Introduction
The current position of a Customer Service Representative is needed to ensure the retail company realizes its goals. However, it will be appropriate to examine the nature of the job, skills, knowledge, experience, and abilities required to ensure the position reflects the expectations and workload at the company (Weeks, 2013). Before recruiting and selecting the right candidate to take up this critical role, it would be suitable to conduct a job analysis and measure the level of performance.
Job Analysis
Several job analysis procedures can be used to understand the unique attributes of the targeted position. The first method is the use of interviews. This method will be used to collect adequate information from different employees and customers in the company (Saif et al., 2013). This approach will present both pros and cons. The main advantage is that the process is simple and easy to complete. The second one is that the individuals will describe the unique attributes of the job that might not be visible. However, the method is disadvantageous because the interviewees might exaggerate or present inadequate information.
The second method is observation. This approach will make it easier for the HR manager to observe individuals in the company and understand the unique attributes associated with the job. The manager can benchmark to identify the roles of individuals in similar positions. This method is advantageous because it helps the manager to get accurate information. Job analysts will be able to understand the tools, skills, and complexities associated with this position (Ekwoaba & Ikeije, 2015). The main disadvantage is that a new position is being introduced in the firm. This means that the HR manager might not be able to acquire adequate information using the approach.
The third strategy that can be embraced by the company is that of a questionnaire. This method entails the use of a questionnaire to measure the characteristics of a given position. The questionnaire can be customized depending on the targeted aspects of the position. A professional form such as the Position Analysis Questionnaire (PAQ) can be used to collect the intended information. This method is advantageous because it presents most of the targeted data and information (Karikari, Boateng, & Ocansey, 2015). Issues such as job context, work output, input, and relationship with different employees will be captured. The outstanding disadvantage is that the approach is tedious. Another disadvantage is that misleading data or information can be captured using the questionnaire.
The recommended job analysis suitable for this position is the use of interviews. Several attributes can be used by the firm to support this decision. The first one is that the firm is small in size. The HR manager will be able to understand the needs of the customers and the workers. The interviewees will be willing to present useful information that can be used to make the final decision (Ekwoaba & Ikeije, 2015). Several interviewees (customers and workers) will ensure the attributes of the position are clearly understood. The approach will also consume less time and financial resources.
Job Design
The small retail company stands a chance to benefit from the concept of job design. This approach will ensure the employees at the firm are empowered and guided to deliver the targeted business goals. There are four unique approaches to job design that can be embraced at the company. These include job engineering, job rotation, job enrichment, and job enlargement (Saif et al., 2013). The two approaches to job design appropriate for this firm is job enrichment and job rotation.
These two job design methods might make it easier for the organization to achieve the targeted goals. However, job design strategies might attract various challenges. To begin with, the use of job rotation will ensure the firm is forced to incur numerous training costs and expenses (Nalla & Varalaxmi, 2014). The second challenge is that work disruptions will emerge and eventually affect business performance.
Several challenges will also be encountered when using job enrichment in the company. The first outstanding challenge is that the process will force the firm to incur numerous expenses (Ekwoaba & Ikeije, 2015). The second challenge is that some employees might be against the change. This challenge will affect the firm’s performance.
The use of job rotation will ensure the company moves some employees from a specific position to another. The main objective will be to add value and promote job efficiency. The rotation process can make it easier for the firm to attract more professional depending on the existing vacancies. This approach has some advantages such as employee empowerment, flexibility, increased work-life balance, and reduced boredom (Nalla & Varalaxmi, 2014). Unfortunately, the process can attract disruptions and opposition from the workers.
Job enrichment will make it easier for the workers to become motivated. The sources of job motivation will ensure the job becomes more rewarding. One of the advantages of this approach is that individuals will feel empowered and maximize performance. Decisions will be made much faster. The main approaches that can be used include providing feedback, improving working conditions, offering training, and increasing salaries (Nalla & Varalaxmi, 2014). The main disadvantage is that the expenses might be out of reach for this small firm.
Strategies to Attract and Select Qualified Applicants
The four approaches to job design can be used to attract the right candidates who have the potential to improve the level of organizational performance (Karikari et al., 2015). Each of the four approaches to job design will present powerful concepts that can be used to get the right individual who can drive performance (Ekwoaba & Ikeije, 2015). The best strategies for attracting and selecting competent applicants are presented below.
