Question

With regard to some of the challenges faced by IHR Managers, how can they overcome the fact that SMEs are often the second choice if less qualified employees do not meet the recruitment requirements of large organizations? When we discuss learning challenges, should HRM encourage Boundary Spanning positions and why/why not?

Answer 1

One of the most important objective which IHRM have to fulfil in recruitment and selection is to fill the job vacancy as fast as possible and with the least recruitment cost spent. Hence the recruiters try to assess the job skills of the less qualified members to see if they can fill the specifics of the job role. The less qualified members can be paid less compensation when compared with SMEs. SMEs usually come with a hefty recruitment cost as well as a baggage of benefits. They are the crucial talent of the company and hence need to be retained by using any means. Less qualified employees do not have such constraints associated with them and hence they are given an upper hand in recruitment and selection process.

21st century is marked by competition. Every company is trying to come up with interventions to facilitate its position in the industry. In this cut-throat competition, data and information can prove to be the golden tool for beating competition. Data and information are the assets using which the company can innovate and come up with interventions to attract customers and maintain its market coverage. Boundary spanning can facilitate this business objective of companies. Boundary spanning employees are required to interact with entities, people as well as organizations, external to the company and gain critical data and information which can facilitate the out of the box thinking approach of the company. In my views, Boundary Spanning can be quite facilitating for the company, if done ethically and hence must be encouraged.