REASONS FOR HIRING

SMARTER PEOPLE

In fulfillment of the requirements on

Ethics & Accountability in Public Service

Submitted by:
Shieryl V. Gavanes
MPA-1

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 Table of Contents

1. Outline

Introduction ………………………………………………………3

1. Nature & Scope of Hiring Smarter People………….4

The importance of Human Resource Management
Human Resource Planning………………………….5
Recruiting
The Purpose of Recruiting
Strategies for effective Recruiting and Selection…..6
Selecting Employees ……………………………….7
The interview……………………………………….8

2. Different Kinds of People in the Workplace………………………..9

3. Why Hire Smarter People?................................................................11

4. Characteristics/Elements/Components/Attitude of Smarter

People……………………………………………………………..12

5. Summary …………………………………………………………..17

6. Bibliography ………………………………………………………18

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INTRODUCTION

Most of today’s businesses focus more on human assets rather than physical assets. An
organization can be readily purchase equipment, manufacturing facilities, and most technologies,
but the human talent are much hard to come by. Candidates who are able add value to their
clients’ businesses shows the ability of a good recruitment company in searching talents.
Human Resources may set strategies and develop policies, standards, systems, and
processes that implement these strategies in a whole range of areas such as recruitment and
selection.
It is a difficult task for organizations to search, recruit, and select talented people in
today’s tight labor market. As there are fewer qualified talents available, the competition is
intensifying. This shortage leads to absolutely essential for organizations to conduct effective
recruitment, selection, and retain quality talents.
What is more is that acquiring the right talent is becoming an increasingly complex and
challenging activity. Recruiting has always been a stitch in the side of company productivity. It
is expensive. It is time consuming. Even though study after study shows the high cost of
employee turnover in time, money, and lost productivity recruiting has continued to often be
rushed and superficial. When the rubber hits the road, managers often just want a warm body.
.
NATURE AND SCOPE OF HIRING SMARTER PEOPLE

Human resource management (HRM) includes activities that activities that first forecast
the number and type of employees an organization will need and then find develop employees
with necessary skills. For example, human resource planning, recruiting, and selecting are
programs concerned with bringing the appropriate individuals into the organization. Orientation
and training programs develop the skills required by employees to carry out the work of the
company.

Performance appraisal evaluates work accomplishments, while compensation can reward

those who perform at high levels. The primary reason is to ensure a sufficient number of
employees who have the appropriate skills to meet the organization’s needs. If these HR

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programs are appropriately designed and implemented, the organization will have an efficient
work force that serves as a primary strength in competitive markets.

THE IMPORTANCE OF HUMAN RESOURCE MANAGEMENT

Organizations use HRM programs to make work-related decisions about employees.

These decisions have become increasingly important to companies in recent years for several
reasons, the most important of which is that industries have become more and more competitive,
and many face foreign competitors that have low labor costs. Companies with relatively high
labor costs can compete by having well-skilled employees who are rewarded for high
performance. HRM addresses these issues.

HUMAN RESOURCE PLANNING

Human resource planning involves forecasting the organizations future demand for
employees, forecasting the future supply of employees within the organization, and designing
programs to correct the discrepancy between the two. It serves the same purpose for human
resource management as strategic planning does for other management activities. The purpose of
human resource planning is to ensure that, in the future, the firm has enough employees with the
appropriate skills so that it can accomplish its long –term goals.

RECRUITING

Recruiting is the process of attracting potential new employees to the organization, this
HR program is closely related to selection/hiring, which we will discuss next, because it supplies
a pool of qualified applicants from which the organization can choose those best suited for its
needs. Most job opening are filled with people from within the organization, and entry-level
positions are the most likely to be filled by external sources. Methods of external recruiting
include job posting, skills inventories, job bidding, and referrals.