Creating a Target Recruitment Plan
The company should implement a powerful recruitment process. The plan will begin by outlining the goals of the company and job requirements. The competencies and skills of the potential candidates will be communicated to the employees at the company. The workers in the company should be updated about the process periodically. The HR manager will go further to guide the workers and other potential candidates (Weeks, 2013).
Surveys and analyses should be considered to strengthen the recruitment process. The approaches to job design such as job rotation, enrichment, engineering, and enlargement will be considered depending on the skills of the candidates who show interest in the position.
Several reasons explain why this strategy will be effective. The approach will make it easier for the HR manager to identify how the candidates can be empowered to meet the needs of the position. The process will be cheaper and deliver results much faster (Nalla & Varalaxmi, 2014). The employees will be informed and updated continuously to support the hiring process.
Branding Recruitment
This process is usually complex but sustainable. The strategy will entail the creation of a powerful culture that is attractive to more potential candidates. The firm’s reputable brand name will encourage more employees and outsiders to show interest. The company can create the best environment and offer adequate support to its current workers (Saif et al., 2013). This approach will reduce the level of employee turnover and encourage more workers to take up new roles at the company. The approach will ensure the company engages in job rotation, job enlargement, job enrichment, and job engineering (Weeks, 2013). These job design approaches will be used if the right candidate is working at the company.
This strategy will be effective because it is sustainable. The approach will create a positive image and make it easier for more people to apply for the new position. The strategy will also attract more workers, minimize challenges through continuous job enrichment, and promote performance. The approach will guide the firm to create the best environment for continuous support (Karikari et al., 2015). The new Customer Service Representative will be supported to ensure the goals of the company are realized promptly.
Measuring Performance
The successful candidate will be required to take up the Customer Service Representative. This position will play a positive role and make the company successful. The candidate should be monitored to ensure the goals of the company are realized promptly (Suthar, Chakravarthi, & Pradhan, 2014). This is the reason why several initiatives will be needed to measure the professional’s performance.
The first approach that can be used is conducting a client survey. The performance of the Customer Service Representative will be gauged by the customers or clients. The followers and customers will be targeted by this method. This approach is appropriate because the consequences of ineffective performance “will manifest themselves like services available to the customers” (Suthar et al., 2014, p. 169). The experiences of different followers and customers will make it easier for the company to understand how the professional focus on the firm’s goals.
The second method that would be appropriate for this position is the use of quality standards. The method will be used to measure the quality of service delivery to the customers. The HR manager should consider issues such as the level of motivation, performance of followers, and achievement of the targeted objectives (Nalla & Varalaxmi, 2014). This method is appropriate because the quality of the services rendered will reflect the effectiveness and performance of every Customer Service Representative. The obtained information will be used to determine the next cause of action that can boost performance.
The third approach focuses on the use of random checks. These checks will be conducted periodically and without notice. Such checks will monitor the professional’s best practices, service delivery, and personal representation. The reviews will be aimed at analyzing the employee’s commitment to the firm’s business model (Suthar et al., 2014). This approach is relevant because it will pinpoint specific gaps and malpractices that might affect performance.
References
Ekwoaba, J., & Ikeije, U. (2015). The impact of recruitment and selection criteria on organizational performance. Global Journal of Human Resource Management, 3(2), 22-33. Web.
Karikari, A., Boateng, P., & Ocansey, E. (2015). The role of human resource information system in the process of manpower activities. American Journal of Industrial and Business Management, 5(1), 424-431. Web.
Nalla, B., & Varalaxmi, P. (2014). Human resource management practices in organized retailing: A study of select retailers. International Journal of Business and Administration Research Review, 1(2), 63-74. Web.
Saif, N., Khan, M., Rehman, K., Rehman, S., Rehman, Z., Nawa, T., & Naqeeb, M. (2013). Competency based job analysis. International Journal of Academic Research in Accounting, Finance and Management Sciences, 3(1), 105-111. Web.
Suthar, B., Chakravarthi, L., & Pradhan, S. (2014). Impacts on job analysis on organizational performance: An inquiry on Indian public sector enterprises. Procedia Economics and Finance, 11(1), 166-181. Web.
Weeks, K. (2013). An analysis of human resource information systems impact on employees. Journal of Management Policy and Practice, 14(3), 35-49. Web.
