Social Research: Analyzing CERA's Recruitment and Performance

This discussion board post presents a social research analysis of CERA, a hypothetical organization. The assignment is divided into two parts, each focusing on a different character's perspective. Part A, by Israel Tobin, addresses the question of whether CERA should follow competitors' recruitment strategies or adopt a different approach, advocating for a focus on individual skills, experience, and diversity management. Tobin suggests evaluating CERA's recruitment processes before comparing them to competitors and emphasizes the importance of attracting innovative talent. Part B, by Susumu Takada, discusses what CERA should aim to achieve in its individual performance measurement system, highlighting the importance of employee productivity and self-monitoring. Takada suggests making employees aware of their behavior and providing them with tools to monitor and improve their performance, fostering self-innovation. Both characters engage in replies, further elaborating on their ideas and supporting the integration of the proposed strategies within CERA's organizational framework. The discussion highlights the significance of a diverse workforce, effective recruitment strategies, and individual performance measurement in achieving organizational goals.

Running head: SOCIAL RESEARCH
Social Research
Name of the Student
Name of the University
Author Note

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Table of Contents
Part A: Character 1 (Israel Tobin)..........................................................................................2
“Should CERA follow their competitors or do something quite different in recruitment?
(Why or why not?)”...........................................................................................................2
Reply to the first post.........................................................................................................3
Part B: Character 2 (Susumu Takada)....................................................................................4
“What should we be trying to achieve in our individual performance measurement
system?”.............................................................................................................................4
Reply to the second post....................................................................................................5
References..................................................................................................................................7

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Part A: Character 1 (Israel Tobin)
“Should CERA follow their competitors or do something quite different in recruitment?
(Why or why not?)”
I believe that every selection process should involve proper process for recognising all
the abilities of a person being recruited. For this, it is substantiating that all the previous
experiences of the person are taken into account as well as how the person is knowledgeable
and skilful should also be justified. This can even include the potential that the company can
find in the person and also how the person is willing to satisfy the organisation with their
knowledge and skills should also be justified. Right the point of time when the person is
being recruited in an organisation all the qualities should be checked.
It would be a much-identified strategy within the organisation to make sure that all the
people from different cultural backgrounds join the organisation to make it a better
recruitment strategy for inviting a broader talent pool. This ensures that the organisation has
diverse set of perspectives towards viewing any sort of situation. The diversity management
is one suggestion that I can make in this respect as a recruitment strategy. The selection
process can also utilise the perspective with very diversities for creating vacancies for both
the external candidates and internal candidates through a diverse viewpoint. I can also expect
that having a diversity of recruitment processes as a strategy would also invent the
arrangement of the entire diversified selection panel. This would help in creating trust in the
company for the candidates. It would also help in in attracting the candidates who have
innovative minds. Therefore, I believe, that this would be an innovative recruitment strategy
if implemented for analysing our own recruitment strategies before completing with any other
company and their recruitment strategies. Without being competitive and trying to lure
candidates from our competitors, we should look about strategizing and improving our own

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recruitment and selection procedures to make sure that we find out the best employees
possible rather than leaving out people from other organisations.
Reply to the first post
I would take great pleasure in agreeing with his ideas, since I see that it has a potential
of developing our recruitment policy at such a rate that would not focus at the competition
while hiring candidates from our competitions but the recruitment strategy would help in
selecting the best possible people for our own organisation who would be innovative,
knowledgeable and skilful enough (Gerxhani & Koster, 2015). For this I would like to add
that diversity management is one of the most important phases of recruitment strategy and the
recruitment strategy is also regarded as one of the primary points of an organisation. the
responsibility that the Human Resource Department has is one of the most difficult
responsibilities of the organisation when it comes to decision making. The hiring of a
candidate is also a part of the process of decision making, which highest the best possible
candidate from a huge number of aspiring ones. They would understand that we accept talent
based on the knowledge ability and the skills of a person and it is not dependent on the
characteristic of cultural background of the person.
I also agree on analysing our recruitment policy and designing it in a new way to
make sure that the strategies that we have adopted our implemented at the best way possible.
I would also like to propose that our organisation understands that issues of diversified
recruitment strategy and selection process you understand how the organisation can have a
much innovative and smarter recruitment strategy for making sure that the organisation of
CERA reaches all its targeted goals. This is understandably and arguably believed that the
most important stage in a business organisation from the point of view of and human resource
administrator. The hiring process means including of people who are skilful and

