Staffing Your Intrapreneurship Plan

 
Take the intrapreneurship plan you created for Assignment 2. ( see attach )
Think about the people you would need and the skills they need to possess to effectively support your intrapreneurial business idea.

Write a three to four (4) page paper in which you:

Assess the type of team you consider the most appropriate to support your intrapreneur idea.
Tip: Check Chapter 9, page 282. Click here for help accessing a specific page number in your eBook.
Explain how you will recruit (both internally and externally) the members of your team.
Tip: Check Chapter 8, pages 232-234
Identify the key position to lead your team. Then, create the job posting for the position including salary range.
Tip: Review job descriptions using your favorite job search engine (e.g., www.careerbuilder.com, www.monster.com, www.jobing.com, etc.), and check common skills and requirements for similar positions. For the salary range, you can visit https://www.bls.gov/bls/blswage.htm or https://www.payscale.com/research/US/Country=United_States/Salary.
Use at least two (2) quality academic resources you have located using the Strayer Learning Resources Center (LRC) / Strayer in this assignment. Note: Wikipedia does not qualify as an academic resource, and neither do web-based blogs.
Your assignment must follow these formatting requirements:

Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA format.
Include a cover page containing the title of the assignment, your name, your professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.

TIP 1: FROM PAGE 282
Discuss empowering employees.

Managers empower employees by giving them the authority and responsibility to make decisions about their work. Empowerment seeks to tap the brainpower of all workers to find improved ways of doing their jobs, better serving customers, and achieving organizational goals. Empowerment often includes linking rewards to company performance through employee stock ownership plans (ESOPs) and stock options.

Assessment Check Answers

1.1 What is empowerment? Empowerment comes from giving employees authority and responsibility to make decisions about their work without traditional managerial approval and control.

1.2 What kinds of information can companies provide employees to help them share decision-making responsibility? Sharing information about company performance, particularly financial performance, is one of the best ways to share decision-making responsibility.

1.3 How do employee stock ownership plans and stock options reward employees and encourage empowerment? Employee stock ownership plans (ESOPs) benefit employees by giving them ownership stakes in their companies. Employees are motivated to work harder and smarter than they would without ESOPs, because they share in their firm’s financial success. In contrast to an ESOP, in which the company holds stock for the benefit of employees (when employees leave the company, they cash in their stock), stock options give employees a chance to own the stock themselves if they exercise their options by completing the stock purchase.

Distinguish the five types of teams.

The five basic types of teams are work teams, problem-solving teams, self-managed teams, cross-functional teams, and virtual teams. Work teams are permanent groups of co-workers who perform the day-to-day tasks necessary to operate the organization. Problem-solving teams are temporary groups of employees who gather to solve specific problems and then disband. Self-managed teams have the authority to make decisions about how their members complete their daily tasks. Cross-functional teams are made up of members from different units, such as production, marketing, and finance. Virtual teams are groups of geographically or organizationally dispersed co-workers who use a combination of telecommunications and information technologies to accomplish an organizational task.

Assessment Check Answers

2.1 What is a team? A team is a group of employees who are committed to a common purpose, approach, and set of performance goals.

2.2 What are the five types of teams, and how are they different? Work teams are permanent, while problem solving teams are temporary. Unlike work teams, self-managed teams have the authority to change how they get their work done. Cross-functional teams are composed of people from different backgrounds, while virtual teams are composed of people from different locations.

Identify team characteristics.

Three important characteristics of a team are its size, team level, and team diversity. The ideal team size is about six or seven members. Team level is the average level of ability, experience, personality, or any other factor on a team. Team diversity is the variances or differences in ability, experience, personality, or any other factor on a team. Team diversity is an important consideration for teams that must complete a wide range of different tasks or particularly complex tasks. Teams pass through five stages of development: (1) Forming is an orientation period during which members get to know each other and find out the behaviors that are acceptable to the group. (2) Storming is the stage during which individual personalities emerge as members clarify their roles and expectations. (3) Norming is the stage at which differences are resolved, members accept each other, and consensus emerges about the roles of the team leader and other participants. (4) Performing is characterized by problem solving and a focus on task accomplishment. (5) Adjourning is the final stage, with a focus on wrapping up and summarizing the team’s experiences and accomplishments.

