Table of Contents
The Business or Organization
Dell is an international technology-based company that deals with both, hardware and software infrastructure. It’s rated as one of the most competitive IT companies, competing with HP, IBM, Microsoft, and others. Top management of this company is formed by a group of nine principals. The CEO of Dell, Michael Dell, is the originator of the company. Other committees that are formed by the board of directors to oversee various sectors also help in running the company. Among these are the strategic managers that deal with the daily activities of the company (Dell & Fredman, 1999).
Among the products that Dell deals with are computers, laptops and desktops, network servers and workstations, removable and irremovable storage devices, and printers. It also offers a wide range of services, such as data creation and analysis, networking and software installation. Its service delivery has cut across the borders and is internationally available, it has been said that most of its major markets are not based within the United States but in the international markets.
Dell uses the direct selling business model in making its operations, which has seen it rise in the global economic positioning. This has much to do with the human resource department of the company, which is very critical to the success of the company. One could say that the shift from the original model, which was not flexible and user friendly to the new model, has been a major contributory factor to the success of Dell. It’s on the foundation of this model that Dell stands, its direct contact with its customers by eliminating brokers makes it understand what the end users need and expect of the company. This feedback information is what Dell uses in improving on service provision and delivery (Dell & Fredman, 1999).
The Types of Information this Organization Would Need to Make
Informed Human Resource Decisions.
In the recent past, world class companies have realized how critical the human resource department is to the success of the company. This is portrayed by the recent move of integrating the human resources to the strategic plans of the company. The advent of strategic human resources management gives a company a competitive advantage over the others considering how friendly and conducive the working environment is (Saunders, 2000).
Dell recognizes its human resource as key in the company’s success. This is evident from the kind of treatment they are subjected to, the policies set in place to protect them from any kind of dangers and mistreatment, and the sufficient and deserving payments they are given. Dell employees are protected against environmental issues, health, safety, and international labor compliance rights. However, to make more informed human resource decisions, Dell requires some information.
Dell, both as an independent and international company, requires information on the standard payments for employees, legal policies protecting the interests and lives of employees, and the basics in recruitment for them to make informed decisions concerning the human resources. This is basically important in complying with the international standards and in ensuring quality services from the human resources (Dell & Fredman, 1999).
Analysis of the Organization’s Recruitment Process and
One Recommendation for Improvement
Staffing, as pointed in the above discussion, is critical to an association. It is one of the functions of the management team to recruit and dismiss people from working for the organization. Competence and effectiveness in service delivery of the staff almost entirely depends on how the recruitment process is undertaken. This helps in measuring the skills, qualifications, and experience of the recruits before they are allowed to work for the company.
It is a common practice for the management to be biased when doing recruitment; this is true when dealing with relatives, friends, or just close associates. This endangers the company as it then fails to take into account the requirements necessary for one to be recruited, basing the decision making on the existing relationships between the parties involved.
Major factors considered during the recruitment process include the desire to protect the name of the company by hiring highly disciplined and reputable people, the goals that are to be achieved once the recruits are at task, the culture of the organization, and, finally, vales governing the recruitment process (Saunders, 2000).Want an expert to write a paper for you Talk to an operator now
The success of Dell reflects a good recruitment process. Analysis of the Dell workers that are hardworking, obedient, and compliant to both, the local and international standards is also an indicator of a recruitment culture founded on good morals and universally acceptable standards (Dell & Fredman, 1999).
Advertising and public knowledge are essential to Dell’s recruitment process. Information on the need for more employees in the company is made for the public. This is important since all eligible persons can make their applications, making the applicants many than possibly the number of employees required. It presents a good opportunity for the management to select just a few qualified people who will then be subjected to further analysis.
Selection of the applicants to get the best is the next step in the recruitment process. Poorly done selections may cause harm to the company in future from incompetent employees, this is, therefore, a critical part of the recruitment process that calls for a lot of caution. Set rules and procedures in Dell to ensure proper decisions in the selection process are referred to by the committee making these decisions.
Specifications laid down in the adverts, listing down the employee’s qualifications, duties, and responsibilities to be carried out also form the basis of decision making during selection. Only the people who meet the minimum specifications should be considered for the post, this helps in avoiding future complications that may arise from the people recruited subjecting the company to many risks. Reputation and criminal records of the recruits are also examined to ensure they are free of any criminal offenses.
The interviewing process follows after selection . This is done in sessions according to the position applied for. Different job groups and specifications require different approaches in the interviews. The main purpose of an interview is to verify that the information provided for in the application form is true, especially that regarding academic qualifications (Dell & Fredman, 1999).
