1.0 INTRODUCTION All companies match millions of people to millions of jobs every single day.

Besides offering jobs in virtually all fields of work, from day labor to executive, staffing companies offer scheduling and occupational flexibility, a bridge to permanent employment, choice of assignments, and training. But the main question for job seeker is, how about their value? Is there any organization would like to hire inexperienced and fresh graduates like them? How should they negotiates about monthly paid? About three quarters of temporary and contract employees move on to permanent jobs, ( Hamerman et.al, 2010). What's more, eight out of 10 businesses say that staffing firms offer a good way to find permanent employees. Whether you are new to or re-entering the work force, are between jobs, or are just looking for career growth, staffing firms can help you land the right position, ( Cable. D.M et.al, 2003). Temporary or contract assignments get your foot in the door with a staffing client, making you a prime candidate if the position becomes permanent. Or you could get a temp-to-perm gig, where you try out the job and see if it fits your skills and expectations, (Barrick. M.R et.al, 2005). Furthermore, many staffing firms recruit for permanent positions directly with the client. So if you're looking for a permanent job, don't be fooled by the antiquated notion of "temp agency." Today's staffing firms offer lots of options and opportunities. What happened if the organization accepted to work them, what will be the challenge and problem in staffing at the future? Difficult people present no problem if we pass them on the street, in the supermarket or in a building lobby. Nevertheless, when we have to work with them difficult people can become major irritants, (Barrick. M.R et.al, 2005). It seems that some people are just born to be difficult. We have all worked with them and most of us dislike them. Difficult people are easy to recognize-they show up late, leave early, don't turn their work in on time and have an excuse for every failing. Wait, there's more. These difficult people harass you and others, ask too many selfexplanatory questions, neglect details, distract you and repeatedly challenge you and others. Even worse, when they interact with customers, vendors and people lower than them on the corporate hierarchy, they can be grouchy, impolite, condescending, uninformed, misleading, inappropriate or simply wrong, (Javitch.D, 2009). Do you know anyone like this? In this report, as a human resource manager, I would love to do analysis towards all of the Profiles given in the question.

2.0 ANALISYS THE IDENTIFIED PROBLEM

Profile

Problem Apart from the profile given, workers A is actually cannot suit his self to a new

environment at new department. Or else, he just wants to sit at his own place and never had a chance to learn something new from the other department. Even though he is senior enough and well expertise, still he cannot adapt himself with the new environment, works, colleagues, managerial system and also location of works. Professionalism in his career cannot be seen through his action. Or perhaps, he can meet the manager and discuss his relocation towards another organization if the manager itself can gratitude him a consideration. According to the situation given, B is an orthodox even he is really good in implementing ICT. It is because he is new at the organization; his enthusiasm to explore about computer is still fresh and intriguing to learn more. While the oldies still dont get it. They prefer to handle letter or typing just through mechanism such like typewriter or just manually. Unfortunately, nowadays any formal correspondence needs to be done by computer to name it as an official. B is also had a problem to suit his self with a new working environment and cant handle his stress level due to work under pressure. He is still young and well knowledge in the ICT, so there is a huge chance for him to grab a new promotion from his employer. Just for the moment, he needs to change his perspective of live, and keep living on this uneasy life. For Cs situation, somehow for the good sides, it is fine if he kept jumping one to one

organization. He will get more experience and he can bargain for his salary for the other organization when the interview session. However, too much jumping within a short period will give a negative impact towards his achievement whereby probation period is still due to him. Hence there is no allowances as the permanent staff at the organization and did not grab the other permanent staffs privilege. The problem here is regarding himself which likely to change a new cloth that he felt that he not deserve for.

2.0 SUGGESTION ON POTENTIAL SOLUTION

Explore the problems

Establish goal

Generates Idea

Evaluate and Follow Up

Implement Action Plan

Select Idea

3.1 Explore the problems Research the problem personally. Armed with accurate data and examples, the manager needs to then take this person into a conference room or office--away from others--and calmly address the issue, (Barrick. M.R et.al, 2005). To begin, the manager needs to ask the employee if he is aware of any ongoing issues to determine if the difficult person is aware of the problems. If the employee is "unaware," the manager needs to describe the unacceptable behavior. The employee might interrupt to disagree or deny the existence of any issues, ( Hamerman et.al, 2010). Nevertheless, the manager needs to continue by giving clear examples of the unwanted behavior. The manager also needs to allow the employee to respond to the allegations. If the difficult employee refuses to believe that the allegations exist despite the evidence, the most the manager can hope for is an intellectual acceptance of the possibility that a problem exists. For all profile listed, all of the problem been identify. 3.2 Establish goals Help the problematic employee to get back on track by stating a benchmark or goal towards them (Javitch.D, 2009). Once the employee begins to understand that these negative behaviors are real and experienced by others in the organization, the manager or someone from human resources should begin to coach the difficult employee in

