Abstract
The main problem of this case is the demonstration of the developed new recruitment model in the company. It was created by the Office for Content Workforce Management (OCWM), which corresponds to the fact that new approaches and standards were introduced to select new employees. However, in order for this model to be used by the organization itself, it is necessary to identify its key advantages and economic efficiency. Despite this, OCWM lacks the indicators required that would justify the expediency of adopting this approach to recruitment. Despite this, it should be noted that this model has several advantages that stakeholders need to identify. Therefore, to solve this problem, it is vital to highlight recommendations for its implementation, demonstrating the actuality of this model and its compliance with modern standards.
Introduction
In this case, the problem of personnel selection at Motorola is analyzed, which also does not meet the standards of staffing the workforce. To solve the problem that has arisen, the Office for Content Workforce Management has approached creating an alternative model that should significantly improve the quality and efficiency of organizing the selection of new employees in the company. In addition, an important aspect is the conformity of the new approach to current conditions, which is reflected in the characteristics of the adaptability of this model. Its features and elements are consistent and structured design and other innovative solutions. Thus, two main aspects should be explained to stakeholders as they reflect the advantages of this model. Firstly, it reflects two systems for selecting different categories of employees, both professional and non-professional. Secondly, the system of functioning of the model itself has a detailed scheme that allows you to modify its characteristics following changing circumstances.
However, there is a problem in that it is necessary to identify the advantages of this model to the stakeholders without sufficient statistical data. This process is significantly complicated because the model has several certain disadvantages that may affect the possibility of its implementation in the company. This is reflected in the fact that for stakeholders, it can serve as a signal that this model can affect the stability and sustainability of the company’s functioning, which will be reflected in economic problems. Thus, this analysis of the case aims to conduct the necessary research that will allow OCWM to reconsider the approach to providing the main characteristics and features of this model to the management of Motorola.
Key Facts and Supporting Information
One of the essential features is that the developed model is connected to the fact that Motorola implements and applies a new planning strategy. Consequently, the new approach specified by the OCWM group meets modern requirements related to the fact that the company needs to make quick and consistent decisions. The developed system is easily integrated into the “asset light” strategy of the company (Beaulieu, 2009). This characteristic should be used as one of the key arguments in favor of introducing a new model of personnel backup. Even though there is no economic evidence of the effectiveness of this model, it corresponds to the conditions of adaptability to the current state of the market.
Another critical factor is that the company is affected by various external market factors, regarding which consistent decisions are required. It is necessary to consider implementing this model in one of the main divisions of the organization, which is associated with the production of semiconductors (SPS) (Beaulieu, 2009). This sector is of particular importance for the company, as it is a key one. Therefore, this model should become the central reorganization of the company to adapt this sector to changes in the market. Accordingly, the new recruitment method will improve the quality of professional and non-professional employees.
In addition, it should be noted that the OCWM group pointed out the main disadvantages of the current system used by Motorola. In this case, several aspects are pointed out that make it ineffective and maladaptive. This is reflected in the fact that there is no single and centralized approach to the organization of recruitment and personnel management (Beaulieu, 2009). In addition, the organization lacks clear criteria for determining the competence of potential and current employees. Consequently, this affects the fact that the company is exposed to internal problems related to the work organization system’s instability. There are also problems in the fact that the company lacks proportionality in remuneration, which affects the motivation of employees.
It should also be mentioned that managers face a problem related to the working conditions in the company for content employees. This is reflected in the fact that Motorola does not have a clear, developed, and effective contract system for hiring new employees (Beaulieu, 2009). Another aspect is that professional workers choose content working conditions for several reasons. This factor affects the relationship between the company and the permanent staff. Many of the content staff negatively impact their motivation to continue building a career in the company since it looks unproductive and insufficiently authoritative in this situation. The group should use the presented shortcomings in the company’s current approach to hiring employees as one of the arguments for accepting their model.
The model developed by OCWM is designed considering the company’s supply chain system, which allows the group to use the current capabilities of Motorola most conveniently. In addition, it should be noted that the principles of supply chains function effectively, so the recruitment model based on these characteristics will contain all the necessary aspects for integration into the company. The group has a relatively straightforward and structured plan, which involves reorganizing the recruitment process. One of the solutions is to create a Managed Service Provider (MSP) in the company and attract two specialists to this position (Beaulieu, 2009). Their responsibilities will be divided into professional and non-professional employees. Therefore, this approach will allow the company to divide the recruitment process into two separate approaches following different requirements.
