Consulting Project

Consulting Project

Name

Institution

Year

Part 1

Employee selection is a very complex process that seeks to identify talents, abilities, and skills that the job seeker brings to the organization. One of the main merits used when look for an employee is the skill level that can be measured from different angles. The employee section at the organization takes many forms and guided by how and where the value of talent or productivity lies. One of the prime avenues to make value in an organization is to always derive and get the best skills or talents that can help drive the agenda or objectives forward. In line with this, the progressive growth and goal accomplishment relies on the talents that an organza ion relies on in the delivery of tasks. Right from the managerial task to minor tasks, skill searching is done with a key focus on the best persons to deliver the tasks. Being a legal profession, employee selection is first done on the basis of the persons who are eligible in legal matters.

The selection is thus done on the line of value addition that has to be derived from the most inclusive values and talents. To select the employees, key strengths like cognitive ability, personality, interests, values, physical abilities are utilized. One of the most important of this is the cognitive and personality values that are key in this profession. The other key aspects in the selectin is the person’s interest and ascribed values that have to be tied to what and how they value the profession. Area of interest is vital when looking at the key elements of performance that a person needs to deliver the given tasks. The other major parameter used in the employee selectin is the values and level of profession. An individual seeking to work in the organization is required to have attained the minimum professional or academic merits. The other aspect would be the level of experience for those who have worked in other organization. The minimum requirement in terms of years of experience is three years. These requirements are key when determining those who qualify and can deliver to their best.

To improve the organization’s employee selection methods, I would propose for a review of the merits that are applied in every job rank. In particular, I would recommend for a more skill-based selection approach than the level of experience. This would ensure that the selected persons have what it takes to run the tasks given. The other change would be to focus on one’s interest and passion that would help recognize those who have the right spirt to do the job. I believe that passion and interest are key to defining one’s love for the job that would help measure how best they will freely deliver on the given tasks. In addition, the best avenue to attaining the right results and performance is to have the most qualified persons. This brings the need for in-depth analysis ad review of what the employee can do even without close supervision. There is therefore a need to employ persons based on their level of skill and passion or interest in the profession.

Part 2

Question 4

Job training is a key aspect of value addition that ensures good performance. The performance is centered on a valid and integral aspect of improving skill level of the workforce. The key to ensuring that the workers have the right skills is by adding value to what they already pose (Rawat et al., 2016). The training and value addition are thus a key component of the performance improvement. Training at the organization has been the pillar to good performance and efficiency. Over the years, training has been done with an objective to build talents and to enhance efficiency that is the root to good performance. To ensure that training is effective and directed to its intended areas, job evaluation and performance is done at a regular pattern. The areas of weakness are noted and more efforts directed to putting the right efforts and building the right avenues to skill enhancement. One of the key values of a strong training model is to have the talent identification process through which skills can be directed and enhanced. This makes training at the organization effective on the aspects of creating an outlet for stable and productive workforce. The other approach to training is having a goal directed factor that seeks to ensure that every employee performs within his or her area of expertise. This makes training easy because the value addition process is directed towards the intended area. Another way to look at training at the organization is its inclusivity to all areas of performance and departments. The key here is to build a strong work development module that is centered around talents and productivity of the workers. One of the guiding principles in the way the training is done has always been the performance rate or effectiveness ratio. The input-output approach has proven an effective value when creating the right talents and improving the worker performance.

The training programs were in particular effective as they were the basis to the creatin of the right skill enhancement. The skill improvement under the training programs was mainly directed to creating the right outlet for ideas and helping improve on work delivery

(Bryson et al., 2017). The training also helped create the link between the output and efficiency where the performance was measured through the task delivery and ease of carrying out the various roles. In most cases, the value for an inclusive module and the derived skill improvement as stated in the training modules weas greatly encouraged. The training was thus a vital channel to add value to the talents at the work place as well as improving how the tasks were delivered. In particular, the training helped model the workers to positive thinning and productivity that was greatly needed in the delivery of the tasks. One of the key areas that the training helped was in diverting the energy and talents to one point or the right channels to enhance productivity as well as in improving the task delivery. The training programs were beneficial when looking at the inclusive learning and skill improvement platform they provided. In particular, the training helped create the right value for key skills where people could not understand and generate the right efforts to learning.

To improve the training skills and the approach to performance enhancement, I would propose some key changes in regard to the program structure. First, the training should be hinged on ensuring that the workers understand the tasks they should handle. The second approach is to ensure that there is adequate information sharing that will help link the workers and thus improve ideas are passed on easily (Nielsen et al., 2017). The other major step would be to create the right avenue that would be vital in enhancing the effectiveness of the raining. The training should also be geared towards enhancing the areas of weakness that should be directed to the most urgent needs.