THE PURPOSE OF RECRUITING

Recruiting serves three purposes. The first is to provide enough applicants from which to
select future employees. If there are too few applicants, the company’s chances of hiring the best
employees will be limited. Generally, selection specialists think that five to ten applicants for

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each available position is appropriate. This number is small enough to process easily and yet
should provide a large enough pool to identify potentially excellent employees.

The second purpose, really an extension of the first, is to at least minimally qualified
applicants. It does little good to have a number of applicants if most are not suited for the open
positions. The processing of such applicants wastes time and resources.

The third purpose of recruiting is to attract a demographically and culturally diverse

applicant pool. For example, it is difficult to achieve a diverse work force in the organization if
the recruitment process uses sources such as schools, media, mailing lists that are dominated by
one or few demographic groups. The “Dynamics of Diversity” box describes Nike’s efforts to
achieve a diverse work force.

Strategies for Effective Recruiting and Selection

The organization’s strategy can affect the recruiting and selection process. In general,
organizations with different strategies should recruit different types of individuals for
employment.

Organizations in a retrenchment mode have shed all but their most stable and productive
products and services, narrowing their focus. As a result of their narrow focus, these types of
organizations seldom make major changes in their technology, structure, or methods of
operation. The devote most of their attention to improving efficiency. Firms in this mode would
emphasize “making” employees rather than “buying” highly trained or educated employees, thus
little recruiting is done above the entry level, and selection is based on weeding out undesirable
or unqualified applicants. To make sure the employees retained are experts, firms in a
retrenchment mode might emphasize training their employees. Thus new hires might be given
trainability tests or intelligence or aptitude tests to identify those individuals most likely to learn
from training.

Organizations in a growth mode search for product and market opportunities and
experiment with responses to emerging environmental trends. Often, these types of organizations
create change and uncertainty to which competing organizations must respond. Growth firms
emphasize “buying” their employees rather than “making” the employees through elaborate

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training programs. Recruiting methods are sophisticated at all levels of the hierarchy, and efforts
are focused on identifying appropriate skills and acquiring qualified individuals. Given the
emphasis on “buying” employees, training programs are limited. Thus growth firm might prefer
to use work sample tests as a selection device.

The organizational strategy not only affects a firm’s recruiting approaches and selection
criteria but also affects which attitudes and personality traits are seen as the best match or “fit”
between the applicant and the organization. For example, employees with a need for risk taking
and a high tolerance for change and ambiguity would be well suited in an organization with a
growth strategy. Conversely, an employee with a need for structure and a low tolerance for
change and ambiguity might be better suited in an organization with a retrenchment strategy.

Generally, organizations can recruit internally from those already employed by the
organization, or source from the external labor market. A policy of internal recruiting is one
component of high-performance work systems and companies that practice internal recruiting are
more likely to be successful financially than companies that rely on external recruiting for top
talent. This is because internal recruiting is cost effective compared to external recruitment and is
considered to enhance organizational commitment and job satisfaction, which lead to lower
employee turnover rates and higher productivity.
Among the external recruitment sources, a study conducted by Lockwood and Ansari
(1999) on recruiting scarce IT talent, identified a list of successful recruiting practices in
descending order from most to least successful. These were: employee referral programs;
dedicated information technology recruiters; speed hiring; local print and radio advertising;
company Web sites with employment opportunities pages; college recruiting and job fairs.
College recruiting is especially appropriate for the recruitment of younger workers.
Executive search firms are used especially when firms lack in-house capabilities, when
confidentiality is crucial, and when speed of recruitment is a priority. Further, using recruitment
agencies tends to reduce vacancy durations and hence many organizations have increasingly
‘externalized’ recruitment activities, especially executive recruitment.
However, this method is expensive and these agencies do not appear to use more
sophisticated techniques than references and interviews. Moreover, informal sources, for
example employee referrals, direct applications, and friends or relatives familiar with the

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organization may yield higher performing and more stable employees than formal recruiting
sources e.g. newspaper advertisements. One possible reason for this differential effectiveness is
that informal sources provide more realistic

SELECTING EMPLOYEES

Selection is the process of collecting systematic information about applicants and using
that information to decide which applicants to hire.