Recommendations
In order to implement the implementation of a new recruitment model in the work of the organization, it is necessary to pay attention to both external and internal problems. As mentioned earlier, the low motivation of professional employees is evidence that the current system directly impacts the development of the company. This is reflected in the fact that the current model does not have sufficient flexibility and efficiency to meet modern requirements. Inconsistency and decentralization of recruitment affect the quality of the staff and, consequently, the inefficiency of the entire organization. External factors have a corresponding impact, which is reflected in the semiconductor sector of Motorola (Beaulieu, 2009). Therefore, the need to change the current approach is determined by the fact that the company’s overall success in the market depends on it. One of the recommendations is to use the example of other organizations that have used a similar model. This approach will allow OCWM to draw the attention of stakeholders to the fact that there are examples of effective implementation of such an approach to the selection of personnel.
The next step is to provide the main positive aspects of this model for companies that will improve their economic performance and efficiency. As mentioned earlier, OSWM offers an alternative version of recruitment, which will be divided into two main groups depending on the professionalism and competence of potential employees (Beaulieu, 2009). The company has a noticeable problem: highly qualified employees do not seek to move to full-time positions, affecting the shortage of this category in the sectors necessary for the company. The new model will treat professional and non-professional employees differently, creating and offering them different working conditions (Horne & Herman, 2018). Thus, this aspect authorizes the company to restructure the career growth process of employees, making full-time positions more attractive. This will correspondingly affect the fact that the company will be able to offer the most effective and successful temporary workers full-time working conditions.
Temporary work for several months successfully replaces the traditional probationary period, which today applies to most newly hired employees of private and public organizations. In such a situation, an employer can test several dozen candidates without any special obligations toward them (Horne & Herman, 2018). Comparing their professional and personal qualities, he makes one of them an offer to move to a permanent job. As a result, two tasks are solved in parallel: the quality of the selection itself is improved by studying the real, rather than a questionnaire, business qualities of many candidates at once, and cost savings are provided for the independent search for new permanent employees in the labor market.
The enterprise’s organizational structure is an ordered set of elements characterized by the stability of relations, ensuring the purposeful functioning of the company. Each organization has its management structure, but the organizational structures used cannot always be optimal for a particular enterprise. A suboptimal management structure can often make a profit with operational management, but it is not designed for the future, and the company is inevitably waiting for a crisis (Horne & Herman, 2018). Thus, it is essential to substantiate the quantitative and qualitative structure and composition of specialists and bring them in line with the production capacity of the business in order to achieve the efficiency of their functioning.
In the first stage of the organizational structure analysis, it is necessary to determine the number of vertical and horizontal levels in the system, the name of divisions, and their subordination. In the second stage, based on the staffing table of the business, it is possible to determine the composition and number of employees of each division. It will be possible to assess the order of their interaction when performing interrelated work, analyze how tasks are distributed among specific performers, and establish responsibility for their progress (Horne & Herman, 2018). Firstly, assessing how fully the functions assigned to the structural units cover the needs of managing the economic processes carried out at the enterprise is necessary. Secondly, the diagnosis is subject to compliance with the documented functions of each unit performed. It should be noted that their duplication with each other should be minimized. Thirdly, it is necessary to assess to what extent the functions assigned to each division are provided in terms of resources and information.
Being an objective phenomenon, risk implies the probability of some adverse event. In particular, in economic activity, the risk is understood as the probability of an organization losing part of its resources, not receiving income, or incurring additional expenses due to certain activities. In order to exclude the practical manifestation of risk, an important point when deciding on the feasibility of introducing a system of contingent labor is the identification of risks associated with the involvement of contingent personnel (Horne & Herman, 2018). It is connected with their assessment and the development of measures to minimize them. The fundamental relationship between the economic and social aspects of the efficiency of the use of contingent labor is quite understandable. On the one hand, social efficiency in the form of incentives for employees can be ensured only when the organization’s existence is reliable and receives a profit that allows it to provide these incentives. On the other hand, economic efficiency can be achieved only if employees make their workforce available to the organization, which they are usually ready to do if there is a certain level of social efficiency.
Conclusion
Thus, the developed OCWM model allows Motorola to take into account many economic and social aspects of hiring employees. However, the main problem remains the lack of empirical studies that could be a sure argument in their favor (Beaulieu, 2009). The recommendation, in this case, is to implement a trial period that would allow the group to test the effectiveness of this model. This process can be carried out by applying this model only in one of the departments or divisions of the company. Thus, it will be possible to avoid possible risks that may affect the structure of the entire organization.
References
Beaulieu, N. D. (2002). Contingent workforce planning at Motorola, Inc. Harvard Business School, 1–22.
Horne, M. S., & Herman, A. (2018). The contingent workforce: Business and legal strategies. Law Journal Press.