Jeremy Klein (The Generics Group, Cambridge, UK) wrote, “Competitive advantage is at the heart of a firm's performance in competitive markets Today the importance of competitive advantage could hardly be greater.
Firms throughout the world face slower growth as well as domestic and global competitors that are no longer acting as if the expanding pie were big enough for all.” Competitive advantage grows fundamentally out of the value a firm is able to create for its buyers that exceeds the firm's cost of creating it; hence competitive advantage is somehow correlated with value added. One model of competition is of a universal and a historical process, in which case the search for competitive advantage is a matter of better understanding the essentially invariant nature of competition, and then exploiting that better understanding. (Porter, 1985)
A firm has a competitive advantage when all or part of the market prefers its goods and/or services. Companies seek ways to complete that can last a long time and cannot easily be imitated by competitors. As part of their strategies, some firms use their approaches to managing human resources to gain a sustainable competitive advantage. To gain sustainable competitive advantage through HRM, three conditions must be met:
- employees must be a source of value added
- employees must be "rare" or unique in some way
- competitors must not be able to copy or imitate easily the company's approach to human resource management
The value of an organization's employees doesn't appear on a balance sheet. Yet, intangibles such as the knowledge that employees have and the way that employees feel and behave can be used to predict financial performance. To be a source of sustainable competitive advantage, the competencies of an organization's human resources must also be rare.
If competitors can easily access the same pool of talent, that talent provides no advantage against competitors. Business practices that are easy for competitors to copy don't provide sources of sustained competitive advantage. Approaches to HRM that have evolved over a long period of time to meet the specific needs of an organization are the most difficult to copy.
Estimating the dollar value of investments in human resource activities (e.g., training programs and changes in organizational culture) is a topic of increasing interest to financial analysis and accountants. Until objective evaluation rules are developed, however, investors and shareholders must relay on their own judgments of how well a company manages its people.
The financial consequences of how organizations manage human resources have received a great deal of attention in recent years, but these consequences are not the only ones that matter. During an era of seemingly constant restructuring and downsizing, many people have become aware of the social consequences of different approaches to managing human resources. That is why Employee Selection must play an important role in gaining a competitive edge in an organization.
METHODOLOGY: DATA COLLECTION
After we defined the issue we intended to research, we had to then decide the best method of data collection that would award us the information we sought. It was decide that it was best to conduct exploratory research. Exploratory research is usually conducted during the initial stage of the research process. The purpose of the exploratory research process is a progressive narrowing of the scope of the research topic and a transformation of the discovered problems into defined ones incorporating specific research objectives (Zikmund, 2000). This was achieved by doing the literature review, which is a method of secondary data analysis or is data previously collected and assembled for some project other than the one at hand. The literature review was done using published articles, books discussing theories, past empirical studies and the Internet.
The research design which is a master plan specifying the methods and procedures for collecting and analyzing the needed information was then developed. It was a plan for conducting research so that we could determine whether A.S. Brydens & Sons (Barbados) Limited felt that selection in strategic human resource planning was a source for gaining a competitive edge. The objective of the research was identified so that the information to be collected would have been appropriate as well as the sources from which we would have gathered the information, the design technique and the sampling methodology.
The sources from which information would have been gathered from were the Human Resource manager and the employees. The design technique was a survey. A survey is a research technique in which information is gathered from a sample of people by use of a questionnaire (Zikmund, 2000). We decided to use a sample size of 25 persons.
Next we were on to the data collection. To fully utilise the survey method, direct participation was also required by the respondent. We decided it was best to have a pretest phase, that is using a small sub sample, to determine if questions were phrased correctly and or layout of the questions (question wording and sequence) and to determine other errors such as confusing instructions, length of questionnaire (if it was to long or short). We used convenience sampling where the sampling procedure used to obtain those units or people most conveniently available (Zikmund, 2000). All levels of persons within the company were in the sample.