 Refers to the steps involved in choosing someone who has the right qualifications to fill a
current or future job opening.

 There are five main steps in the selection process. First, criteria are developed to determine
how the person will be chosen. Second is a review of the applications and résumés, often done
via a computer program that can find keywords. Next is interviewing the employee. The last
steps involve testing, such as a personality test or drug test, and then finally, making the offer to
the right candidate.

THE INTERVIEW

The interview is perhaps, the most often used selection device. The purpose of the
interview is to allow at least one number of the organization to interact with each applicant and
assess that applicants job related.

It's not always quick and easy to get hired. The job interview process can be lengthy.
Being interviewed once and getting a job offer is typically a thing of the past. Today, many
companies have an involved interview process starting with screening interviews, which often
take place on the phone, followed by in-person interviews, second interviews, and even third
interviews.

In addition to a hiring manager, you make meet with managers, employees, and other
staff. How hiring is handled depends on the employer and the systems they have in place for
screening and evaluating potential new hires. 

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“CORE PERSONALITY IS MADE UP OF TRAITS”

In his book, Right Person, Right Job, Chuck Russell wrote: “Core personality is made up
of traits that have been conditioned over many years. Such traits are critical in assessing a
candidate’s ability to perform virtually any aspect of any job”. (1). Albert Einstein once said you
cannot solve problems with the same kind of thinking that you used to create them.

If you keep on doing what you have always done, you will keep on getting what you have always
gotten. Organizations and businesses spend an enormous amount of time and money in a never
ending effort to train, coach, motivate, or develop marginal employees to a level of performance
that is merely adequate.
In organizations and businesses throughout the world, there are people who are not
performing at the levels expected. At some time or another, virtually every person has been in a
job that was not right for him or her. All the same, organizations hired each of these people with
careful thoughts and positive expectations. Most people took those same jobs with every
intention of succeeding. It is very difficult and expensive to train your way out of a bad hiring
decision.
The process by which individuals are selected is clearly the most critical and controllable
variable in the development of a productive and successful work team. However, traditional
selection methods have several limitations for the accurate understanding of people and their
performance. Traditionally, organizations have viewed people and their performance within the
context of ability. Those with lots of ability can do almost anything well, and those with less are
often assigned to jobs in which they won’t cause significant damage.
This type of thinking supports the belief that education, experience, training, and more
training will enhance ability and, therefore, performance. If a person with perceived ability does
not perform well after being trained, his or her problem is assumed to be motivational.

DIFFERENT KINDS OF PEOPLE YOULL MEET IN THE WORKPLACE

The workplace is a complex social environment, where a wide array of people and
personalities are brought together to achieve a common goal. While each working environment

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can differ greatly according to its industry and company culture, there are five types of people
you’re destined to meet in every workplace.

Knowing how to spot these people – and learning how to work well with them – will help
you build great working relationships that support your own professional success.

The gossip.

The office gossip may be a stereotype, but there’s usually one lurking in every workplace
– eager to pass the latest juicy titbits and whispers on to the next colleague.
To work with them, build a rapport by talking about the latest news and celebrity gossip, but
avoid engaging in any negative talk about other staff, or the company in general. What you say
can – and in all likelihood, will – come back to bite you, so steer those conversations away from
office gossip, or gently tell them you’re not comfortable talking about your colleagues.
 

The noise-cancelling headphone wearer.

Does your colleague insist on wearing their headphones for the duration of the workday?
It can be tricky working with noise-cancelling headphone wearers when it may seem like they’re
disengaging from their co-workers, but don’t take it to heart. It may be that listening to
something else while working allows them to be most productive. If you need to ask them a
question, a wave and a smile will get their attention. If you really don’t want to interrupt them
while they’re in the zone, try flicking them a friendly email.

