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Essay / Research Paper Abstract
This 5 page paper discusses four issues related to personnel: selection, training, appraisal and incentive rewards. Reports include the use of assessments and technology for selection, the balanced scorecard, the reasons training fails, and performance-based rewards. The last page is an outline of a management seminar based on the research reported. Bibliography lists 6 sources.
Page Count:
5 pages (~225 words per page)
File: MM12_PGprnsl.rtf
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Unformatted sample text from the term paper:
fair by employees (Grossman, 2005). How these objectives are being achieved is changing. For instance, Vencel (2003) commented that more companies are using technology to accomplish certain recruiting objectives, such
as: attracting the right people, do so in the shortest possible time and do so at the lowest possible cost. Vencel (2003) reports that over a period of 2
to 5 years, large companies can save millions of dollars using specific recruiting and hiring software applications, such as Recruitsoft and Web Hire. Vencel (2003) reports these "technologies allow companies
to offer skill based and competency-based questions, prioritize job seekers based on position requirements, and respond very quickly to job seekers inquiries and questions." Another method being used more often
is the use of assessments when selecting and hiring employees. Kahle argued: "Assessments Can Improve Hiring Success Rate by 500%" (2005). By using assessments, HR can reduce turnover rates and
thus contain costs while simultaneously improving ROI. Analysts have calculated the cost of turnover at 2 1/2 times the persons annual salary for every person who leaves (Kahle, 2005). Crandall
(2002) offered a general commentary on performance appraisals, including the ten most common problems with the measures being used. Crandall (2002) then explained the Balanced Scorecard method. The author explains:
"The measures for the balanced scorecard are driven by an organizations mission and strategy -- they are not merely a makeshift collection of financial and non-financial measures" (Crandall, 2002, p.
19). There are a number of elements included in the Balanced Scorecard, some of which are: Clarifying and translating the vision and strategy of the company; Communicating and linking
strategic objectives and measures; Planning and target setting; and Strategic feedback and learning (Crandall, 2002, p. 19). The objectives relate to each other as well as to the companys vision
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