PRESENTATION OF FINDINGS
Human Resource Manager
We found that at A.S. Brydens& Sons (Barbados) Limited, they did see the role of selection in strategic human resource management as a source for gaining a competitive advantage. According to the Human Resource manager, Ms. Garcia, “Generating the right people for the job helps us to achieve the profit we desire as well as command the majority share in a competitive market place. Selection is evermore important as trade liberalization and globalization has and is becoming a dictative state in the world economy.
The nature of the business conducted by A.S. Brydens & Sons (Barbados) Limited is that of wholesale distribution. Their mission statement is ‘Know the customer; Serve the market; Grow the business.’ Since they do not aggressively market their products through the different mediums or it is very low-keyed, it was said that the only way they will achieve success as a company, is if they all play their parts as individuals in their daily tasks. The objectives and goals are to adapt and innovate, building upon the pillars of the successful past: integrity and reliability, to meet the challenges of the changing world. For this to be achieved Brydens has developed a new culture which is not only spoken of but written. This culture states that:
- Act with honour and integrity.
- Work together to achieve a common goal.
- Strive to exceed the expectations of our customers.
- Facilitate the personal development of staff.
- Be proactive in meeting the demands of the changing world.
The company’s key strategic priority is to better meet the challenges of the future through innovation with integrity. Advertising is low-keyed therefore in order to achieve the core purpose or mission depends on the individual person. To achieve their mission, the company has found that the use of a combination of selection methods is best. It is thought that a better assessment of the applicant can be made. The selection methods used are the interview, psychometric tests, PWC jobs (internet) and applications letters and CVs (resumes). Ms. Garcia, the Human Resource (HR) manager, mostly selects the candidates but at her request, the departmental manager, for whom the candidate is hired, is asked to sit in on the interview.
This is done especially of the criteria posted for a job is technical. For example a job posting for an Information Technology position. This is done because she may not understand the jargon used by the applicant. Although this is done, not more than three persons sit in any given interview. These managers may have a final say in the hiring of the applicants. The interview conducted is structured. The HR manager inferred that the range of questions asked in the interview is accomplished through years of experience.
The psychometric assessment is the last method used in the selection process. Psychometric assessments purport to measure psychological characteristics, including personality, motivation, career interests, competences and intellectual abilities. A.S. Brydens has been using psychometric assessments for 8 years.
Top management, were as the Human Resource Manager said, “the guinea pigs for the psychometric assessments”. The Board of Directors, after seeing the results, i.e. that the personalities shown by these assessments actually matched the persons they knew, implemented this method of selection. They have found that the use of this method displays parts of the individuals that can be well hidden in an interview.
Application letters and CVs are used, but information given has to be checked. Pwc jobs is done over the internet. PriceWaterHouseCoopers provides this service, where a list of credentials for many persons can be found. Brydens has to pay to access this into. The selection criteria that the company uses is formal education, experience past performance and personality types. This criterion is based on validity and reliability. Validity means that there is proven relationship between the selection device and some relevant criteria to differentiate among applicants and job performance (Zikmund,2000). Validity therefore helps to determine whether or not the method achieve its purpose in distinguishing the must suitable applicants from the others. Reliability is the consistency of your measurement, or the degree to which an instrument measures the same way each time it is used under the same condition with the same subjects. In short, it is the repeatability of your measurement. A measure is considered reliable if a person's score on the same test given twice is similar. It is important to remember that reliability is not measured it is estimated.
The selection processes, which are supported by written polices and procedures are fully developed, approved and periodically reviewed and evaluated. It was stated that the benefits that can be derived from having such a careful and strategic selection method are high performers that can lead to achieving the goals and objective of the organisation and gaining the competitive edge desired.