The team cheerleader.

If your colleague’s energy level is through the roof before you’ve had your first coffee
and they seem to thrive on praising the good work of others – congratulations – you’re working
with a team cheerleader. While people can sometimes be suspicious of these colleagues (after all,
who’s that enthusiastic all the time?), appreciate that they have the best of intentions, and play a
vital role in boosting team morale. To create a great working relationship with a team

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cheerleader, embrace their positivity and make an effort to recognize and sing their praises once
in a while in return.
 

The negative Nancy.

The polar opposite of a team cheerleader, a negative Nancy – or Nigel – is generally the
person in the workplace who rebuts the ideas of others, is reluctant to try new. things, and
gravitates towards explaining why something won’t work, rather than why it could.
While it can be easy to write a negative Nancy off as being a bit of a downer, understand that
they’re probably not trying to take the wind out of their co-workers’ sails. They likely think of
themselves as being pragmatic and realistic, so consider their opinions as much as anyone else’s.
To rally them, suggest you give that new thing a try to see how it goes – if it doesn’t work out
they can always say they told you so.

The “Woe is me”

This person loves to complain about everything! He/she truly believes life is out to get
them. They will be the ones severely complaining about why the grocery store didn’t use their $1
off coupon they got in the mail… To complaining about the new workload they SHOULDN’T
have gotten.

The GRUMPY cat

This person is very unapproachable and often, an energy sucker. If you have to work
closely with them you probably find it to be a drag because you may feel there is nothing you
can do to get them out of their mood…

The over achiever.

You can spot an overachiever a mile away. They’re the busy bee that has a stack of
projects on their desk, is always rushing off to the next meeting, insists on arriving early and
staying late, and always puts their hand up to volunteer for new work. While their go-getter
attitude can seem exhausting to the uninitiated, these ambitious colleagues thrive on success.
Whether they’re gunning for a promotion or get a true sense of satisfaction from being as

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productive as possible, look to them for guidance on managing your workload and bringing your
A-game.

The CLIQUE keeper 

This person is the opposite of TEAM player instead, he/she… (Mostly a she) creates
their own clique and you are either in it or not. This person has stuck with the high school model
of how relationships should be, and makes it very hard for you to feel good about yourself if you
aren’t in their group. This group will more than likely be the gossipers on the team as gossip
needs company and their group is the perfect company

The Opportunist 

This person will show up as a friend but will take full advantage of opportunities even if
means throwing you under the bus for them. Just when you thought you could confide in this
person, he/she is telling the boss everything you thought was a secret. This person may also like
to be the STAR of the team and in doing so, may dim others lights by being buddies with the
boss…

WHY HIRE SMARTER PEOPLE?

Hiring smart people will directly reflect on the success of your company. You should
look for candidates who can think out of the box and who will utilize their skills to develop the
organization. But, sometimes you will be faced with the challenge of interviewing people who
are smarter.
In a highly competitive market place, businesses need to make sure they get value from
its performance. Employing the wrong person for certain position is a costly mistake to make.
Poor choices at the recruitment stage can be costly. The organizations need to ensure for
Candidates competencies are well qualified physically and intellectually to sustain
competitive advantage in the marketplace. One of the reasons that businesses consider to start
hiring, when employees are needed, is due to the high amount of cost in hiring. It is easy to
forget that employing an employee, not only charging in terms of cost, but once add in the cost

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of recruiting, training and more, and the dollars will start growing. The future of industries
depends upon the ability of the HR to innovate and bring in service orientation among all
employees from top to bottom.
Developing an effective strategy for hiring and retaining key employees is imperative for
your bottom line. The companies most effective at executing a plan are those with leaders who
understand this is a business issue. You want your approach to result in a powerful competitive
advantage because losing one or two key people can have a significant impact on your longevity
and profitability.