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knowledgeable enough to the organisation and this is why the organisation would gain
valuable human resources (Harding, 2017). Workforce is regarded as one of the most
important assets of an organisation and this is the way to recruit the most valuable and what
the candidates out of the aspiring wants for CERA.
Part B: Character 2 (Susumu Takada)
“What should we be trying to achieve in our individual performance measurement
system?”
Productivity of the employees is the most important thing that is expected from an
employee by an organization. Since, we have been trying to implement all the ideations of the
cultural diversity inclusion within an organization, we have also been focusing on the phases
in which the implementations within the organization can influence a better productivity out
of the employees concerning to all the shared factors within the organization. Therefore, the
organization should think about making the employees be aware of the situation that the
employees would face very often and at the same time that would help in making the
employees go through a measurement system that would help in maintaining the individual
performances of the employees.
I believe that the people working within the organization should be made aware about
the productivity and the occurrences of direct behaviour. With this idea, the people can
implement the thinking to monitor their own performance. I believe that a person can analyse
their performances well more than anybody else. This makes them have a clear idea about
how they should be proceeding with their diagnosis of their own problems and support their
own innovations themselves. I also suggest the employees should start to implement their
own ideas while they have been trying to make sure that their involvement and productivity
within the organization has been presenting them with the ability of self-innovating. With the

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help of enabling the employees with the idea to making themselves be able to handle the
monitoring of their own work, they would also be enabled to make sure that their continuous
improvement may make them innovate their way of working for the betterment of the
organization as well.
Reply to the second post
In reply of enabling the ideas in the organization to make the employees analysing
and monitoring their own productivity, I would like to appreciate the idea and would want to
add the fact that the thought of implementing these strategies would be absolutely beneficial
for the organization of CERA as well. Having a diversified cultural working environment
within the organization may make some of the employees still be coming up with their
communication skills, which may later affect their own productivity (Bogers, Foss &
Lyngsie, 2018). Therefore, if they are made aware about the fact that they can justify and
monitor their own skills and productivity in the organization, they would be having a better
idea about the productivity that the organization is expecting from each of them and making
sure how far or how exceeded are they from the expectations.
I also understand the purpose behind the implementation of these strategies and I
understand the importance of this evaluation. I believe that the way by which this idea can be
justified is based upon the deterministic behaviour behind the productivity of an employee. I
completely agree to the fact that if these individual monitoring results are formed as the base
of calculating the gross outputs of the employees within the organization, it would ensure a
better idea about the organization and make sure that the monitoring of the performances are
made in the correct way (Greer, Lusch & Hitt, 2017). The aggregated figures and the
measurement of the employee performances would be extremely easy this way. We would

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also be easy to apply all the generic ideas about the employee ideas and make sure that the
extra monetary appraisals are done in the most appropriate and accurate way possible.

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References
Bogers, M., Foss, N. J., & Lyngsie, J. (2018). The “human side” of open innovation: The role
of employee diversity in firm-level openness. Research Policy, 47(1), 218-231.
Gerxhani, K. & Koster, F. (2015). " Making the right move. Investigating employers'
recruitment strategies". Personnel review, vol. 44 Issue:5, pp. 781-800.
Greer, C. R., Lusch, R. F., & Hitt, M. A. (2017). A service perspective for human capital
resources: A critical base for strategy implementation. Academy of Management
Perspectives, 31(2), 137-158.
Harding, S. (2017). MBA management models. Routledge.