displaying more acceptable and appropriate behaviors, (Barrick. M.R et.al, 2005). The employee needs time and practice in "trying on" new, more suitable behaviors. Human Resources and the manager need to provide specific feedback to this employee on the success or failure of his efforts in minimizing the negative actions and implementing ones that are more positive. For all of the profile, goal been set as the goal are to make sure staff will stick to the company and company policy met the staff satisfaction. 3.3 Generates ideas Apart from problem listed any brainstorming idea would be welcomed from all of the Human Resources crew to settle down all three profiles problems. All idea was accepted doesnt matter how reliable, (Barrick. M.R et.al, 2005). After all idea been generates, each idea will be evaluates to make sure it is reliable. For this cases, Human Resources commonly asked the employer for go to the training, and converse personally towards Human Resources to make sure there is no understanding happen during the process. Any interference from the other party is highly not required. 3.5 Select idea After reviewing bunches of acknowledge ideas, HR team would love to pick one best solution to make sure that top management willing to do so do the marked workers also. A selected idea must be in win-win situation also. It will gives benefits towards company and also achieved the workers satisfaction. 3.5 Implement action plans After selecting an idea, a few action been taken to monitor the new comers, and all of the situation at Profile A, B and C. Monitor performance and or behavior on a regular basis as per the agreed timeframe in the improvement plan. Where necessary review the documentation ensuring that the staff member understands the plan and the possible consequences of not meeting the supervisors expectations as outlined, ( Cable. D.M et.al, 2003). Where the staff member has met the supervisors expectations, confirm this in a letter stating that the process has been completed and forward a copy to the officer who will place it on the appropriate central file. If there is not satisfactory improvement

within the agreed timeframe, provide the staff member with a written warning outlining the areas of concern and the lack of improvement, (Williamson.I.O.et.al,2003). A copy of this letter should be forwarded to the ERMS officer who will place it on the appropriate central file. is the action or actions taken as a result of moving through this process and is the outcome of the staff members failure to achieve the required standards of performance or workplace behavior and for which a penalty is deemed appropriate

3.6 Evaluate and follow up

If after a reasonable amount of time it appears that the staff member has reached the agreed expectations, then the process will come to an end. If after a reasonable amount of time it appears that satisfactory progress is not being made, discuss the case with your contact in Employee Relations and Management Services (ERMS). Reasonable amount of time will vary depending on the nature of the job and the commitment of the staff member to improving their performance or behavior, ( Cable. D.M et.al, 2003). The supervisor in conjunction with the ERMS officer will determine if its appropriate to move to other steps or continue with. Following the meeting, and preferably within five working days, provide the staff member with a letter or record of meeting confirming the matters discussed and a copy of the proposed improvement plan. The Improvement Plan should include: The areas of concern The performance and behavioral standards to be met and how these will be assessed Agreed training and development requirements The time frame for the process.

4.0 IMPLEMENTATION OF SOLUTIONS AND EVALUATION OF OUTCOMES. 4.1 Staffing solutions It is a legal placement service. Reputation for successful legal placement enables to quickly and easily identify the specific needs for company and match them with the skills of our

expert candidates, ( Hamerman et.al, 2010). A solid in-depth understanding of the practice of law combined with our ability to attract a wide variety of talented prospective employees result in successful synergized matches. Whether you are a job seeker or an employer, if you are interested in direct hire, temporary, or temp-to-perm situations, we can offer you a variety of highly cost-effective, "tried and true," and innovative staffing solutions. From the implementation of above, problem on the profile A, B and C had been settled. 4.2 Talent management solutions A talent management system (TMS) is an integrated software suite that addresses the four pillars of talent management: recruitment; performance management; learning and development; and compensation management, (Williamson.I.O.et.al, 2003). Whereas traditional HRMS and enterprise resource planning (ERP) systems focus primarily on transaction processing and the administration of basic human resources processes such as personnel administration, payroll, time management, etc., talent management systems focus on providing strategic assistance to organizations in the accomplishment of long-term enterprise goals with respect to talent, or human capital, (Barrick. M.R et.al, 2005). Talent management systems may also be referred to as or paired with an applicant tracking system (ATS) in either standalone application or as a suite of products., Talent management may be defined as the implementation of integrated strategies or systems designed to improve processes for recruiting, developing, and retaining people with the required skills and aptitude to meet current and future organizational needs, ( Hamerman et.al, 2010). With that, all of the problem at A,B and C been rectify based on this solutions because they can improve their talents and achieve the job specification.