To improve on this job, I would propose for an inclusive review of the key performance evaluation. Performance has to be hinged on the real and inclusive modules that are directed to the right areas. One of the ways to boost performance is to look at how and where the workers are failing to deliver. The performance enhancement methods should also be inclusive and have the full capacity in improving the key areas (Bryson et al., 2017). One of the best ways towards this is to look at what and how the performance can be laid down and directed towards the right areas. Still, there is need to have the best task delivery modules as noted above that have to align and pinpoint to what is needed in the current modules. Another area of concern is the inclusive and diverse mechanisms that can be applied when looking at both the input-output element of task delivery that should be directed to making sure that there is efficiency and productivity. In order to boost the value of the task delivered, there should be regular assessment that can and must align with the laid down objectives.

Part 3

Question 1

SMEs operate under a very tight and competitive niche in the field of business or corporate sector. The key to good performance is always about the motivation and the boost to work that comes with various values tied to results (Nielsen et al., 2017). The employees as the key factor in an SME have a key role to play but must also be motivated to work. One of the main ways to motivate the employees is to reward them for the good results they produce. Additionally, the performance should be measured and rewards given as a way to encourage others to do their best. The idea of having effective reward system should be upheld as it is one of the main ways to boost performance (Gerhart & Fang, 2015). Rewarding employees on performance basis is key to deriving the right productivity in an SME. The other main approach is to create the right work environment that will be conducive to productivity and thus motivate performance.

Conducive working environment goes a long way in motivating the employees to deliver good results. Just like in a reward system, good working environment helps induce good work spirit and thus the workers are able to produce good results. To boost work delivery or motivate workers in this organization, I would propose that the management adopts the right reward systems. This can vary from monetary to non-monetary rewards. For example, the management can create the right performance timeline where results are measured at a given time and rewards given to those who give the best results. The reward system should also be base don improvement basis where those who add value to their previous results get recognized and rewarded. Such measures will also encourage the other employees to work hard in a bid to get recognized and rewarded.

Maslow’s Need Hierarchy Theory best fits the explanation for motivation at work place. The theory states that performance is always an end result of motivation that a worker gets when performing a task. The theory helps explain how people derive good sprit in work with the focus on the reward they will get when the deliver the needed results (Ojo et al., 2018). Abraham Maslow’s theory argues that humans have a series of needs, some of which must be met before they can turn their attention toward others. Certain universal needs are the most pressing, while more “acquired” emotions are of secondary importance. Motivation and Performance. Motivation is the combination of a person’s desire and energy directed at achieving a goal. It is the cause of action. It is the cause of action. Motivation can be intrinsic, such as satisfaction and feelings of achievement; or extrinsic, such as rewards, punishment, and goal attainment. Collective and performance-based rewards can help motivate the employees in task delivery (Gerhart & Fang, 2015). For example, the management at the firm can establish means of rewarding like in cash, paid holidays, or job promotion. These direct and strong reward models have proven to be effective avenues to motivating workers to do better in their respective tasks. Most importantly, the reward should target the low ranks or junior employees who should be encouraged to do better to rise in ranks. The job promotion is always strong way to reward the best performing employees and thus boosting performance.

Question 2

One of the main job stressors is workload that often results from accumulated tasks. The job stressor can be termed as the tedious aspect of the profession mainly in terms of time constraints. The major source of stress in the job is the time pressure where the workers find themselves cornered by time and job overload (Nielsen et al., 2017). The issue hinders effectiveness in task delivery thus putting the works under more pressure. Stressors at work place can vary in terms of intensity and nature. One of the main ways to identify the stressors in the workplace is to look at how and where the employees are complaining on the work lateness or time pressure. These factors can help identify the various stressors that hinder effectiveness at the workplace.

Job stressors also arise from the increased tasks that often lead to pressure in the delivery. In some cases, some workers are forced to work overtime thus adding more pressure to their schedules. The issue is often caused by the lack of effectiveness when dealing with the added tasks as well as the time limit during weekdays. To fight this work stress, the management lays down the work protocol by prioritizing on the most demanding tasks. Task urgency is also a vital aspect when allocating the various duties that have to be done. In line with this, the management has derived the right procedures that can be applied when there is work overload. These aspects of work division and sharing of tasks has helped minimize cases of work overload stress. The other aspect is the maximizing of the available time that has added to the task delivery efficiency. These factors are key when addressing the issue of work stress as well as improving work delivery.

References

Bryson, A., Forth, J., & Stokes, L. (2017). Does employees’ subjective well-being affect workplace performance?. Human relations, 70(8), 1017-1037.

Gerhart, B., & Fang, M. (2015). Pay, intrinsic motivation, extrinsic motivation, performance, and creativity in the workplace: Revisiting long-held beliefs.

Nielsen, K., Nielsen, M. B., Ogbonnaya, C., Känsälä, M., Saari, E., & Isaksson, K. (2017). Workplace resources to improve both employee well-being and performance: A systematic review and meta-analysis. Work & Stress, 31(2), 101-120.

Ojo, S. O., Bailey, D. P., Chater, A. M., & Hewson, D. J. (2018). The impact of active workstations on workplace productivity and performance: a systematic review. International journal of environmental research and public health, 15(3), 417.

Rawat, P. S., & Basergekar, P. (2016). Managing workplace diversity: Performance of minority employees. Indian Journal of Industrial Relations, 488-501.