Staffing philosophy recognized at Chicago Food and Beverage Company
Chicago Food and Beverage Company is an American multinational company that strives to hire employees capable of leading the firm to national and international success as it has subsidiaries located in North America, Asia, and Europe (“The Chicago Food and Beverage Company”). Therefore, it hires employees skilled and experienced to implement new organizational strategies guarantying business growth and development. Based on Paul’s history as an employee at the firm, it is evident the company’s staffing philosophy is based on the notion of directly hiring employees to provide them with training as they gain experience. For example, it is evident that Paul was hired after earning his bachelor’s degree. Thus, Chicago Food and Beverage Company relied on the direct hire staffing philosophy by focusing on employees’ qualifications based on education achievements.
This staffing philosophy requires the human resource manager to evaluate the job requirements to develop a job description that can best promote the position of the company in the market. The employees should prove that their qualifications are in line with the job requirements and descriptions. However, this philosophy relies on a process sourcing qualified candidates by posting and advertising the jobs before directly recruiting active and passive candidates. The staffing philosophy also requires potential candidates to undergo screening. They have to be interviewed, and their skills tested to affirm they are qualified to meet and fulfill the job requirements. Consequently, references and background checks have to be conducted (Sultana, & Razi, 2012).
For a multinational company like Chicago Food and Beverage, it ought to conduct drug tests before negotiating job offers with the potential candidates. Ultimately, this process of staffing can take a long period and consume the organization’s resources. However, it guarantees that the hired employees are skilled, qualified, and experienced to meet and fulfill the job requirements (Sultana, & Razi, 2012).
Relying on this philosophy of staffing played a vital role in Chicago Food and Beverage Company in hiring Paul. His bachelor’s degree in marketing from Cornell University prompted the human resource to hire him to undertake the role of being a product vice manager in the firm’s marketing department in New York (“The Chicago Food and Beverage Company”). Thus, the company acknowledged that the process of hiring and training employees could be cumbersome and expensive. As a result, it relied on the ‘right to stuff’ contracting of employing staffing philosophy. It prompted Allan Roger to hire back Paul even after he had left the company to pursue his Master studies in Business Administration in international management at Harvard Business School on a full-time basis. Paul’s past work experience coupled with education achievements had affirmed he is skilled and knowledgeable hence, qualified to work in a managerial position at the company.
How to organize the recruitment and selection of the right candidate
Paul was hired as a manager in Vietnam after returning to Chicago Food and Beverage Company and working as the general manager in Chicago for two weeks. His international experience was based on the one year he had worked in Oxford, Great Britain as an exchange student. His other qualifications included educational excellence and employee experience having previously worked in the company before pursuing his Master in Business studies full-time (“The Chicago Food and Beverage Company”). The process of recruiting and selecting the right candidate to manage the Vietnam office, however, was not thorough. Allan relied on his power as an employee in the company to influence how Paul can attain his career goals in the firm without considering the candidate’s qualifications to work oversees.
I would have relied on a different process of recruiting and selecting a candidate to fill the expatriate managing director position of Chicago Food and Beverage Company at the Haiphong, Vietnam. It is evident that filling the managerial position in Vietnam was urgent as the previous candidate had to return and seek medical help in the United States. Thus, the demand to fill the managerial position was high. The right candidate had to be identified by evaluating potential’s qualifications before offering pre-training for the new manager to fit in. The right process of organizing, recruiting and selecting the right candidate to fill the managerial position in Vietnam should have involved the following steps.
Foremost, the need to hire the candidate was already identified as the position was vacant. Human resource manager should have affirmed that current employees were properly utilized based on their skills and talents. The process of hiring a new employee should have been evaluated to determine if business growth would be affected. A thorough job analysis concertning the position’s essential functions and key performance criteria should have also been conducted. Writing the job description and specifications based on the job analysis is also vital. Consequently, the salary of the job position should have been determined based on the firm’s internal and external equity. This would have prompted the human resource manager to decide the recruitment techniques to apply and the time frame to affirm the newly qualified candidate is suitable for the position. Further considerations including checking the candidate’s expatriation experience should have been undertaken (Anyim, 2012). I would have applied these measures to evaluate if Paul was the most suitable candidate to fill the unexpectedly managerial position in Vietnam.
How well Paul was prepared for his expatriation
tTo be an excellent expatriate, the following measures ought to be fulfilled. Foremost, the employee and company should carefully consider current market situations and opportunities. The two parties should also evaluate the added value of the new nation and its knowledge in a business field. The local savoir-faire and experiences that can be adopted by the company should also be identified in line with the expatriate’s profile, expectations, and specializations (Djordjevic, 2014).
It is also important for the expatriate’s attitude to be evaluated as some employees can be too worried about the new international challenges they are likely to face hindering them to fulfill their responsibilities. For example, some employees lose touch with parent companies as they do not receive adequate cultural awareness and training to support their efforts as expatriates. This challenge often prompts such employees to fail to acknowledge and to pursue the benefits associated with international assignments bringing personal and professional growth and development (Djordjevic, 2014).
Concerning Paul, he was not properly prepared as the company did not actively present him with positive opportunities and advantages associated with the expatriation. For example, the company did not highlight the potential career progression Paul would attain to help him in avoiding creating mistrust and misunderstandings with the expatriate position in Vietnam. Although Paul was ready to discover new people, cultures, and languages, he was not properly prepared to develop his professional skills leading to future promotion. He believed being the manager in Vietnam was a confirmation he had attained career growth (“The Chicago Food and Beverage Company”).
Therefore, Paul developed a strong will and desire to utilize a new organizational strategy based on his new expatriate managerial position in attempts to attain more personal and professional growth. However, this led Paul to stagnate which frustrated him as he was neither motivated. As a result, he felt his new organizational strategy neither helped him to produce the expected results nor improved the company as revenues were declining. More so, levels of motivation among the workers were declining to lead to a lack of cooperation with local management. Paul was ill-prepared to be an expatriate as he lacked the experience required to work in a new international business locale as he could not understand, relate, and adopt the new economic, political, and cultural settings in Vietnam.
References
“The Chicago Food and Beverage Company.”
Anyim, C. F. (2012). The role of human resource planning in recruitment and selection process. British Journal of Humanities and Social Sciences, 6(2), 68-78
Djordjevic, B. (2014). The challenges of international assignments. International Journal of Human Resource Management, 1(2), 121-136.
Sultana, N., & Razi, A. (2012). Is recruitment and staffing decision crucial to success? Global Journal of Management and Business Research, 12(20).