4.3 Training

What makes a training program different from an orientation program is that it covers a much broader area. Orientation is an introduction to the organization, the job, the target population, and the community. Even if it goes on through the first few months of employment, it is only an introduction, meant to get a staff member used to her new job, ( Hamerman et.al, 2010). Training is directly related to the skills, knowledge, and strategies necessary to do a

particular job. It can include teaching staff members new skills, exposing them to unfamiliar ideas, giving them the chance to practice and get feedback on particular techniques or styles of working with people, or simply encouraging them to discuss their work with one another, (Barrick. M.R et.al, 2005). And it can, and should, be ongoing throughout a staff member's employment. A training program looks like it might involve a fair amount of work and cost some money. Does your organization really need one? The answer is yes, for a number of reasons. For new staff, there's what an obvious answer seems: a training program is necessary so they can start their jobs with some idea of what they're supposed to do and how to do it. But there are a number of other ways in which a training program can help new staff members. It shows them that the organization is serious about what it does, and therefore encourages them to be serious about it, too, (Javitch.D, 2009). It makes them feel that the organization is supportive of them. Having the proper training boosts their confidence in their ability to do their jobs. A training program can help to convince new staff members of the value of the organization's philosophy and methods, ( Cable. D.M et.al, 2003). It enlists them as "regulars" in the organization by giving them a vocabulary and way of looking at their work similar to those of others in the organization. It shortens the time needed for them to become competent at their jobs. It reduces their need to ask other staff for advice or information, and thus increases their independence and decreases the drain on other staff members. It greatly diminishes the chance that they'll make mistakes that cost the organization in prestige, public relations, credibility, lawsuits, or money. At Malaysia also, UEM (United Engineer of Malaysia) Builders also conduct a trainee program named Youth Executive Scheme (YES) to enroll a new comers around one year and after that will be as temporary workers. This training suitable for all profile given at the middle of the discussion. With this training also, workers at situation A, B and C also will be encourage to do their job and problem solved. 4.4 Development Professional development refers to skills and knowledge attained for both personal development and career advancement, ( Cable. D.M et.al, 2003). Professional development encompasses all types of facilitated learning opportunities, ranging from college degrees to formal coursework, conferences and informal learning opportunities situated in practice. It

has been described as intensive and collaborative, ideally incorporating an evaluative stage. There are a variety of approaches to professional development, including consultation, coaching, communities of practice, lesson study, mentoring, reflective supervision and technical assistance. Case Study Method - The case method is a teaching approach that consists in presenting the students with a case, putting them in the role of a decision maker facing a problem

Consultation - to assist an individual or group of individuals to clarify and address immediate concerns by following a systematic problem-solving process.

Coaching - to enhance a persons competencies in a specific skill area by providing a process of observation, reflection, and action.

Communities of Practice - to improve professional practice by engaging in shared inquiry and learning with people who have a common goal

Lesson Study - to solve practical dilemmas related to intervention or instruction through participation with other professionals in systematically examining practice

Mentoring - to promote an individuals awareness and refinement of his or her own professional development by providing and recommending structured opportunities for reflection and observation

Reflective Supervision - to support, develop, and ultimately evaluate the performance of employees through a process of inquiry that encourages their understanding and articulation of the rationale for their own practices

Technical Assistance - to assist individuals and their organization to improve by offering resources and information, supporting networking and change efforts.

(Javitch.D, 2009) For problem A, B and C a professional development is a broad term, encompassing a range of people, interests and approaches towards them. Those who engage in professional development share a common purpose of enhancing their ability to do their work. At the heart of professional development is the individual's interest in lifelong learning and increasing their own skills and knowledge, (Barrick. M.R et.al, 2005). They will expand their quality after all.

5.0 RECOMMENDATIONS 5.1 Find a particular detail during interview session During interview session when initial stage, please do ask question that really helps such as willingness to relocated or willingness to works under pressure or over time to make sure there is no excuses when company upholding a huge tender then the workers not willing to works over time.

5.2 Designation of Human Resources Manager did not allow influencing top manager. As we all know that HR department is well known close to the Managing Director. We do alarm that scope of works of HR are only to consult the top manager in order to handle their staff and not been shadowed by private stuff or dispute between the HR and the marked staff. Most of the HR team is well expertise to that so. It is to ensure the cleanness in the staffing process also.

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6.0 REFERENCES Barrick, M. R., Parks, L., & Mount, M. K. 2005. Self-monitoring as a moderator of the relationships between personality traits and performance. Personnel Psychology, 58: 745-768 Cable, D. M., & Turban, D. B. 2003. The value of organizational reputation in the recruitment context: A brandequity perspective. Journal of Applied Social Psychology, 33: 2244-2266 Javitch.D (2009) 5 Steps to Deal with Difficult Employees, Ignoring a problematic staffer could jeopardize the success of the entire organization.

Paul D. Hamerman, Claire Schooley, (2010) HRM Solutions: Traditional Models Clash With Next-Generation Processes And Technology. Williamson, I. O., Lepak, D. P., & King, J. 2003. The effect of company recruitment Web site orientation on individuals perceptions of organizational attractiveness. Journal of Vocational Behavior, 63: 242-263.