In today’s economy, nearly every organization faces pressure to reduce waste and run at peak efficiency. For many, this means eliminating positions that don’t add sufficient value to the organization, and either eliminating or redeploying people in those roles. The climate in the organization becomes tense as these changes take place, and the stakes are high with little room for error. This suggests that

In a study conducted by the Profiles Research Institute, 10 “best practices” were identified in the context of organizational restructuring. The research included nearly 800 participants from multiple industries. Over 30% worked in companies with more than 500 employees, and over 50% had a director-level role or higher.

This large sample allowed researchers to segment the response data into two groups-C-level participants and non-C-level participants-to identify trends and measure discrepancies. The findings highlight some considerable differences between these two study groups on nearly every dimension we measured. This heightened concerns that the C-suite may be out of touch with what is actually happening on the front lines as it relates to reorganizing and redeploying talent in the midst of change.

Part 1: Top 10 Selection Best Practices
1. Know how each job supports your organization’s key objectives.
2. Consider Tadacip both internal and external candidates for open positions.
3. Use objective evaluation criteria based on known outstanding performers in that job.
4. Ensure that compensation is competitive based on current market rates for the job.
5. Apply a consistent selection process to all candidates.
6. Include key stakeholders in your employee selection process.
7. Train your interviewers in your employee selection process.
8. Give your interviewers guidance to help them probe deeper into a candidate’s suitability.
9. Conduct comprehensive reference and background checks on job candidates.

10. Ensure that your orientation process Brand Levitra helps redeployed people become productive faster.

The first in many questions asked of the research group was: We know how each job supports our company’s key objectives. To this question 82 percent of the C-level was certain, and only 75 percent of the non-C-level was certain. There is a large gap in perception between C-level executives and the managers on the front line.

Organizations may be behind the curve if job designs have not changed along with the revamped plan of action. It is quite common for executives to make changes in strategy, but the message gets diluted as it gets passed down. And it takes more than just communication to truly affect strategic change.

Managers and employees need to know what they need to do differently, and they need to be trained to perform their new duties. Even more, new goals should be set that align behaviors and priorities with the new directions and objectives.

A second question considered was: We consider internal candidates before opening opportunities to external candidates. To this question only 70 percent of the C-level were certain, and 72 percent of the non-C-level was certain. This was the only question where the non-C-levels were more certain than the C-levels, but this isn’t necessarily positive.

Organizations are encouraged to always hire the best person for the job, regardless of whether he or she is an internal or external recruit. Times of change and uncertainty present unique opportunities for organizations. The supply of talent has never been so abundant or so affordable, and it costs very little to assess and interview qualified candidates.

This is especially true when you’re redesigning jobs to drive efficiencies in the organization. Although hiring outside candidates is usually viewed as a high-risk activity, the value of buy propecia pills an outside candidate is that she doesn’t have a preconceived notion of how things were done in the past.

The C-level should strive to lead the organization in a way that is current and productive. If the C-levels and non-C-level can align, then the organization is more likely to succeed. Prepare your organization by asking the top ten questions, and then surveying each employee. Once there is balance and understanding between the two levels, the organization can work to become more productive and effective.

Author Bio: Dario Priolo is the Chief Marketing Officer for Profiles International and head of the Profiles Research Institute.

Category: Business/Corporate
Keywords: selection, reorganization, profiles international, assessments, redeployment, recovery, succession planning