1.0. Job Interview Process
The writer as the director of HR Department of Fortune Marketing will divide the job interview process into traditionally defined stages. First of all, there will be the process of screening the CVs followed by a screening interview, which will lead to the short-listing suitable candidates based on criteria of eligibility. Then, there will be the first interview wherein candidates will be asked in-depth questions regarding their areas of expertise, skills, education, and relevant experience. Based on the results of the first interview, candidates will be selected for the psychological test. A psychological test will further narrow down the pool of candidates, and those who qualify for the next level will be called for the second interview. At this stage, interviewees will be made meet with other employees and senior members of the staff. During the second interview, there will be the process of bargaining for salary. Finally, ideal candidates with the reasonable bid will be selected for the advertised vacant positions.
Two laws to be discussed with regard to recruitment include American with Disabilities Act, and the Family Medical Leave Act (Dessler, 2000; Guerin & DelPo, 2006). Clearly, defined terms and conditions in the job contract show that the organization legally avoids these acts. Disables cannot be considered suitable for the marketing of real estate projects which requires traveling and lots of physical activities (Dessler, 2000; Guerin & DelPo, 2006). By the same token, the company’s cost-reduction policy cannot be justified by compliance with FMLA, as the company cannot afford prolonged unpaid leaves. The absence of one or two members of a marketing team can cause the whole project to fail. Therefore, will be fixed maximum paid leaves for each employee instead.
2.0. Building Relationship with Unconventional Workforce
The organization’s decision to hire unconventional employees can create certain issues with regard to relationship building. For example, temporary employees are not likely to hold the same level of respect for the long term objectives of an organization as permanent members in the workforce do. Therefore, it will be challenging for Human Resource Management to make them follow the organization’s vision. By the same token, independent contractors may not understand the nature of projects and key organizational objectives of Fortune Marketing relating to those projects (Dessler, 2000). Key issues in determining the relationship with each category of workers can be summarized as follows:
For Independent Contractors
Difficulties in making them understand the true requirements of a running project.
Disputes among contractors and senior team members.
Misalignment between contractors’ objectives and organizational goals.
For Temporary Workers
Lack of motivation.
Misalignment with long term objectives of the organization.
Lack of understanding of the level of a training session at which they join the team.
In the first place, there is Fair Labor Act determining the minimum benefits for labor in the United States. These benefits will allow the employer i.e. Fortune Marketing to build a good contractual relationship with employees.
Secondly, there is At-will Employment law helping the organization keep the employees engaged in the assigned activities and ensure the compliance with the standards of minimum quality. They will be in a constant fear of losing their position in the event of negligence shown towards the tasks assigned. It will boost their attention and level of engagement.
3.0. Diversity Management
Fortune Marketing aims to promote diversity for which the HR management at the company will employ every possible strategy and tactic. The management at Fortune Marketing truly realizes the benefits of shared responsibility based on diversity among the workforce. For this purpose, the HR processes are designed in a way that ensures state of the art compliance with affirmative action. Here, it is important to mention that affirmative action extends to two basic dimensions including the avoidance of glass ceiling and the avoidance of reverse discrimination (Dessler, 2000).
Apple and Coca-Cola are two of the most evident examples of the success of promoting and managing diversity. Both of these companies rely heavily on employee productivity based on diversity. Here, it is also worth mentioning that diversity is integrated into the vision of both these organizations and respect for individuals irrespective of their ethnicities is a part of their core values (The Guardian, 2016; Diversity Journal, 2016). Success stories of these giant industry players set the benchmark for others in terms of utilizing the diversity management.
References
Dessler, G. (2000). Human resource management. Upper Saddle River, NJ: Prentice Hall.
Diversity Journal. (2016). Diversity is Everybody’s Business. Retrieved January 11, 2017, from http://www.diversityjournal.com/12148-diversity-everybodys-business/
Guerin, L., & DelPo, A. (2006). The essential guide to federal employment laws. Berkeley, CA: Nolo.
The Guardian. (2016). Apple reports improving racial and gender diversity among employees. Retrieved January 11, 2017, from https://www.theguardian.com/technology/2016/aug/03/apple-diversity-report-race-gender-facebook-google
