The Best Process to Redesign Internally Facing and Customer-Facing Jobs
Question 1: Best process of redesigning the internally facing and customer-facing jobs
Job redesign is the primary systematic process of re aligning jobs and personnel from one position to another in a company. The process basically means restructuring the main components of human resource departments with an aim of improving or encouraging job productivity, encouraging innovation and creativity. In this process assignments are analysed, reformed a new and functions developed. The main principle objective is to develop employees who feel they are in the right position so as their ultimate production and output of staff members. For job redesign to happen the jobs must present specific features such as identity, significance, variety and autonomy while the workers must show that they have the ability, professional skills and are in psychological state to perform new tasks. TK ceramics has over 70 staffs, to have an efficient and productive job redesign process, the company will implement the following steps to have the expected results.
The TK ceramics company should follow the following measures in their job redesigning process;
Revise the basic components of the job- the process involves getting the required information about a particular position and also about a dissatisfied staff. Inconveniences between a worker and his or her position are developed at this stage (Blacker & Browen, 2005).
Analyzing information on the subject area- a professional human resource analyst will start his or her process by determining the difficulties and the reason why that respective position is conflicting with a given employee. Productivity and employee satisfaction level are analyzed at this stage of the process.
Essential components of the job changed and altered- this includes adding more elements or functions to a particular position. It may also include reducing some roles and responsibilities of job, expectations and accountability requirement of a particular position may alter also.
Reformation of the position- this is a stage where the professional human resource analyst ensures that every employee is at his best working position. Placing a worker at his best working area will leap significant results to a company as satisfaction and motivation are directly related to productivity and output of each staff. For this to happen a workers skills, abilities and interests are considered so as to ensure that the human resource department is making the right decision (Edwards & Scott, 2003). Provide training is the stage where worker are given new skills about the technicalities of their new position. Training is relevant so as to minimize errors and improve decision making.
Reallocation of duties- this is the precise movement of employees to their new created positions. This stage includes re-engineering and rotation of both position and duties. Regular visitations are the final stage so as to ensure that the worker has fit in his new role and clearly understand their new responsibilities it provides that the organization made the right decision and followed the proper procedures (Holman, & Axtell2016). TK ceramic would yield significant results from this process as it ensures that the organization keeps re- eventing and rendering itself so as to ensure continuity. Motivation, loyalty and productivity are some of the benefits a company would get by conducting a successful job redesigning process.
Step 1: Revise the Basic Components of the Job
Question 2: Advantages and disadvantages for drawing workers from existing staff
Internal recruiting of shop workers from other departments of Tk ceramic company may have several advantages and disadvantages.
Advantages
According to Grobler (2006), it is time-saving for the company as they do have to advertise for the new position and conduct lengthy interview procedures. It also saves time that business may have to orient new employees from outside, as new hires need a lot of time to be taught about systems, values, and team processes. Social and cultural fit to the business does not take long as employees understand how the things are run and cultural organization of the company It promotes morale and motivation of employees as they are given a chance to show their abilities. It develops an attitude that the business understands and rewards all the hardworking staff, thus promoting them to improve productivity which is in the interest of the group.
Internal recruiting of employees from the business will save enormous of costs of hiring new staff from outside the firm. The business avoids the cost of advertising a new position in the magazines and newspaper as the employees are already that particular business. The cost of screening outside employees by HR professional is quite expensive for business, thus recruiting internally would save significant costs for the organization as they do not have to hire recruiting and interviewing professionals. Pinfield (2015) also denotes that the mployer brand, loyalty, and engagement as the employees will finally feel worth the enterprise holds them as important. Offering them an open chance to develop their careers will go a long way in improving loyalty toward enterprise.
Disadvantages
Competition and internal conflict- employees and staff can conflict with the available position, and this can lead to, a negative atmosphere. Employees wishing to get certain positions will feel that individual employees may be favored for a given position and this can result in personal hatred and tensions. Smith, Hornsby & Benson (2007) also denote that the internal recruiting of managers and other top employees may limit creativity and innovations that may come from external staff. It reduces the flow of ideas as they are used to being to being in that position. It also limits the options of an enterprise recruiting other better individuals from outside the firm.
In his study, Pinfield (2015) denotes that performance and productivity of internal employees may be affected, they may not be motivated to produce efficient output. The employees may feel that they may have job security, so they do not need feel pressure to produce required results. Internal recruitment of an employee for a particular position may also lead to development of a new gap in the enterprise. The new void created may require the firm to advertise for a new position thus coming with other hidden costs. Favoritism and unethical practices may come up as people scramble for the new attractive positions inside. These unethical behaviors may affect the name and reputation of the organization
Step 2: Analyze Information on the Subject Area
There may be limited sources to fill the positions that have been left a void; the internal staff may not have the needed skills and expertise to handle the newly created position. If an organization hires an employee inside who do not hold the needed knowledge employees, expertise and experience required then the productivity of those workers will be at question of their output and efficiency will be below standard (Milkovich & Milkovich 2007, P. 56).
Question 3: Creating job descriptions and person descriptions
In creating positions that do not exist the ceramic company needs to develop a gap in the enterprise and develop new functions and duties. Coming up new posts the roles and salaries are major components in developing the whole process. A job description will assist employees to understand the new expectations and demands that come up with that respective position. In the course of developing new positions and new job descriptions TK, ceramics need to follow certain stages.