CHARACTERISTICS/ELEMENTS/COMPONETS/ATTITUDES OF SMARTER
PEOPLE

Intelligence has been a prized human trait for a long time. When we think of smart
people, we know that they typically earn more money, attend school for longer, and have an
easier time managing all of the troubles we face in life. They seem to have more common sense
and see things that will happen over the long term. Maybe they’re even better at games like
poker.

When you spend time with a highly intelligent person, it’s obvious that they are smart.
They don’t need to tell you that they’re smart, show you proof of their achievements, or be
arrogant. You just know. Their brilliance and common sense show themselves during routine
conversations. They just seem more knowledgeable about everything than others.

There are common characteristics of highly intelligent people. If you’re spending time
trying to hire the right person for an available job position and want to make sure to hire
someone brilliant or simply want to surround yourself with smart people, you should look for
these characteristics in the people you meet. If someone has a lot of these characteristics, they’re
probably highly intelligent.

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Smart people are highly adaptable

Intelligent people are flexible and able to thrive in different settings. As Donna F
Hammett writes, intelligent people adapt by "showing what can be done regardless of the
complications or restrictions placed upon them."

Recent psychological research supports this idea. Intelligence depends on being able to
change your own behaviors in order to cope more effectively with your environment, or make
changes to the environment you're in.

They understand how much they don't know

The smartest folks are able to admit when they aren't familiar with a particular concept.
As Jim Whiner writes, intelligent people "are not afraid to say: 'I don't know.' If they don't know
it, they can learn it." Whiner’s observation is backed up by a classic study by Justin Kruger and
David Dunning, which found that the less intelligent you are, the more you overestimate your
cognitive abilities. In one experiment, for example, students who'd scored in the lowest quartile
on a test adapted from the LSAT overestimated the number of questions they'd gotten right by
nearly 50%. Meanwhile, those who'd scored in the top quartile slightly underestimated how
many questions they'd gotten right.

They have insatiable curiosity

Albert Einstein reportedly said, "I have no special talents, I am only passionately

curious." Or, as Keyzurbur Alas puts it, "intelligent people let themselves become fascinated by
things others take for granted." Research published in 2016 suggests that there's a link between
childhood intelligence and openness to experience — which encompasses intellectual curiosity
— in adulthood. Scientists followed thousands of people born in the UK for 50 years and learned
that 11-year-olds who'd scored higher on an IQ test turned out to be more open to experience at
50.

They're open-minded.

Smart people don't close themselves off to new ideas or opportunities. Hammett writes
that intelligent people are "willing to accept and consider other views with value and broad-

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sminded people — those who seek out alternate viewpoints and weigh the evidence fairly —
tend to score higher on the SAT and on intelligence tests. At the same time, smart people are
careful about which ideas and perspectives they adopt.

"An intelligent mind has a strong aversion to accepting things on face value and therefore
withholds belief until presented with ample evidence," says Alas.

They like their own company

Dipankar Trehan points out that highly intelligent people tend to be "very

individualistic." Interestingly, recent research suggests that smarter people tend to derive less
satisfaction than most people do from socializing with friends.

They have high self-control

Zoher Ali writes that smart people are able to overcome impulsiveness by "planning,

clarifying goals, exploring alternative strategies and considering consequences before
[they] begin." Scientists have found a link between self-control and intelligence. In one 2009
study, participants had to choose between two financial rewards: a smaller payout immediately
or a larger payout at a later date. Results showed that participants who chose the larger payout at
a later date i.e., those who had more self-control generally scored higher on intelligence tests.

The researchers behind that study say that one area of the brain the anterior prefrontal
cortex might play a role in helping people solve tough problems and demonstrate self-control
while working toward goals.

They're sensitive to other people's experiences

Smart people can "almost feel what someone is thinking/feeling," says one Quora user.
Some psychologists argue that empathy, being attuned to the needs and feelings of others and
acting in a way that is sensitive to those needs, is a core component of emotional intelligence.
Emotionally-intelligent individuals are typically very interested in talking to new people and
learning more about them.

