Minority Recruitment Director
MINORITY RECRUITMENT DIRECTOR 6
Howdoes the outcome show that jobs and organizations change over time?
Althoughthe State Policy Agency required a person with broad recruitmentskills, the eligible candidate also required efficient skills forhandling minority groups. According to behavioral psychologists, thecharacters of people change significantly from race or culture toanother. The management skills required for training white recruitsmay slightly differ from the approach that would suit colored personssuch as African Americans. The state agency needed a person who couldefficiently recruit a team that was composed of women and coloredminorities, namely, the African Americans, Latinos, and theSpaniards. The police recruitment regulations have changed over timesince the US embraced the affirmative action. This implies that thepolice needed a flexible person who could understand the cultural,gender, and ethnic differences among the recruits. In addition, someof the Hispanic recruits have poor English communication skills. Theforce required a bilingual person candidate who could address therecruits in a language that they could easily understand whenexplaining complex issues. The force recruited Colonel Morgan becausehe had served with both the US rangers and Marines in various battlezones such as the Afghanistan and Pakistan. In addition, he had alsoworked for two years as a trainer in a local private security firm(American Association of Colleges for Teacher Education, 2009)
Morganwas an eligible candidate for the position because he was an AfricanAmerican. His twenty-year service in the army had exposed him in awide variety of work environments. He had worked in Africa, MiddleEast, Latin America, and in the Indian Peninsula. Moreover, he couldspeak about six languages. He had worked with people from diversebackgrounds. His experience made it possible for him to cope withpeople from different backgrounds (Klinger et al., 2010).
However,Mr. Morgan’s experience was not adequate because he lackedtechnocratic skills common with human resource managers. In addition,Morgan was not an adept political speaker. Despite the fact that hehas vast recruiting skills and capacity to interact with bothminority and majority recruits, his eligibility was limited by thenew policies that require the recruiter to report occasionally therecruits’ progress. In addition, Morgan is highly trained in guncombat. The fact that many military operations that he participatedinvolved weapon combat, such as guns made him dedicate his effort inarmed combat. However, the police force has introduced several newrules including regulations that require police officers to restrainsuspects without using weapons. Morgan’s superiors required him totrain the recruits in bayonet fight. Since this was not hisspecialty, the Department of Defense (DOD) required hiring anotherperson with skills in physical fighting techniques such as Karate andTae Kwon Do, which Morgan could not perform as the minorityrecruitment director (American Association of Colleges for TeacherEducation, 2009).
Thiscase shows that the requirements of organizations do vary over. Thenew policies in the United States requiring police officers topractice restraint methods of arresting offenders necessitated thepolice recruitment department to emphasize on physical combat skills.The training would in turn allow police officers to restrain violentsuspects or individuals resisting arrest without using guns thatinvolve using of excessive force. By the time the police departmentwas hiring Morgan as the head of the minority recruitment, thepriority was training police officers experienced in gun combat.However, the priority changed two years later from armed combat tounarmed combat (Klinger et al., 2010).
2.How does the outcome show that definitions of "merit"change over time, even for the same job?
Thespecific environment, circumstances, and culture of a businessdefines its merit. Despite the fact that the general factors, whichdetermine the merit of an organization may not change over time, therequirements for the same profession may vary over time. Forinstance, Colonel Morgan was hired a few years before when equippingpolice officers with gun combat skills was the most important.However, the priorities changed soon afterwards. As the director ofthe minority recruitment, he needed to focus more on equipping thetrainees with physical fighting skills that could help them combatsuspects unarmed. The merit in police training has moved fromtraining law enforcers with high experience in gunfights to acquiringall-rounded professionals with experience in both physical and armedcombat.
3.How would you recommend that the job descriptions be revised toaccommodate these changes? How would you "sell" theserecommendations to managers and employees, given their variedconcerns and priorities?
Inmy opinion, the job description should be adjusted such that it wouldprecisely describe the candidates’ expectation, agencyrequirements, skills required from an eligible minority recruitmentdirector, and a comprehensive review of the roles of the director.Once the pertinent details required to accomplish the primary goalsof the profession are outlined, the recruitment panel will manage tohire another minority recruitment manager with the capacity toaccomplish the new objectives (Klinger et al., 2010).
Sincethe employees and managers often have varying priorities and concernsregarding a given job, I would “sell” these recommendationsthrough stressing on the significance of considering real merit ofthe agency when selecting a new director. Moreover, the agency’spolicies should make it clear that the present and potentialemployees promotion and hiring processes will be based on merit inthe future. The new policy will ensure that the recruitment panelwill not recruit professionals with no job experience.
Klinger,D. E., Nalbandian, J., & Llorens, J. (2010). Public personnelmanagement: contexts and strategies (6th ed.). New York, NY: PearsonEducation, Inc.
AmericanAssociation of Colleges for Teacher Education. (2009). Recruitingminority teachers: A practical guide.Washington, D.C: American Association of Colleges for TeacherEducation.