Hrm Case Essay

Case SummaryRandstad, employment agency, has taken a manifest approach in staffing its personnel into alliance police squads. Employees are partnered up into groups of two, typically one and only(a) from Generation X and the separate from Generation Y. The extreme age gap between team peniss has proved to be a success for the organization, because both individual(a)s tail assembly learn from one an opposite. Despite the fact that one team member may have more experience than the other, all members of the team are each others equal. The members tasks are constantly alternating, each week one person is out making sales calls, and the other is in the office interviewing potential workers and handling paperwork (Noe, Hollenbeck, Gerhart, et al, 2010, p. 264). As a result, this team based of approach of staffing sr. experienced personnel with jr. developing staff members has increased the organizations retention rate and productivity levels (Noe, Hollenbeck, Gerhart, et al, 2010) .Questions1. personnel office selection decisions typically are based on the fit for one person for one job. In what way does Randstads use of league teams alter the typical way one superpower conceive of about selection decisions? While other organizations are nerveing for particular characteristics in an individual for a single position, Randstad is looking for meticulous characteristics and qualities that are going to be complimentary with the other member. In addition, Randstad must also ensure that candidate has the proper qualities and skills to favoredly complete the positions tasks. Randstad has to look at the selection process as fitting two puzzle pieces together, finding the proper fit. Just because an individual is broad(a) for the position doesnt mean that he or she will be a good pair with the member. The human resources staff must carefully find the proper ying and yang to each team that is destiny up.2. What are few personal characteristics that might be vi ewed positively when staffing a single job, but that might actually be viewed negatively when staffing partnership teams?When staffing a single job, a positive characteristic to look for is an individual who regularly uses I in his or her statements (Noe, Hollenbeck, Gerhart, et al, 2010). This type of response indicates the individual possess some form of accountability which is imperative for an employee who will be working alone. However, this characteristic isnt necessarily useable for staffing partnership teams where communal behaviors are necessary to be successful. In addition, an aggressive competitor might be ideal for a single position because it shows that the employee will be productive and eager to achieve and fall out goals. This characteristic is not ideal for a partnership position that works together as one unit. Because an individual is naturally competitive by nature, he or she might not be uncoerced to stand back and be lead by the other team member.3. Randsta d deliberately executes dissonance in age when forming partnership teams. In what ways might younger workers and older workers be in a position to uniquely support each other when working in sales teams?Having a variance in age when formulating partnership teams creates an advantage and allows both individuals to uniquely support each other. The experience and apprehension of Generation X can be shared with Generation Y. There are many obstacles that the team member can guide their partner through because they have encountered similar situations and issues in the past. In addition, the younger individual can incorporate a sense of modernization into the team. The contingency study touched on a particular situation where Benjamin suggested they begin to use the electronic payroll system (Noe, Hollenbeck, Gerhart, et al, 2010). This spokesperson illustrated a scenario where the younger team member was able to bring a efficiency to the team. In addition, the case study mentions th at the partnership allows younger team member to see the corporate world more personal, comprehendible (Noe, Hollenbeck, Gerhart, et al, 2010, p. 264).4. Other than age, what other types of traits or abilities might one want to see when creating variance in partnership teams? Besides age variance as being the distinct characteristic in a partnership team, there are a few other traits or abilities that can be used to create variance in a team. Culture is a great foundation for setting up successful teams. Diversity in culture can have many positive influences in a team environment. The distinction in mannerisms and values can be shared between teammates. Background experiences can be another bases for establishing partnership teams. Teammates that have different experiences and knowledge can assist one another in accomplishing goals successful. For instance, one team member might be very knowledgeable in areas of technology and the other individual might be well informed with the co mpanys policies and procedures. Both individuals together can be a unique and complimenting arrangement.ReferencesNoe, R., Hollenbeck, J., Gerhart, B., & Wright, P. (2010). Human Resource Management Gaining a competitive advantage sixth Ed. New York, USA McGraw-Hill