Effective Consulting Research Methods Report

Effective Consulting Research Methods Report

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Effective Consulting Research Methods Report

Predictors of Emotional Intelligence (EI) Test Scores

Based on the data provided to determine the best candidate for the position of chief executive (CEO), it is clear to see that years of experience as an executive, years of education, and months of coaching contribute greatly to the scores attained by the candidates (Abraham, 1999). The above variables are essential in determining who the right candidate for the position of CEO will be. Hence, the predictors of emotional intelligence (EI) test scores are years of education, years of experience as an executive, and months of coaching.

External Variables that Influence the Choice of Chief Executive Officer (CEO)

External variables are variables that are concerned with the changes that affect the environment that surround the selection of the new CEO to the organization (Podsakoff, Ahearne, & MacKenzie, 1997). These variables greatly impact on the external environment of organization and as such, must be considered precisely in order to arrive at the right candidate for the job. Some of these external variables that impact the selection of the right candidate are:

Demography: This is the study of human population. This study is done with respect to occupation, age, ethnicity, sex, religion, composition, etc. It has been known that demographic variables impact in a major way how the selection of CEO’s is influenced in an organization.

Labor market: This external variable has been known to constitute the supply and demand of certain labor with respect to their importance. From experiences in the past, it has been found out that when there is a demand for certain skill, its supply is relatively high thus the selection process calls for more efforts to effect the process and vice versa.

Unemployment situations: This external variable has been known to impact the selection process of particular skills. When the rate of unemployment is high, selection of CEO in the organization will be simpler. However, the opposite is true when the rate of unemployment is low.

Political and social environment: The whole process of selecting the right CEO for the job is greatly affected by the political and social environment affecting the organization. Things such as change of governance can directly interfere with the selection of the right CEO due to the rules and regulations that the new government will impose.

Legal considerations: Considerations thought legal may in one way or the other interfere with the way selection of the right candidate for the position of CEO is done. People who are less privileged run are not properly considered for the job simply because they do not belong to the right caste.

Recommendations in Regard to the Variables used and Findings

All people deserve to be given the right treatment when recruitment is being done for the position of CEO. This treatment will provide the right opportunity for the right personnel to be selected for the job (Harvey, & Brown, 1996). However, in order to arrive at the right personnel for the job, it is important to minimize any barrier that may exist while conducting the selection process. This can be done by doing the following:

Need specification: It is important for the human resource department to specify the need of the job rather than concentrating on how the need can be achieved. For example, instead of concentrating on which means the candidate uses to get to job, they should concentrate on how fast they can get to work when needed.

Work related experience: It is important to make considerations that pertain to rather than specifics that do not relate to the job at hand. For example, the human resource department should make considerations for experience in auditing from various industries rather than for a tax auditor with five years experience.

Desired skill: The aim of recruiting is to establish the candidate with the right skills for the job. Because of this, the human resource department should consider team membership when looking for candidates to their maturity in cooperative world.

Quality: When conducting any recruitment process, focus should be directed on the candidate’s ability to perform the task required rather than their credentials.

Working conditions: Emphasis should be made on the number of hours the candidate will be working on a daily basis. Additionally, cases of part-time working, how they will be paid for, and security in case of late-night working should be made clear to the candidate when recruiting is being done.

Communication: Candidates should be made to know that effective communication is not enough; rather, they should be efficient in their listening or speaking when communicating through the telephone.

Ethical and Diversity Issues that may Affect Selection of CEO’s

There are laws and regulations that are in place to ensure that recruitment is done in an effective manner. The effectiveness of recruitment is attained when human resource professionals realize, practice same time maintain these laws and regulations to avoid case of partiality when selecting the right candidates for the job (Neely-Martinez, 1997). When conducting a selection process, ethics and diversity play a very important role in that they help the human resource personnel to select the right candidate. However, there are some challenges that are faced by the human resource personnel that lead to selecting candidates who are not fit for the job. Some of the ethical challenges are:

Placement of misleading job advertisements

Requirements misrepresentation of particular positions

Response to hiring as a way of finding a way “around” due to discrimination of qualified candidates

The inability to review candidates merits

Honesty, consistency, and objectivity are important aspects that help human resource professional’s deal with these ethical challenges. Mistakes such as placement of misleading advertisements should be avoided to help the right candidates appear for interviews when recruitments are taking place (Harvey, & Brown, 1996). A general concept that HR professionals should apply is that candidates’ ability to work should be focused on intensively than other factors. Additionally, information should be passed in the right manner to help candidates have all the necessary details containing the job position advertised. This include matters like working condition, state of the organization and how it can affect candidate’s future prospects, and the transparency of the selection process.

Diversity helps an organization to achieve different methodologies of performing various business activities. However, this can only be achieved if HR professionals are not limited to certain norms that deny them the opportunity to broaden their scope of practice. Because of this, HR professionals should ensure that they incorporate various traditions or cultures to increase diversity in their organizations. Some of the challenges associated with diversity are:

Lack of getting the word out: Safety can be achieved by managers through an attempt of making contacts to the usual suspects; however, this does not guarantee that there will be diversity in the place of work once the recruitment has been done (Organ, 1997). Failure by managers to get the word out to the broader community, various employment centers, settlement agencies, local community centers, organizations that deal with ethnic communities, as well as different cultural groups creates a barrier to diversifying work places since people who will show up for interviews will be from specific groups. This can be minimized by making advertisements that reach various people of various ethnical backgrounds.

Lack of forming relationships with various cultural and organization groups from diverse communities: Organizations have the tendency to shy away from forming relationships with cultural and organization groups from different communities. This has led them to be centered on specific groups. However, these cases can be reduced by engaging in the processes of providing employment opportunities to different groups thus forming relationships by them (Harvey, & Brown, 1996).

Lack of organizational viability in the place of work: Different people have different perspectives when it comes to evaluating how an organization has incorporated various cultures in its system. In order for an organization to portray a positive attitude to the community, there is need to work with other organizations and employ people from different backgrounds to increase its visibility in the community and minimize people’s misperception of it.

Failure to connect with volunteer base: When an organization does not take part in volunteer activities within the community, it shuts itself from interacting with the community. This denies the community the chance to employ people from various ethnical backgrounds who may wish to apply for volunteer works.

References

Abraham, R. (1999). Emotional intelligence in organizations: a conceptualization. Genetic,

Social, and General Psychology, 125, 209–215.

Harvey, D., & Brown, D. R. (1996). An experiential approach to organization development.

Upper Saddle River, NJ: Prentice Hall.

Neely-Martinez, M. (1997). The smarts that count. HR Magazine, November, 71–78.

Organ, D. W. (1997). Organizational citizenship behavior: it’s construct clean-up time. Human

Performance, 10(2), 85–97.

Podsakoff, P. M., Ahearne, M., & MacKenzie, S. B. (1997). Organizational citizenship behavior

and the quantity and quality of work group performance. Journal of Applied Psychology,

82, 262–270.