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They Think Before They Speak

They pause and give real, conscious thought to the question and their answer. They don't
use any 'gimmick' like wit or clever attitudes to answer a question. They take the time they need.

They Offer Another Take On A Situation Instead Of Correcting Others

Micro managing and and confrontations don't get many people far. They well respectfully
offer their opinion on the matter at hand using sound logic and reasoning. It doesn't have to be
the right answer, but it will help switch perspectives and open conversation further

They can connect seemingly unrelated concepts

Smart people are able to see patterns where others can't. That's because they can draw
parallels between seemingly disparate ideas. As April Astoria notes: "You think there's no
relation between sashimi and watermelon? You'd be wrong. Both are typically eaten raw and
cold." Interestingly, journalist Charles Duhigg argues that making these kinds of connections is a
hallmark of creativity (which, depending on who you ask, can be closely linked to intelligence).
Duhigg studied the process through which Disney developed their hit movie "Frozen" and
concluded that the movie only seems clever and original because it "takes old ideas and pushes
them together in new ways."

They procrastinate a lot

Mahesh Garkoti says smart people are likely to procrastinate on quotidian tasks, mainly
because they're working on things that are more important. That's an interesting proposition but
some scientists would say that smart people procrastinate even on work they find
meaningful. Wharton psychologist Adam Grant suggests that procrastination is key to
innovation, and that Steve Jobs used it strategically. As Grant told Business Insider's Rachel
Gillett, "The time Steve Jobs was putting things off and noodling on possibilities was time well
spent in letting more divergent ideas come to the table, as opposed to diving right in with the
most conventional, the most obvious, the most familiar.

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They contemplate the big questions

That existential confusion may be one reason why smart people are more likely to be anxious.
David Wilson reported in Slate, intelligent people may be better equipped to consider situations
from a range of angles, meaning they're always aware of the possibility that things will go awry.
Perhaps their anxiety also stems from the fact that they consider a given experience and wonder.

Present Your Company in the Best Light

Employers should realize a talented candidate interviews a company and assesses its suitability
just as much as a company interviews the candidate. For this reason, organizations must present
themselves in the best light.

The little things matter. Employers should be enthusiastic about the company, its vision, and the
candidate’s role in it. It’s also smart to stress the importance of talent to the firm. These practices
help employers create the positive first impression they need to secure the most talented and
suitable candidates.

Understanding the importance of all personality types and how the talents of prospective
employees can enhance your team will give your company its best chance for success.

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SUMMARY

To work with people effectively, an understanding of both human behavior attitude and
various practices available to help us build a skilled and motivated work force must be acquired.
One of the most important decisions made by managers is the hiring decisions. Without the right
people in the right positions, neither a company nor individuals can execute exceptional
performance. A foundation can be created by good hiring decisions for more effective overall
company performance. Conversely, bad hiring decisions can spoil the organizational
performance and are pricy to correct.
It is necessary for organization to select a right person for right job, so recruitment or
hiring is one of the crucial activities for any company. The employees of the organization have
great impact on the performance of the organizational and it definitely must be treated seriously.

Hiring the wrong people for the organization can have adversely impact to the
organization, which can lead to turnover rate, increased costs for the organization and dragging
the morale of current workforce. Such employees are likely to show dissatisfaction, unlikely to
give their best, and end up pushing their performance into certain limit. Managers will have to
spare their time on further recruitment exercises to assess the position to be filled, and also the
type of attitude, abilities, and skills needed to fill it.

Employing the right person who is intelligent for your small business might be the most
important part of your venture. An effective recruitment and selection process reduces turnover.
These processes match up the right person with the right job skills. Interviews and background
checks ensure that you employ a candidate who is reliable and carries out the objectives you
planned for providing quality services and goods to your customers.

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Managing Human Resources 9thEdition

Chapter 5 : Human Resource Planning and Recruitment

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