Monday, November 11, 2019

Institutions and Securities Essay

Hiring the precise applicant is always a challenge. After you have examination the resumes and applications and done the entire preface base, you narrow your hunt and choose who will be interviewed for a particular position. A review of the literature from the past ten years shows a fairly consistent pattern of concerns and issues about staffing. Articles on staff evaluation, staff participation in planning, and staffing patterns frequently occur, however, the vast majority of such articles focus on larger urban libraries. In articles devoted to rural library staff, most writers point to concerns and problems which can be traced almost always to staff education. Marketing, services to special populations, technology, and recruitment all can be crystallized under the heading of â€Å"educational needs. † How to effectively incorporate the time of volunteers, day care for staff children, and benefits package selection have all been discussed, but education, sometimes referred to as training, is the single most common thread which may be found in the literature treating rural library staffing. Your business depends on people. People make your goods and serve your most important asset: clients. To grow, your industry needs a constant base of people. But hiring the exact people is risky—and tough! You need a partner who can employ, screen and hire for you. For the first part of creating the good talented and performance staff team every company need to choose and developed human strategy. HRProfessional Magazine presents its â€Å"Multi-Level HRM Strategy Key to Flexible Staffing Success† (October/November 2001) by Mary Ann Lesperance, CHRP. The article deals with the main HR principles such as â€Å"flexible firm†. The â€Å"flexible firm† model suggests that we can design our workforces to proactively meet our business needs through flexible staffing arrangements. – state article. The meaning and the main goal of benchmarking we could recognize from thesis â€Å"Seven Steps to Effective Competitor Benchmarking† written by Arik R. Johnson is Managing Director of the Competitive Intelligence (CI) support bureau and consultancy Aurora WDC. â€Å"When it comes to Competitive Intelligence, there are a few simple tools that can provide for sophisticated comparisons of business functions between organizations that can help firms â€Å"benchmark† the constituent processes of the company with direct or indirect competitors, allowing a company to gain the upper hand in a marketplace. But, what is the process for setting the metrics, methodologies, milestones and comparisons which might be used to measure the success of a CI/benchmarking function, or the success of a Strategic Planning department as a whole? † Dina Berta in her article â€Å"Mark Clark: a newcomer to Highlands Ranch, Colo. , but an old hand at sales and staffing success – Red Robin Gourmet Burgers† told about Celia Morden. She has been a server at the Red Robin Gourmet Burgers in Highlands Ranch, Colo. , for only six months, but the restaurant, she says, is vastly different from any other restaurant she has worked at in the past 12 years. The focus is not on what employees do wrong but on what they do right, she says, giving general manager Mark Clark the credit for the way the restaurant is run. â€Å"This is the best management staff I’ve ever worked for; they really care about you,† says Morden, while clearing a table during a recent lunch rush. â€Å"Mark surrounds himself with good people. † When everyone else was hiring more recruiters to deal with staffing shortages, we went in a totally different direction. Who within your organization is responsible for recruitment? The goal is to have a resounding response of â€Å"Everyone! † It is not uncommon to hear the statement: â€Å"We wouldn’t have this staffing problem if only Human Resources would advertise more, etc† While HR is accountable for setting up systems to maximize recruitment, the missed opportunities of an organization relies on the HR department maintaining its staffing for all the organization’s employees– said Nicole Morin-Scribner in her paper â€Å"Staffing! The HR business partner model alternative. Maine in Focus – human resources† HR can run the biggest ad, but most healthcare workers typically pay the most attention to what employees from that organization say about what its like to work there. Study after study demonstrates that business success is dependent on the organization’s people. HR has an ideal opportunity to apply its expertise to help its organization succeed. Proper staffing has, is and will continue to be a major concern for managers around the country. Pundits predict that the problem will continue for at least the next decade and maybe beyond if we don’t do something in the present. You can hardly pick up a newspaper or trade magazine without finding at least one article on staffing. Worked Cite: 1. HAIL, L. AND LEUZ, C. â€Å"International Differences in Cost of Capital: Do Legal Institutions and Securities Regulation Matter? † Working Paper (September 2003): 1-27. 2. HAMADA, R. S. â€Å"The Effect of the Firm’s Capital Structure on the Systematic Risk of Common Stocks. † The Journal of Finance (May 1972): 435-58. 3. HILTON, RONALD W. ; MICHAEL W. MAHER; AND FRANK H. SELTO. Cost Management Strategies for Business Decisions. New York: McGraw-Hill Companies, Inc. , 2003. 4. PricewaterhouseCoopers â€Å"Financial Management Benchmarking Program Best Practice Findings† 5. Delery, J. E. , and Doty, D. H. (1996) ‘Modes of theorizing in strategic human resource management: Tests of universalistic, contingency, and configurational performance predictions’. Academy of Management Journal 39/4: 802-835.

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