The engineering industry
The engineering industry is primarily my future working place because of my love for design, manufacture, and operation of structures, devices or machines. I aspire to work in the industrial and mechanical sectors whose staffing policies differ with the ranks. In particular, working for Toyota will be a dream come true has its employees form the bedrock of the stable business. The company provides all employees with equal opportunities to achieve social contribution and self-realization through their work and enabling them to exercise their abilities to think, to be creative, and to perform (Bonache & Fernandez, 2012). The company gives the highest priority to ensure stable employment and strives to improve labor conditions, while all employees execute their duties and responsibilities for the prosperity of the company.
Obvious at entry-level jobs Toyota uses external staffing policy because nothing gets started until the company trains and educates people making the company’s automobiles and such to have to come from outside. These strategies include placing job ads in online and print publications, contracting with a third-party recruiting agency or asking current staff members for referrals. For mid and executive-level Toyota can mix both internal and external staffing policies in a balanced manner considering factors like costs, new talent needed and motivation of existing staff. Employees who are recruited internally are often promoted to a position of more authority and responsibility within the organization. Internal staffing is justifiable when the company wishes to retain top talent considering that top performers are often hungry for new challenges and can easily be poached by competitors and it is essential that they are offered options for career advancement.
The costs of recruiting, external hires in some industries tend to command higher salaries than internal hires. For example, in investment banking, external hires often make 18% to 20% more than those who are selected from within the company. Interestingly, external hires often take several years to reach the performance level of their colleagues that were hired internally.
There is also a possibility of financial and professional risks that the new employee may not fit in with Toyota’s culture. In other cases, the problem may be a bit more serious, such as an employee who lied about her skills or who provided fake references. Given the higher costs of external recruiting, plus the months or years between hiring and termination of a poor employee, it may make more sense to hire someone you know (Lee, 2016). For the executive role, external staffing is better to avoid culture stagnation and promotion above interest or capability given that some employees may be working to the extent of their potential, and attempting to promote them into positions with higher goals and expectations may be setting them up for failure.
Another reality is that some workers are happy working on their own or as part of a team and do not want to hold a supervisory or managerial position and tend to be uncomfortable when placed in a position of authority over others. Over time, their lack of aptitude for management, as well as personal unhappiness with their work, takes its toll on their performance and your business. To retain quality workers that are better off in their current roles it is prudent to reward them for their performance in regular raises, recognition, and bonuses.
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