Recruitment Of Trainee Accountants Essay Research Paper

Recruitment Of Trainee Accountants Essay, Research Paper

RECRUITMENT OF TRAINEE ACCOUNTANTS

Finding ways to support improvements on traditional approaches is a constant challenge to any field and control professionals, who must be open and receptive to change. Not being afraid of change isn’t enough, however; accountants must be excited and motivated about new ways of doing things.

With the introduction of Human Resources, people in an organization have taken a new role. Long gone were the days when an accountant is a clerk. In today’s day and age, an employee is an asset for that company. They are a major investment and companies thrive in protecting their interests and development. Human Resources (HR) have developed and now is a full fledged field. Most companies have some sort of Human Resource management. Basically where there is hiring and firing, there is Human Resources activities involved. Whether it is a small firm or a large corporation, Recruitment and Selection is needed in every kind of organization.

HR defines the organization objective to its employees. It makes the people involved to be part of the organization and work towards a goal. It also enhances ones responsibilities more clearly. The job activities and profile will be to work towards organizational goal yet at the same achieving personal objectives. Hence, in HR employee’s development is very important whether by relationship building or through training. All kinds of skills are taken into accounts and measure before an employee is hired. Career plans and objectivity in life is top priority as this will determines whether the prospective employee is a good investment or not.

A major role of HR is Recruitment and Selection, which will be the topic of this article. The Recruitment and Selection procedure in any organization is most important, as they are the foundation for which the company makes the decision of hiring and invests in an individual. Selection means to choose the best candidate for a particular job, keeping in mind how his goals are in tune with the organization’s goals. HR has made this process of selection sophisticated and more challenging. Educational background and years of experience are no longer the only major pre-requisite. What people know is less important than who they are. Hiring, is not about finding people with the right experience. It’s about finding people with the right mindset. These companies hire for attitude and train for skill. A mix of ten different intelligence’s: deductive, inductive, mechanical, memory, numerical, perceptual, reasoning, spatial, verbal, and vocabulary. In addition to that five other elements which makes up a personality of an employee : extroversion, emotional stability, agreeableness, conscientiousness, openness to experience. Ask any ten human resource managers how they select employees and you will find that most of them work from the same set of unchallenged, generally unspoken ideas. Their way of thinking and the employee selection procedures that stem from it involve precise matching of knowledge, ability, and skill profiles. They see employee selection as fitting a key – a job candidate – into a lock – the job. The perfect candidate’s credentials match the job requirements in all respects. Only an exact fit guarantees top employee performance. Cook, McClelland and Spencer capture the precise matching idea in the AMA’s Handbook for Employee Recruitment and Retention:

The final selection decision must match the ‘whole person’ with the ‘whole job.’ This requires a thorough analysis of both the person and the job; only then can an intelligent decision be made as to how well the two will fit together…stress should be placed on matching an applicant to a specific position.

The bulk of the research we have considered thus far focuses on individual job proficiency in traditional jobs. Despite the widespread use of work teams in today’s businesses, there are no studies that look at how well intelligence predicts performance in teams. The same kind of uncertainty exists about the role that conscientiousness plays in generating the often-unrewarded “beyond the call of duty” contributions called organizational citizenship behaviors (OCB).

There are at least five circumstances that should lead employers to consider replacing precise matching with a search for employees with a mix of intelligence. The first two-suggestion rest on the results of the research discussed in the preceding pages. The remaining three have not been tested in the laboratory, but make sense logically.

* When the Job Calls for a Great Deal of Problem Solving. In this case, g influences the ability of individuals to identify problems and to come up with creative ways to solve them. It appears likely, as well, that conscientious men and women assign high priorities to company concerns and thus look for solutions that benefit their employers, not just themselves.

* When the New Employee Will Have a High Degree of Autonomy. Employees in some jobs have little opportunity to show initiative on the one hand or to goof off or goof up on the other. Some of these workers spend the bulk of their day under their supervisor’s direct gaze. The pace at which others work and the methods they use are spelled out in excruciating detail and any departure is instantly obvious. The archetypal assembly line job scores hig