
their knowledge and skills but also to analyse them with reference to leadership, responsibilities
and use of power that would help to get employees as per the needs of the organisation.
Response to Israel Tobin’s Post as Mark French (Founding Director CERA)
Israel is a young and talented person and that’s what I saw when I decided to take him as the HR
manager of the organisation. So, far he has been good with the HR strategies and activities. In
this case he wants to take a different approach to recruitment which I feel is really an out of the
box thinking in this highly competitive market environment however, we do have to keep few
key aspects in mind while executing the decisions. Firstly, since CERA is a growing organisation
and I with support of the other important members of the organisation have decided to expand
the business in different areas of the country which would largely need workforce so, it has to be
kept in mind when the company is applying expansive strategies HR has to support the plans and
not hinder its movement. Implementing different approach recruitment would need significant
research and investment which the company would definitely honor but during expansion the
decision is most likely to be against this strategy (Herstad, Sandven and Ebersberger, 2015).

Secondly it is essential to understand that when the organisation already has a reliable and strong
workforce present why not use it for the new projects. It is important internal sourcing is relied
upon for the top positions because it will help the organisation to communicate the ideas and
plans accordingly especially when it comes to managers and leaders. Internal sourcing of
employees for the new areas is effective to a large extent. Organisation is not willing to invest in
the new human resource research it is important for the HR manager to understand the
organisational vision to frame the HR strategy in the best possible manner. Having extensive
experience in the field of engineering I realise that the competition is significantly high and
hence it is the employees who make the differentiation mostly between organisations so, the
organisation is willing to take the risk of new recruitment approach but only after the new setup
is up and running which not only gives time to think and analyse the market but also helps to
screen the talents properly (Serrat, 2017).

Topic 4: What should we be trying to achieve in our individual performance measurement
system?
Role Play as Rachel Amaro (Manager, Drafting Office)
Engineering is one of the most tiring jobs because of the myriad technicalities involved in it. As
an employee working with a engineering firm it becomes extremely important for a person to
constantly analyse how one fits the scheme of things of the organisation. This definitely requires
analysing the personal skills and abilities of the member. I have worked with CERA for over five
years now and I feel it is important for every individual to understand how effective he or she has
been for the organisation and what can be done to make improvements in the personal skills and
abilities whenever performance measurement system is taken into account. Being involved in the
field work for the organisation with the highly efficient drafting employees I have to be at my
best always because we are talking about lives of people here. Hence, one should always try to
find out how effective he or she has been through the individual performance measurement
system. Resilience is the attribute that should be there always while measuring individual
performance. The normal personal skill audit cannot suffice the requirement for analysing the
performance or skills of the individual hence, it is important to breakdown the performance
measurement system into Key performance indicators which largely helps to ensure everything is
moving properly for an individual or the areas which needs attention can also be effectively
identified. Hence, we should try to analyse ourselves not as individuals but as a crucial employee
for the organisation which would help us identify the professional loopholes.
Response to Rachel’s Post as Kellie Lincoln (Director, Civil Engineering)
Rachel is one of the most efficient employees this company has and her view on individual
performance system is absolutely appropriate. I would like to add something more to whatever
she has said. Individual performance measurement system mostly acts like a mirror that helps to
identify the key issues a person has professionally but it never tells to make amends which is
largely on the person following the performance system. Hence, it stands essential that an
individual looks into the performance measurement system as a guide that is likely to help him or
her to make improvements in their respective jobs but if it is taken too seriously it could largely
weaken the professional abilities and hence it should be considered as a source of encouragement

which would help to make amends in the individual performances (Nappi and Rozenfeld, 2015).
There are various strategies of analysing individual performance like 360 degree feedback,
Management by Objectives, self evaluation et cetera. These tools can analyse the overall
contribution of the employee and are not meant to affect the morale of the employees. Thus, it
could be said that these measurement tools are meant to indicate the issues for the employees that
lays a strong platform to make amends in the personal abilities and performance. The main idea
of individual performance measurement system is to analyse the position of the employees and
improve that accordingly but if it is considered extremely seriously the employees might be
demotivated with the results which CERA as an organisation or as a family would never want.
Thus, I feel it is extremely important to look at individual performance measurement system as a
guiding system to pull up the individual performance rather than making it the benchmark for
every employee which could have negative impact on the performance (Moulang, 2015). Hence,
to conclude it could be said that we should try to constantly working on bringing new attributes
to improve the performance.

References
Herstad, S.J., Sandven, T. and Ebersberger, B., 2015. Recruitment, knowledge integration and
modes of innovation. Research Policy, 44(1), pp.138-153.
Moulang, C., 2015. Performance measurement system use in generating psychological
empowerment and individual creativity. Accounting & Finance, 55(2), pp.519-544.
Nappi, V. and Rozenfeld, H., 2015. The incorporation of sustainability indicators into a
performance measurement system. Procedia CIRP, 26, pp.7-12.
Serrat, O., 2017. Harnessing creativity and innovation in the workplace. In Knowledge
Solutions (pp. 903-910). Springer, Singapore.