Assessment Check Answers

3.1 Explain team level and team diversity. While team level is the average level or capability on a team, team diversity is the variances or differences in ability, experience, personality, or any other factor on a team.

3.2 Explain how teams progress through the stages of team development. Teams pass through five stages of development: forming, storming, norming, performing, and adjourning.

Evaluate team cohesiveness and norms.

Team cohesiveness is the extent to which team members feel attracted to the team and motivated to remain on it. Team norms are standards of conduct shared by team members that guide their behavior. Highly cohesive teams whose members share certain standards of conduct tend to be more productive and effective.

Assessment Check Answers

4.1 How does cohesiveness affect teams? Members of cohesive teams interact more often, share common attitudes and goals, have higher morale, and are more likely to help each other. Cohesive teams also perform better.

4.2 Explain how team norms positively and negatively affect teams. Norms are informal standards that identify key values and clarify team members’ expectations. But those norms can be positive or negative. Positive norms contribute to constructive work and the accomplishment of team goals. Negative norms can, for example, contribute to reduced work effort, reduced quality, and poor job attendance.
(CONTEMPORARY BUSINESS BOONE &KURTZ )

TIP 2: FROM THE BOOK PG 232-234
Human Resources: The People Behind the People

A company is only as good as its workers. If people come to work each day eager to see each other, to do their very best on the job, to serve their customers, and to help their firm compete, then it’s very likely that company will be a success. The best companies value their employees just as much as their customers—without workers, there would be no goods or services to offer customers. The Walt Disney Company and Walmart understand this. Management at these companies know that hiring good workers—including military veterans—is vital to their overall success. Achieving the highest level of job satisfaction and dedication among employees is the goal of human resource management, which attracts, develops, and retains the employees who can perform the activities necessary to accomplish organizational objectives.

human resource management function of attracting, developing, and retaining employees who can perform the activities necessary to accomplish organizational objectives.

Not every firm is large enough to have an entire human resources department. But whoever performs this function generally does the following: plan for staffing needs, recruit and hire workers, provide for training and evaluate performance, determine compensation and benefits, and oversee employee separation. In accomplishing these five tasks, shown in Figure 8.1, human resource managers achieve their objectives of

1. providing qualified, well-trained employees for the organization;
2. maximizing employee effectiveness in the organization; and
3. satisfying individual employee needs through monetary compensation, benefits, opportunities to advance, and job satisfaction.
Human resource plans must be based on an organization’s overall competitive strategies. In conjunction with other managers, human resource managers predict how many employees a firm or department will need and what skills those workers should bring to the job—along with what skills they might learn on the job. Human resource managers are often consulted when a firm is considering reducing costs by laying off workers or increasing costs by hiring new ones. They may be involved in both long-term and short-term planning.
Hiring good workers—including military veterans—is the key to a company’s overall success. Job fairs are popping up across the country, such as the U.S. Chamber of Commerce “Hire 500,000 Heroes” program, which aims to hire 500,000 military veterans and their spouses as a way of helping these heroes transition back to civilian life.
Anthony Behar/Sipa Press/AP/Wide World Photos
Assessment Check

1. What are the five main tasks of a human resource manager?
2. What are the three overall objectives of a human resource manager?
Recruitment and Selection

Human resource managers recruit and help select the right workers for a company. To ensure that job candidates bring the necessary skills to the job or have the desire and ability to learn them, most firms implement the recruitment and selection process shown in Figure 8.2.

FIGURE 8.1: Human Resource Management Responsibilities
FIGURE 8.2: Steps in the Recruitment and Selection Process
Finding Qualified Candidates

When the economy dips and jobs are lost, many people compete for a limited number of positions. When a company develops a great reputation for benefits or working conditions, it might be inundated with applications. But even with a large number of job candidates competing for a small number of openings, companies sometimes have trouble finding the right person for each position. According to a recent survey by the National Association of Colleges and Employers, firms are currently looking for candidates with these strengths: verbal communication skills, strong work ethic, teamwork skills, analytical skills, and initiative.2

In addition to traditional methods of recruiting, such as college job fairs, personal referrals, and want ads, most companies now rely on their Web sites. A firm’s Web site might contain a career section with general employment information and a listing of open positions. Applicants are often able to submit a résumé and apply for an open position online. When applying for jobs online, it’s helpful to use the key words in the job description as part of the application. Also, if a current résumé is required as part of the job application, tailor the wording of the résumé to reflect the key components of the job you are seeking.