The selection process is not viable if job postings are not developed properly. Job vacancies are made via the newspapers and the PriceWaterHouseCoopers website. Most job posting are developed from a current position description or recent job analysis, and identify the essential knowledge, skills, abilities, education and experience needed to perform the job. There are controls in place to ensure that all documentation of the selection process is available, accurate and complete which are applications, resumes and test results. The applicants must produce original certificates and reference checks are also made. This is always done as misrepresentations of applicants’ credentials can hamper the selection process or the desired result if one such person is hired. In order to counteract common interview errors, manager are given verbal advice from Human Resource manager.
After the successful candidates are selected the HR manager still has a responsibility to the rejected candidates. The HR manager either speaks directly to these candidates or posts them a letter, giving them the opportunity to re-apply at a later date. The HR manager has to use effective methods to evaluate the human capital to ensure that the company’s strategic objects are met.
Discussing the present workforce and future needs of the organization with the various managers does this. They have now started to use succession planning. At these various forums, any problems, which the managers encounter with the new employees, can be rectified. The newly selected employees are continuously trained throughout their entire work-life at Brydens. This is done to ensure that the human capital is being adequately utilized to provide Brydens with the sharp competitive edge needed in the market arena.
A.S. Brydens & Sons Ltd. makes provision for a probation policy for the newly selected employees. This probation period lasts for 3 months. Dunning this period the employees’ performances, their attitudes with other employees and managers, and their abilities or capabilities are assessed by the managers of the respective departments. After this 3- month period the reports of the employees are analyzed and the HR Manager decides if these employees will remain in the organization. Training and development are vital to this process and for example, during 2002, investment was made in several programs for managers and employees.
These training sessions include both in-house and external. For the external training, the company sends the employees on various courses. These may include Customer service, Financial, Occupational Health and Safety, which can be done at BIMAP. Selection does not occur regularly as the company has a low staff turnover rate. After being hired, the person is also required to have a medical exam.
Employees
1. How long have you been employed in the company?
Under 1yr 17%
1-5yrs 16%
6-10yrs 16%
Over 11yrs 51%
2. What position did you apply for?
The persons interviewed were Cashiers, Secretaries, Sales Clerks, Purchasing Clerks, Show room Clerks, Customs Clerks, Marketing and Managers.
3. How did you find out about the job?
Pwcjobs website 44%
Word of Mouth 16%
Newspaper ads 14%
Direct Call from HR Manager 26%
4. Were the details of the job specified?
80% Yes 20% No
- 5. Can you identify some of the requirements that were within the job posting?
Combination of Qualifications and Tasks 90%
Other (Experience) 10%
6. What were the method (s) of selection used?
It was identified that they have Interviews as well as a Psychometric assessment.
7. How did you feel about the method (s) of selection used?
90% Satisfied 10% Some what satisfied
8. After selection did you undergo any training?
90% Yes 10% No
9. How was it undertaken?
60% In-house training
30% Seminars
10% Workshops
10. Where you adequately prepared for the job?
80% Yes 20% No
Many persons identified experience, qualifications and training as the reasons why they were prepared for the job.
11. Have your opinions of the company changed after the selection process?
15% Yes 85% No
12. Have you held the same position you applied for within your current tenure at Brydens?
87% Yes 13% No
The most common response was mobility within the company was not easy and you had to be there for a number of years.
13. Do you feel satisfied in the current position you hold?
75% Yes 25% No
14. Do you think that you are being adequately compensated?
10% Yes 90% No
Many persons identified that that they were given too much tasks for the money compensated as well as for the qualifications and skills they had.
15. Is it in accordance with the information you received during the selection process?
80% Yes 20% No
16. How do you feel about being part of the planning process?
5% Very Satisfied 15% Satisfied 50%Some what satisfied 30% Very Dissatisfied
For the persons who identified very dissatisfied, said they were not included and they input was not requested even though they had vast experience.
17. How do you rate your importance in helping Brydens gain a competitive edge in the marketplace?
6% Very Important Important 76% Some what Important 18%
18. Have you achieved the goals you set for yourself?
60% Yes 40% No
The fact that they have been trained and the given chance to further their studies were identified responses that said yes. For persons who said no, not being able to advance in company was the reason identified.
