Management Training program Vanessa Lugo

Columbia Southern University
Choosing Entrants into a Management Training program
#1
Management positions in any organization demand lots of intellectual
involvement as managers play key roles in making crucial decisions for
the learning of the organizations. Such decisions include both the long
and short term decisions, which determine the success of an organization
in attaining the organizational and personals objectives and goals
(Heneman et al, 2012). Therefore, candidates for management training
programs should be selected following the most appropriate systematic
methods which would ensure that the best and most competent applicants
are chosen for the job. The process of selecting the best suited
candidate for the management training program is rigorous and requires
lots of focus and considerations.
Precisely, the internal selection in question will consider the outcome
of the test that applicants are made to take. The tests will examine,
explore and investigate the integrity of the applicants as this is one
of the most desired qualities for a management trainee (Heneman et al,
2012). Under integrity, the applicants will be examined on their ability
to remain consistent and truthful at all times as they execute their
official duties. The integrity test will dig, into the past conduct of
the applicants to determine the consistence of the applicants in their
ethical and moral principles, as well as honesty.
Further, cognitive tests will be vital in determining the ability of the
applicants in dealing with conflicting issues. Managers encounter
situations that demand for the same resources and attention, and in such
cases it calls for an individual with high cognitive abilities (Heneman
et al, 2012). Such individuals make the most appropriate decisions for
the good of the organization. Therefore, an exceptional performance in
the integrity test will be desirable for the management trainee
candidate.
On the same note, it will be vital to run a background check for the
individuals. Although it is imperative to uphold the requirements of
equal employment opportunities for all persons, management training
candidates should preferably be free of criminal records (Heneman et al,
2012). Notably, management positions are held by people who inspire
other employees, as well as acting as the role models for the same. In
the event that people with criminal records are given a chance to hold
management positions, the reputation of the organization might suffer
negatively and result in the loss of investors and customers (Heneman et
al, 2012). Therefore, the assessment will weigh the possibilities of
selecting an individual with consistent respect to the law. Finally,
the management positions and the training program for same should be
taken, by candidates who live a drug free life. Imperatively, candidates
with a clean drug record will be considered for the management training
program. The above considerations will be employed in determining the
best team of candidates to fill the available positions.
#2
The above criteria are vital in making informed and sound decisions
concerning the recruitment of the best candidates for management
training program. There are qualities and personal qualities of a
candidate that are given the more weight and priority than others.
Therefore, candidates who portray exceptional performance and results in
the factors that are considered as significant stand better chances of
being selected than others. With respect to the above position, Siobhan
will be chosen for the position of the management trainee. The candidate
has admirable work experience, which means that Siobhan knows lots of
things that concern the running of the organization.
On the same note, the Siobhan meets the academic requirement of having a
college degree and his the rating of his work performance hits the
maximum point. It is apparent that Siobhan has mastered the
organizational culture and internalized the aims, goals and objectives
of the organization. Further, the candidate is significantly motivated
to work for the good of the organization, which is coupled with the
employee royalty of fourteen years (Heneman et al, 2012). Further, the
performance of the candidate in both the integrity, as well as cognitive
tests are far above average meaning that Siobhan is likely to make sound
decisions in challenging circumstances. On the same note, Siobhan is
likely to maintain a consistent adherent to the ethical and moral
principles, which are admirable for people, in the management level
(Heneman et al, 2012). Finally, the interview rating is also remarkable
and so are the results for the drug test. Based on the outcomes of the
above tests, Siobhan is the best candidate for the position of a
management trainee.
Following the same criteria, Osvaldo and Aletha would be chosen for the
same position of management trainees. The two candidates portrayed
adequate experience and worked for the organization thus making them
eligible for the available positions (Heneman et al, 2012). The
experience of the two candidates facilitates their understanding of the
organizational operations, activities and culture. Such understanding is
vital for a potential manager. The same admirable performances were
extended to the performance rating, which were fairly high and above
average.
Potential managers should be people who can lead the entire team of
employee through remarkable job performance as they work in the
frontline for the achievement of the set objectives. The integrity and
cognitive tests portrayed admirable performance, which proved that
indeed the two candidates were truly eligible for the available
positions (Heneman et al, 2012). The decision making process is summed
up by the drug tests that were clean and background checks, which did
not show the involvement of the candidates in the criminal records.
Imperatively, there were several candidates who had the required
qualifications in most tests. However, the performances were not
regular thus making the candidates inappropriate for the position.
#3
The come as you are approach in selecting the candidates to fill the
various positions in the organizations has been employed for some time.
It is evident that the approach has lots of benefits, especially giving
a chance to all employees to apply for an open position. The approach
unearths the best talents and skills from the employees thus benefiting
the organization through job satisfaction and feeling of significance
among employees. Therefore, it is not advisable to through the approach
out of the system at the expense of a new approach (Heneman et al,
2012). The best way to handle the situation is combining the two
approaches to ensure the employment of the multiple hurdles, in the
entire selection process.
It is crucial to note that, come as you are approach might leave out
vital aspects of the selection process, which are not covered, by the
approach (Heneman et al, 2012). Therefore, the introduction of a second
approach will facilitate the process to capture the entire aspects and
factors, which are significant in determining the most suited candidates
for the program based on merit. Further, the second method will
facilitate the even distribution of the hurdles throughout the entire
process of selection to avoid anxiety and monotony among the candidates
(Heneman et al, 2012). Once the predictors are determined using a
combined approach, numerous qualities and characters of the applicants
are exposed to the interviewers (Heneman et al, 2012). Therefore, the
best recommendation for the selection process is that the organization
should utilize the concept of triangulation, which encourages the use of
the most suited approach of dealing with a situation.
In the event that a situation cannot be fixed through a single method
or approach than two methods can be combined to bring the best out of a
situation. Further, it is not advisable to trash an old method, which
works for the circumstances and structures of an organization. The best
idea is to retain the best aspects of a method and discard the
irrelevant details to keep up with the dynamic market and job demands.
References
Applications case study: Choosing Entrants into a Management Training
Program. (pp.573-75).
Heneman, H. G., Judge, T. A., & Kammeyer-Mueller, J. D. (2012). Staffing
organizations. Middleton, WI: Mendota House.
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