Hiring Practices at Sigma Marketing Group

¶ … internal environment seems to be an environment where the competitive forces that form between the employees within a company and that relate to the individual need to be promoted and rise above the others (with all the ugly details this implies) are subordinated to obtaining the best working environment possible. It is also an internal environment where the company's added value comes, in great part, from the connections and correlations that are formed between the employees and, indeed, through the value of the human resource.

As for the external environment, the demographic factor first comes to mind once we have had a look over the statistics. 52.2% of the Rochester population is female and this may mean that the "social" policy that the company is promoting is likely to pay off, as women are known for their more social inclinations. On the other hand, the educational factor can also provide an explanation for the way the hiring process may occur and what the company is likely to insist on.

Only 20.1% of the population has bachelor degree or higher. The technical competency becomes quite irrelevant in this case. 2) Making sure that the right people are chosen for the job is the main necessary role of the selection process within a company. In this sense, there are, in my opinion, several criteria to be taken into consideration when deciding where a person will fit the company profile and will be right for the job.

The most important of these seem to be the technical abilities and performances, the social abilities and the motivation and will each candidate shows. The technical abilities are related to the evaluation on how the candidate will perform in the new workplace. This means everything related to the quality of his work, to his overall productivity and efficiency, etc.

The social skills seem essential especially in companies that believe that the right environment and the right social cohesion in the workplace will increase individual productivity and will improve even the technical capabilities of each employee. The SIGMA Marketing Group is clearly included in this category: each new employee's social skills are stimulated so that the right social cohesion levels are reached within the company. Third of all, motivation and will may be an important component of the selection process and may certainly influence the final result.

This is because some managers may find that the candidate's motivation and his will to provide excellent result may, in time, raise the levels of any of the other components of the selection process, components which are not at the same levels. So, in my opinion, the three components previously mentioned are essentially in determining the outcome of the selection process. The steps themselves follow the same pattern. Each aptitude will be tested in part, as well as the overall compatibility of the employee with the company.

On the other hand, the role of the mentor does not necessarily influence the selection process. The role of the mentor is essential in providing the necessary information for the new employee, as well as the steps to socially integrate him with the company. 3) It is most certain that at least employees playing key roles in the company will be welcomed this way. It is less likely, probably, that the woman making coffee in the morning would be.

However, the question deriving from the use of such a human resource strategy is what the results it can show for. It is obvious that most new employees would enjoy such a welcome and will feel glad that their integration in the work group is going on so easily. On the other hand, we need to consider those people in the company for whom work is just work and who do not want to get otherwise involved in the social life of the company. They are simply preoccupied with performing.