19. Do you know the goals that Brydens wants to achieve?
96% Yes 4% No
The identified response is that they have a defined mission statement.
20. How has the identification of the company’s goals affected how you feel about reaching them?
Many persons responded that it helped them to perform their jobs more effectively and knowing the goals gives you a framework of which to try to achieve these said goals Some of the actually responses were it helped in dealing with staff and customers in a professional manner, encouraged you to try harder to produce and give of their best when given duties.
ANALYSIS OF FINDINGS
HUMAN RESOURCE MANAGER
From the analysis of the facts, it appears that the role of Selection in Strategic Human Resource Planning is a source for gaining a competitive edge. The company has found that the way for them to achieve success is for each individual to play their respective parts in the daily tasks of the company. Brydens has placed great emphasis on working continually to cultivate leadership- oriented managers and motivated employees to carry out its mission and ensure its future success. Training and Development are vital to this process. (A.S Brydens and Sons [Barbados] Limited. Annual Report, 2000) It appears that they have identified the Selection process as a means to choose the right person for the job.
From the analysis of the findings, it is shown that A.S Brydens and Sons Limited has well documented and attainable goals, which coincide with their Mission Statement, as set out in their pamphlet, “Introducing a NEW Brydens – Innovation with Integrity!” It appears that they use a combination of selection methods, to achieve a better assessment of the candidate, and that they base their Selection process on validity as well as reliability. The application offers and curriculum vitas (CSV’s) and the Pwc jobs will show the qualifications and work experience the person possesses.
The psychometric assessments will show any hidden subconscious behaviours and also identify any specific behavioural traits associated with the individual’s personality. The empirical data from these assessments would provide objective evidence to justify any decisions that were made. Users argue that they provide valuable evidence, which is not revealed by other methods. There is a widespread belief that they are somehow objective, contrasting strongly with the subjectivity of interviewing. The results from these assessments are numerical, and this allows for direct comparison of applicants on the same criteria. From the research, it is shown that the Human Resource Manager uses a structured interview system. Research shows conclusively that the highest reliability and validity are realised in the structured interview system. (Fisher et al, 1999)
It appears that most of the job postings are developed from either a current position description or recent job analysis. This facilitates the development of the essential characteristics necessary for an individual to perform a job and to make the most objective final selection decision. From the analysis of the facts, it appears that the core selection criteria the company uses are Formal Education, Experience, Past Performance and Personality types. This is evidenced by the fact that most of the current position descriptions or job analyses identify the essential knowledge, skills, abilities, education and experience needed to perform the job.
The research identified that the candidate or applicant has two (2) interviews along with a psychometric assessment before the final choice is made. From the research, it appears that cost does play a role in the choice of the Selection method used.
This also depends on the level of the position. For example, more cost is placed in the selection of a manager than for a line staff member. Cost is mainly attributed to the psychometric assessments and the use of the internet in assessing the pwc jobs as the methods used in the Selection process.
The research identified that the Selection process is supported by written policies and procedures that are fully developed, approved and periodically reviewed and evaluated. This ensures that all applicants have an equal chance of being chosen for the position offered. It also ensures that there are controls in place to ensure that all documentation of the Selection process is available, accurate and complete. From the analysis of the facts, it appears that these would be applications, resumes (CV’s), test results and interview questions. The research identified that the controls associated with the Selection process also ensures that all applicants hired meet the posted minimum qualifications of the position. It was shown that candidates or applicants had to produce original documentation of certificates and the company always conducted thorough reference checks.
A.S Brydens, as identified in the research, derived benefits from having a careful and strategic Selection method. These included, finding the right fit for the job, high performances, achievement of goals and objectives, accomplishment of their mission statement and gaining the competitive edge in the market. From the research, it appears that solely the Human Resource Manager conducts most of the interviews.
