Human Resource Recruiting for a Product Manager
Human Resource Recruiting Process: Product Management Position
The role of the product management in many organization is very comparable to the Chief Executive Officer (CEO) as both share profit and loss, product direction and services responsibility and are required to make decisions routinely that impact the future direction of the company (Reid, 1988). Hiring a product management is therefore much like looking for a CEO, as both must have a series of unique, highly differentiated skills, traits and experiences to excel in their roles. The intent of this analysis is to define the best possible recruiting methods for product managers, provide a job description and an overview of responsibilities, determine anticipated selection ratios and identify potential selection techniques as well. Evaluating each of the selection criterion for validity is also provided in this analysis.
Assessing Recruiting Methods for Product Management Professionals
Of the many strategies organizations use to recruit professionals, the most prevalent are internal recruitment including intranet sites, job boards, and referrals from other managers and department leaders. Recruiting internally can save an organization thousands of dollars in advertising and avert thousands of dollars in lost opportunities due to work not getting done (Lin, Kleiner, 2004). Internal recruitment also is highly effective in getting a person who understands the company's culture and how the specific systems, processes and procedures work in delivering value. From the employee's standpoint this is also beneficial as many perceive the change as job enrichment (Wickramasinghe, Gamage, 2011). Companies who hire from within first, especially during time of economic uncertainly, also send a clear message to employees that their welfare and career growth is a concern of management even during challenging economic times (Wickramasinghe, Gamage, 2011).
Additional...
Human Resources Domestic and International Human Resources Adler (1990) emphasizes the importance of the international experience in the business world. The developing technologies between the time of Adler's presentation and 2004 has made this all the more prominent. When distinguishing between domestic and international human resources then, it is important to note that the one seldom goes before the other, while the domestic human resources paradigm has developed over a far longer
Human Resources A Four Section View of Human Resource Management The Traditional vs. The New The traditional view is personnel management which is a group within the organization that helps employees by seeing to their welfare and by seeking to help them perform on the job. Personnel management is involved in recruitment of individuals to fill staffing holes and to make sure that those employees have all the tools they need to be
Human Resources Over the last several years, the issue of employee compensation has been increasingly brought to the forefront. This is because globalization is requiring firms to have employees with specialized skills. In the case of the mid-level manager position, the ideal candidate must be able to meet the basic qualifications to include: a good communicator / listener, leadership, someone who can work well with others, a minimum of a four-year
Advice is given to supervisors on how to correct poor appearance and employee misconduct. In these instances, progressive guidelines and other requirements must be taken into account the completing disciplinary actions and in resolving employee grievances and appeals. Information is given to employees to encourage a better understanding of management's goals and policies. Information is also given to employees in order to assist them in improving poor performance, on
Human Resource Management Practice Certain combinations of human resource management practices lead to superior outcomes for organizations. The HR combination department is at the heart of organizational performance, productivity, turnover, profits, and market value outcomes. Employees are considered a source of non-duplicable and sustainable competitive advantage. By using the combinations in capabilities, resources, relationships and decisions presented by employees, organizations strategically position themselves thus avoiding threats and maximizing opportunities. Organizations and
Human Resources Management - Maintaining a Competitive Edge in the Corporate Marketplace Change continues to reshape the workplace. Today's HR professional is called upon to help the organization retain its competitive edge in the marketplace. Along with representing the best interests of employees, HR professionals assume the role of strategic partner, administrative expert, and change agent. HR assumes a critical role in promoting the vision and shaping the focus of the
Our semester plans gives you unlimited, unrestricted access to our entire library of resources —writing tools, guides, example essays, tutorials, class notes, and more.
Get Started Now