Hrm Case Essay

Case Summary Randstad, employment agency, has taken a distinct approach in staffing its personnel into partnership teams. Employees are partnered up into teams of two, typically one from Generation X and the other from Generation Y. The extreme age gap between team members has proved to be a success for the organization, because both individuals can learn from one another. Despite the fact that one team member may have more experience than the other, all members of the team are each other’s equal. The members’ tasks are constantly alternating, â€Å"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 older experienced personnel with younger developing staff members has increased the organizations retention rate and productivity levels (Noe, Hollenbeck, Gerhart, et al, 2010). Questions 1. Personnel selection decisions typically are based on the fit for one person for one job. In what way does Randstad’s use of partnership teams alter the typical way one might think about selection decisions? While other organizations are looking 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 successfully complete the position’s tasks. Randstad has to look at the selection process as fitting two puzzle pieces together, finding the proper fit. Just because an individual is good for the position doesn’t mean that he or she will be a good pair with the member. The human resources staff must carefully find the proper â€Å"ying and yang† to each team that is set up. 2. What are some personal characteristics that might be viewed 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 â€Å"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 isn’t necessarily functional 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 exceed 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 willing to stand back and be lead by the other team member. 3. Randstad deliberately creates variance 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 wisdom 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 case study touched on a particular situation where Benjamin suggested they begin to use the electronic payroll system (Noe, Hollenbeck, Gerhart, et al, 2010). This example illustrated a scenario where the younger team member was able to bring a efficiency to the team. In addition, the case study mentions that the partnership allows younger team member to see the â€Å"corporate world more personal, approachable† (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 company’s policies and procedures. Both individuals together can be a unique and complimenting arrangement. References Noe, R., Hollenbeck, J., Gerhart, B., & Wright, P. (2010). Human Resource Management: Gaining a competitive advantage 6th Ed. New York, USA: McGraw-Hill