Internet recruiting is such a quick, efficient, and inexpensive way to reach a large pool of job seekers that the vast majority of companies currently use the Internet, including social networking sites, to fill job openings. This is also the best way for firms to reach new graduates and workers in their 20s and even 30s. Using a social media site such as LinkedIn or Facebook allows firms to communicate directly with candidates and get feedback, as the “Hit & Miss” feature explains.

Hit & Miss: Using Social Media for Recruitment

Companies use social networking for many purposes, but finding new employees has become the biggest and continues to grow. More than 7 in 10 executives at large U.S. firms use social media to recruit new talent, reveals one survey, and 89 percent of HR professionals in another survey plan to do so, up from 83 percent last year. Two in three firms using LinkedIn, Facebook, and Twitter report making successful hires through these sites. Job boards, in contrast, seem to be on the decline.

LinkedIn and Facebook are the networks recruiters use most heavily. Here employers maintain dedicated company pages, scour visitors for potential candidates, and join discussions and user groups to encourage applicants. Through firms like Jobvite they even use social networks to automate employee referrals.

A word of caution to potential job seekers: It is important to be careful about posting information in public places—even online. Once material is posted via social media, it is available for everyone to see.

Questions for Critical Thinking

1. One consultant says companies like social networking but don’t know how to measure results. How should firms judge recruitment results from social networking?
2. Some job seekers like separate social and professional networks and find Facebook messages about job openings “invasive.” How can recruiters overcome this bias?
Sources: Jessica Miller-Merrell, “Corporate Social Media Risk and Employment Law Concerns When Hiring,” https://www.blogging4jobs.com, March 5, 2012; “Recruiting Tops List of Corporate Social Media Initiatives,” Business Wire, October 5, 2011, www.businesswire.com; “$ Facebook Recruiting Tips Inspired by Sodexo,” TalentMinded.com, September 15, 2011, https://talentminded.com; Christina DesMarais, “Facebook as a Recruiting Tool,” Inc., August 9, 2011, https://technology.com; Joe Light, “Recruiters Troll Facebook for Candidates They Like,” The Wall Street Journal, August 8, 2011, https://online.wsj.com; Susan Adams, “More Employers Using Social Media to Hunt for Talent,” Forbes, July 13, 2011, www.forbes.com.

It’s also important for job seekers to be as specific as possible when using the Internet to look for a job. For example, if possible, they should apply through the firm’s Web site instead of one of the large, third-party job sites. “Employers see that the vast majority of applicants coming through these [third-party] sites have not done sufficient research, and often are questionable fits for the advertised positions,” notes one human resource expert.3

Recruiting techniques continue to evolve as technology advances. JobsinPods.com is an online library of podcast interviews with hiring managers and employees at a variety of U.S. companies, including AT&T, Intel, and IBM. New podcasts, also called jobcasts, are posted in a blog format and older podcasts are archived. Some describe employers’ hiring needs, while others talk about what it’s like to work at a particular company. Job seekers can also download the podcasts to an iPod and listen to them at their leisure.4

Selecting and Hiring Employees

It’s the human resource manager’s job to select and hire employees, often in conjunction with department managers or supervisors. Every firm must follow state and federal employment laws. Title VII of the Civil Rights Act of 1964 prohibits employers from discriminating against applicants based on their race, religion, color, sex, or national origin. The Americans with Disabilities Act of 1990 prohibits employers from discriminating against disabled applicants. The Civil Rights Act created the Equal Employment Opportunity Commission (EEOC) to investigate discrimination complaints. The Uniform Employee Selection Guidelines were adopted by the EEOC in 1978 to further clarify ways in which employers must ensure that their employees will be hired and managed without discrimination.5 The EEOC also helps employers set up affirmative action programs to increase job opportunities for women, minorities, people with disabilities, and other protected groups.

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