First stage will require the company to develop a title for the new gap that is closely associated with the work and activities in the job. The general rank and level of the job is to be discussed and explained in this step. The second step will be to find the necessary and qualified staff for that particular position. Identifying People who fit the position is the primary objective of this important stage for example individuals who will fit in shops departments in the ceramic company (Smith, Hornsby & Benson 2007, p. 89).
Tk ceramic should perform a job analysis where data and information of the new position are derived. Performing analysis of new requirements and expectations of the employees are determined. Analysis of workers and staff abilities, experience and skills of the employees will be a significant step as it requires that employee fits an individual profile and description (Carliner & Valle 2015). The firm also shares the information with the outside world where they advertise information on the new position in the newspapers and media companies about the new position, functions, skills, experience and the salary expected in the job contract.
The company should also establish the roles and responsibilities expected where a task is given the expected frequency time. Every activity must have a defined time for completion, as it must have time of start and end (Pato, 2013). The necessity of a certain action will be developed at this stage, where additional activities are foregone. Consequences of not performing the activity will be determined, where the employee will learn what is to happen to him if he does not perform activity assigned to him efficiently. Relationships are developed on those respective positions, where reporting lines are developed, and protocol developed. The hierarchical structure of the post is designed as the new workers must answer to an individual higher than him. Salaries structures are created where the wages of the new positions is presented to them.
Question 4: Critical skills and abilities requirements
A shop staff position is a delicate position that needs employees with exceptional customer handling and care. Stores staff will most of the time associate with clients of organization thus making the position a sensitive and critical position for TK Ceramics. Tk ceramics will need to ensure that their sale representatives have the skills and abilities to deal and handle the shop staff position according to Eriksson and Ortega (2006, p. 78). Customer engagement is the first stage of customer relationship with the organization thus proving the need to have the right people in the right positions.
Step 3: Essential Components of the Job Changed and Altered
Sales representatives possess some of the skills required in handling customers from presentation to communication. Confidence is an important skill that a shop employee must possess; this is a virtue that most sale representatives have. A successful sale person must be respectful to his or her customer; this is an essential skill that shop must staff have. Sale personnel must have the knowledge of the product being sold; a store staff must also understand about the product that is in his or her shop.
A sale representative should have the communication skills to listen, understand and advise his or her customer. It is also important for shop staff to possess the skills to communicate effectively with the company customers. Time Management is a common skill that the sale representatives and shop workers share as they manage demand and expectations of consumers actually in a time-saving manner. Strong negotiation and presentation skills are relevant for sale personnel to succeed; this ability would prove valuable if such an individual were given a chance to work in a retail department. Flexibility to move from one position to another and adapt to a new position or situation is relevant so as to succeed on these two professional, thus proving sensible to move a sales guy to be a shop individual on that basis. A retail staff should have a mathematical and financial knowledge and abilities, these characteristics are also shared among salespeople who must calculate sales and their future commission.
Conclusion
From the case study, there are different business aspects that are depicted within the business environment. Customer care and problem-solving skills are requirements for both fields as they face customer’s problems each single day and have to solve these problems as it is their primary duty. Retail individuals must have sales experience and have the ability to conduct post- sale services.
List of References
Blacker, F, & Browen, 2005, ‘The impending crisis in job redesign’, Journal Of Occupational Psychology, 48, 3, pp. 185-193, Business Source Premier, EBSCOhost, viewed 19 May 2017.
Carliner & Valle, A 2015, ‘The job of a performance consultant: a qualitative content analysis of job descriptions’, European Journal Of Training & Development, 39, 6, pp. 458-483, Teacher Reference Center, EBSCOhost, viewed 19 May 2017.
Edwards, & Scott, J. C 2003, The human resources program-evaluation handbook. Thousand Oaks, Calif. [u.a.], SAGE
Eriksson, T, & Ortega, J 2006, ‘The Adoption Of Job Rotation: Testing The Theories’, ILR Review, 59, 4, pp. 653-666, Business Source Premier, EBSCOhost, viewed 19 May 2017.
Grobler, P. A 2006, ‘Human resource management in South Africa. London, Thomson Learning.
Milkovich, & milkovich C. (2007). Human resource management. Boston
olman, D, & Axtell, C 2016, ‘Can job redesign interventions influence a broad range of employee outcomes by changing multiple job characteristics? A quasi-experimental study’, Journal Of Occupational Health Psychology, 21, 3, pp. 284-295, PsycARTICLES, EBSCOhost, viewed 19 May 2016
Singh, V, & Singh, M 2016, ‘Techniques of Job Crafting: An Exploratory Study on Management Consultants’, South Asian Journal Of Management, 23, 2, pp. 25-50, Business Source Premier, EBSCOhost, viewed 19 May 2017.
Pato, 2013, ‘The 7 Most Important Criterions of Job Descriptions’, International Journal Of Business Insights & Transformation, 7, 1, pp. 68-73, Business Source Premier, EBSCOhost, viewed 19 May 2017.
Pinfield, L. T 2005, ‘The operation of internal labor markets: staffing practices and vacancy chains. New York, Plenum Press
Smith, B, Hornsby, J, & Benson, P 2007, ‘The Effects of Job Description Content on Job Evaluation Judgments’, Journal Of Applied Psychology, 75, 3, pp. 301-309, Business Source Premier, EBSCOhost, viewed 19 May 2017.
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