Hiring And Socializing New People...

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  • 1. Hiring And Socializing New People
  • 2.
    • CHAPTER OBJECTIVES
    • TO LEARN THE FOLLOWING:
    • Hiring
    • Socialization
    • Orientation Information
    • Orientation Experience
    • Meeting Social and Psychological Needs
  • 3.
    • Engaging the services of (a person) for a fee
    • Employing
    • Puting the right person on the right job.
    “ You cant build business if you have revolving door” - Harvey McKay
  • 4.
    • Preoffer Planning
    • Some thought should be given to the offer process before actual recruit contacts begin.
    • The acceptable recruits should be ranked.
    • Some thought should be given to how the offer(s) will be extended.
    • Contingency plans should be developed.
    • Hiring Tricks that Job Seekers Must Know
    • They inspect your car.
    • 2. They watch while you wait.
    • 3. They try to see your inner gossip.
    • 4. They mind your manners.
  • 5.
    • Ranking the Recruits
    • Two List Should be Developed
    • List of the recruits in the order of the firm’s preference for them.
    • List of the recruits in the order of their preference for the firm.
    “ If you think hiring professionals is expensive, try hiring amateurs”
  • 6.
    • What Will Be Included in the Offer?
    • Compensation.
    • Other benefits which might be part of the employment package:
    • Insurance
    • Retirement contributions
    • Vacation pay
    • Educational benefits
    • Profit sharing
    • Company car
  • 7.
    • Most large companies usually pay for the following moving expenses when they transfer employees:
    • Packing and moving all household furnishings and equipment , with insurance to cover any damage.
    • Meals, lodging, and first class transportation by land or air for the entire family and for family pets.
    • Broker’s commissions and legal fees for buying or selling homes.
    • Entire expense of housing the employee and family in a hotel for several weeks after arrival. Thereafter the company pays the difference between charges for hotel rooms and normals rental costs if other living space has not been found.
    • Installation of appliances in the new home and allowances toward reffiting draperies, carpeting, and blinds.
    • A reasonable number of personal trips between the new and old location when the employee is separated from the family for a long time.
    • A trip for the spouse to visit the new location to look for a new house and expenses whilehouse hunting.
  • 8.
    • How Will the Offer Be Extended?
    • Who will make the offer?
    • How will it be made?
    • Will a contract be offered?
  • 9. How much time will be allowed for acceptance and what concessions will be made if the recruit wants to negotiate some of the terms of the deal. 81% of relocation candidates turn down the opportunity because of family-related problems. A formal letter follows only if the telephone offer is accepted. Agressive managers often prefer to make job offers in person.
  • 10. Extending the Offer   First, review the job . Go over the job opportunity with the recruit Ask for Questions .  Let the recruit talk. This is the time to clear away any misunderstandings about the job   Determine Interest . In selling it is called Trial close. “ Are you interested in working for us? Do you want the job?” “ If we made you an offer, would you accept it?”   “ Can you give me an answer by Friday?”   Accept the decision with grace.
  • 11. Review the Job Ask for Questions Determine Interest (Trial Close) Close the deal or accept recruits ’ s rejection gracefully If yes, close the deal – Hire the Recruit If no, probe for recruit ’ s objections
  • 12. “ The manager is by himself. He can't mingle with his players. I enjoyed my players, but I could not socialize with them so I spent a lot of time alone in my hotel room. Those four walls kind of close in on you.” - Al Lopez
  • 13. Socialization is the progress trough which the new recruits take on the values and attitudes of the people who are already working for the firm.
  • 14. Preemployment Socialization   Before accepting the offer and during the pre employment period the recruits will start thinking about the experiences they are about to encounter and they will begin to prepare themselves mentally
  • 15. Assimilation   The second stage in the socialization process begins when the recruits accept the position
  • 16. Orientation Information Firms prepare detailed booklets Immediately on reporting for work, there are several issues which should be covered as part of the employee’s orientation.
  • 17. A truly paperless office may still be a dream, but its getting closer. Learn the newest technology and how it can help you. Infoimaging By Brandon Koehler Office Pro April 2007 vol 67/no 3
  • 18. The Paycheck A trainee should be told when and how payment will be made. All deductions should be itemized so that the rep knows exactly what to expect.
  • 19. In these times where corporations compete for talented individuals, a paycheck alone can’t ensure that these employees will keep working hard for your company. One of the most effective ways to keep staff happy and loyal is by implementing an employee recognition program. Employee Recognition Programs By Carrie Arliss Office Pro March 2007
  • 20. The Expense Account The new rep must be told precisely what can and cannot be put on the expense sheet and in what manner the money will be paid.
  • 21. Office Practices Office facilities and supplies should be checked to see that the new rep has everything needed and knows how to replenish supplies.
  • 22. The performance review it strikes fear into the hearts of workers everywhere. Learn how this office ritual can work for you. Your Performance Review By Martha McCarty Office Pro March 2007 vol 67/no 4
  • 23. Dining Facilities New sales reps need to know if they can use the executive dining room to entertain customers.
  • 24. What Is Going to Happen Next Greatly appreciate when their training are schedule. New person’s status in the firm must be made clear. Entire organization should be explained. Plans of company to them.
  • 25. Orientation Experience The new person has little opportunity to become integrated with the work group. He or she also learns how the company operates.
  • 26. Administrative professionals know that to ensure true corporate success, employers must fully train, empower, and reward their staff. Train, Nurture, Reward By John Tsehohl Office Pro May 2004 vol 64/ no 4
  • 27. Need for Effective Communication For some years now, the importance of effective communication has been stressed in management theory. It is specially relevant when new reps join a sales force.
  • 28. There are many different kinds of difficult co – worker. You may be familiar with owners, micromanagers, and gossips. No matter which type of co – worker you have there are strategies you can get along better. Dealing with Difficult Co – workers By Jenny McCune Office Pro March 2007
  • 29. Vertical Channels of Communication The manager must do extra work to get the recruit started. Co-workers may have to make allowances for the new employee’s lack of experience. The trainee should be encouraged to ask questions about the job and the company
  • 30. In this project management case study, one company learns that rewards and recognition and letting employees take the ball and run with it are critical to bottom line success. Recognizing the Important Things By Bernice l. Rocque Office Pro January/February 2005 vol 65/no 1
  • 31. Horizontal Channels of Communication Sales managers should not force trainees to rely on the grapevine to find out what is going on in the organization and what is expected of find out what is going on in the organization and what is expected of them. Trainees have no alternative if they are not given proper communication channels. They seek information from other people on their own level.
  • 32. The career collaboration program can help you and your co – workers improve your careers. Don’t forget to download the career action plan and time – planning from that help you put the program into action. Career Collaboration Program By Joanne Dustin and Elizabeth Black Office Pro March 2007
  • 33. Meeting Social and Psychological Needs He or she should be socially integrated into the new environment. Newly hired salespeople may be under a lot of stress the first few months. The manager should take positive steps to see that recruits and their families get into activities in which they are interested. The job itself also plays an important social role.
  • 34. Socialization and Cultural Diversity Companies should develop programs to facilitate the smooth entry and socialization of these individuals into the work group.
  • 35. Mentoring New Employees A mentor is someone with knowledge, experience, position, or power who provides personal counseling and career guidance for younger employees.
  • 36. Manager advices, teaches, and helps the rep learn the corporate culture. Senior salespeople are assigned to the new sales reps and are expected to “teach them the ropes”. Mentor knows the cast of characters and can provide valuable advice. Three types of mentoring programs
  • 37.