Paper Example on Job Diversity: A Key to Unifying Relationships in the Workplace

Introduction

Job diversity involves recruitment of persons according to their merited qualification without consideration of factors such as age, religion, tribe, gender, among other factors. Employers should then consider and ensure good recruitment exercises towards creating unifying relationships among employees in workplaces and, therefore, qualifications such as educational background, experience, skills, attitudes, values, and personal traits should be induced, among other many types of job diversity (Pee, & Chua, 2016). This paper, therefore, outlines on factors that should be considered on recruitment exercises on individuals so as not to eliminate competent experience employees while allowing incompetent to be absorbed into work.

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Full-Time Employees

During the recruitment of full-time employees, the following factors should be put in place

Experience

Employers always consider capability experience regarding achieving the set goals, mission, vision, and objectives of organizations. These individuals know how to handle the situation when the problem arises

Cultural fit

Individuals that adhere to company norms and rules are selected; for example, if a company leave time is set to be 8.pm at night, then employees should be in line with those rules.

Hard and Soft skills

Skills play crucial roles in various departments in organizations such as engineering departments. Engineers need to have hard skills for operations in the company to run as prescribed

Part-Time Employees

Since part-time employees only work at a recommended time by organizations, companies prefer part-time employees as it is believed to work on less than 38 hours at a little cost. Hence, employers don’t consider much experience and skills but little. Institutions even consider firing them when required since they are only helpful when required.

Temporary Employees

Organizations hire temporary employees probably to meet their demands. They consider them to working at low costs, and only they are taught norms and rules for a particular organization. It is at this time when these employees gain skills and experience for their future use( Lao, 2017). They are hired to help reduce the higher cost that could have been induced by regular workers. Only personal attributes, flexibility, and educational levels ought to be considered during their recruitment.

Contract Employees

Contract employees are designed to accomplish a given task that is needed by the organizations. During their recruitment, factors such as skills, experience, and values are considered. These employees only work on stipulated time governed by laws of contract and work under supervision and requirement by the organizations.

Independent Contractor

Since an independent contractor is a business enterprise or an individual that works for another business enterprise, it is clearly outlined and renowned for their performance and company recruit these independent contractors based on their skills and experience, rules, and regulations of that particular of organizations, worked places and their license( Kulkarni, Lengnick-Hall, & Martinez, 2015). Independent contractors worked under guidelines provided by the employer on task accomplishment. Independent contractors include brokers and agents

6 Exempt Employees

Exempt employees are workers employed in various organizations and not entitled to overtime pay by organizations as outlined by Fair Labor and Standard Act. Exempt employees must meet job diversity, such as salary basis tests, duties tests, and salary level tests, to be considered to work in a particular organization.

Non-Exempt Employee

These employees are recruited by organizations having met all requirements required by the employer. They are guaranteed overtime pays, as indicated in the Fair Labor and Standards Act. And therefore these employees should have better skills and experience in other places of work they have worked for their appointment.

Conclusion

In summary, every organization and various departments to meet set requirements, goals, and objectives stipulated by shareholders and boards members they should consider recruiting competent employees towards smooth operations running in that particular organization by considering genuine factors towards favouring of all.

References

Kulkarni, M., Lengnick-Hall, M. L., & Martinez, P. G. (2015). Overqualification, mismatched qualification, and hiring decisions. Personnel Review.

Lao, M. (2017). Workers in the Gig Economy: The Case for Extending the Antitrust Labor Exemption. UCDL, Rev., 51, 1543.

Pee, L. G., & Chua, A. Y. (2016). Duration, frequency, and diversity of knowledge contribution: Differential effects of job characteristics. Information & Management, 53(4), 435-446.