It also gives the interviewees a platform to show their communication and public relations skills. Their confidence, esteem, and self-awareness are also subjected to testing to determine whether they are fit for the job. Other areas of focus during interviews include self-glooming, an employee’s personal aspect but mostly used by customers to judge the standards of an organization.
Not all people who apply for jobs and have the qualifications are actually fit for it. Interviews are, therefore, used as the friendly and justifiable means of eliminating such because the decision whether one is considered or not lays with the judges whose final decision cannot be influenced, questioned, or subjected to debate. For an international company like Dell, such must be followed to the latter to avoid employees who may misrepresent the company in the future, compromising on its standards (Saunders, 2000).
Reliability of the mechanisms used in judging interviewees has however been questioned. It is argued that some competent people who could have contributed to the success of an organization are lost at this stage of recruitment. Not all people have the ability to present their real selves before a panel, their confidence and articulation may be influenced by factors like technophobic behaviors, fear of new people, and enclosed environments, or they may have been born introverts. Such can be a disadvantage to them as they lose positions that they really want to get and deserve because of their natural disabilities. Better ways of doing this must, therefore, be devised for fair judgment to be achieved.
Dell has tried to incorporate job based questions in the interviews. Interviewers are required to test the recruits on the skills that they will apply in the work place if considered. However, interviewers still tend to judge persons based on how they present themselves as opposed to how effective their skills are in the job based tests. A natural liking or dislike of individuals by the board also influences their probability to be selected as qualified applicants (Dell & Fredman, 1999).
Job analysis in selection interview is the final part of the recruitment process in Dell. It involves taking into consideration the company acceptable certified and authorized guidelines in deciding on the best candidates for recruitment. These guidelines also govern the way interviewers carry themselves out during the operation and also determine the basis of the decisions they make. This is so since interviews reflect the image of the organization and directly affect it. Decisions influenced by personal opinions will, therefore, not be accepted as they may not be serving the corporate interest of the company.
A major recommendation, concerning the recruitment process, is the need to continuously review the process to suit the ever changing market standards. This includes the way the questions are presented that needs to cater for the globalization effect and the measures of effectiveness and efficiency that need to be raised. Content should also be changed in line with the technology trends and theories that have been disapproved, approved or newly innovated. The fear to test the personality of interviewees should also be eliminated as their character directly affects the company, hence, should be tested and qualified.
Assessment of the Organization’s Labor Relations, Training, Diversity Practices, and other HR Areas in Terms of HR Policies
Dell has a set of local and international policies that the employees should comply with. Most of these directly serve to make the lives and working environment of the human resources easier to deal with. In terms of labor relations, there are policies that protect employees against child labor and forced labor (Dell & Fredman, 1999).
Working at Dell is an individual’s personal decision. From the recruitment process discussed above, there is a clear indication that employees take a personal decision and step to apply for the job, willingly attend to and strive to be selected at the interview level and avail themselves for work at their own consent. None of the Dell employees is forced into working with the company, and they are also not forced to stay in the company if they wish to leave.
In terms of training, Dell employees are taken through a training session once they are recruited. This includes education on their rights and privileges for as long as they will work for the company, policies that govern them while in the company premises, use of the company facilities, and training on the use of the systems they will be required to use in service delivery (Saunders, 2000).
Policies also require that all employees be of a working age as required by the law, recruitment and promotion of employees based on their performance and competence as opposed to personal affiliations to the top management, protection of all employees against any kind of discrimination; either gender, racial, or professional and appropriate wages and compensation for the work done and for overtime hours (Dell & Fredman, 1999).
Environmental and health policies also ensure a clean and healthy working environment for all employees. Adequate housing facilities are mandatory for the Dell workers, accompanied with a fair and just pay. Human resources are also handled with respect irrespective of their positions and designations in the company. All employees are treated equally and served as per their needs without having to be represented by seniors.
A Brief Communication that Summarizes the Organization’s Compensation Policy
Transparency and responsibility are the key drivers of Dell as a company. Employees have access to their profiles to know what is due for them. Compensation of employees, as stated in the company’s policies, should be timely, accurate, and fair. People are paid not according to their positions in the company but according to how they work. Rightful wages are delivered to all employees as agreed, and any work done during off time hours is compensated for (Dell & Fredman, 1999).
In case of any misconduct by the employee, no deductions are allowed from their salaries. These issues also don’t influence an increase or reduction of the salaries. The minimum payment requirements are also observed as recognized in the laws. Human resources in Dell are, therefore, protected from cases of salary decrements or delays, both by the company’s laws and by the legal requirements.