However, during the research, it was also revealed that at times the Human Resource Manager requests the presence of the manager, related to the specific job area, which the candidate is applying for. For example, if the candidate applied for a technical job (IT position), the IT Manager would be present at the interview so that he could interpret any technical jargon that the Human Resource Manager would not be familiar with.
The research identified that as soon as records are created or personnel action is taken, the applications, resumes and other applicant information is recorded for at least two (2) years. This information is kept in a manual file system. It was identified in the research that the Human Resource Manager is present during the interview process to reduce the effects of any Common Interview errors, such as Stereotyping, The Halo Effect, Me-As- Standard, First Impression, Interviewer’s knowledge of the job and Contrast Error. The Human Resource Manager offers verbal advice to the managers and interviewers regarding Selection laws and regulations. Offering processes that encourage people to apply and treat them fairly, quickly and well throughout the selection process.
Understanding that any applicant - even those that you may reject - should come away with a positive impression of your organisation. From the research, it was identified that the human capital is evaluated to ensure that the company’s strategic objectives are met. This is done by discussing the present workforce and future needs with the managers.
From our analysis of findings, it shows that the Selection process does not end at the hiring of the candidates, but that it also incorporates a Probationary Policy for the employees, which is three (3) months. It was said that at the end of the Probation period, that if the applicant is not performing up to standard, and then they would be dismissed. In the analysis of the facts, it was shown that ensuring the human capital provides the company with its desired competitive edge by providing continuous training and allowing for personal development of staff. This was shown by the fact that staff is encouraged to pursue further studies and were allowed study leave of two (2) days for each examination. The types of training identified from the research are in- house and external.
RECOMMENDATIONS
- Job Rotation, employees working in areas, which they are not assigned to.
- During probationary period, train or assign a new employee with an older staff member/ one who has been in the company for a specific time period
- To purchase a human resource database
- Upgrade the human resource database system at a determine time period.
- Well-designed job profile, specifications as well as job descriptions.
- Continuous use of job analysis to developed job postings.
- Implementation of an objective system so that biases cannot be injected.
- Job analysis responsive to the environment/ that are flexible.
- The use of the other managers involve in the selection process to give a varied opinion.
- Development of job postings from a current position description or recent job analysis.
- Identification of essential knowledge, skills, abilities, education and experience needed to perform job.
KEY CONTRAINTS TO IMPLEMENTATION OF RECOMMENDATIONS
- Resources required for implementation of these recommendations such as money and professionals. The money would be needed to buy the HR database system, pay professionals to install and periodically update it and train employees to utilize the system.
- Time required for implementation of these recommendations may mean reduced productivity as business can be slowed down, increased expenses and to train staff.
- Attitudes of individuals within the company may impede progress or may feel threatened for fear of losing their jobs.
BIBLIOGRAPHY
Zikmund, William; Business Research Methods, Sixth edition; The Dryden Press Harcourt College Publishers, 2000
Fisher, Schoenfeldt, shaw; Human Resource Management, Fourth Edition; Houghton Mifflin Company, Boston, New York, 1999
Grattona, Lynda; Strategic Human Resource management; Corporate Rhetoric & Human Reality, Oxford University; Oxford; 1999
Michael Porter; Competitive Advantage; 1985
A.S. Brydens & Sons (Barbados) Limited, Annual Report, 2002
QUESTIONNAIRE FOR HR MANAGER
As part of our Human Resource Management course, we were asked to investigate Human Resource issue(s) or problem(s) conducted within an existing and functioning organisation.
We are investigating the role of selection in strategic Human Resource planning as a source for gaining a competitive advantage. We the members of this group thank you for your cooperation in advance and you are reminded that all information will remain CONFIDENTIAL.
Name………………………………. Job Title…………………………...
1. What is the nature of business conducted by A.S Brydens & Sons?
………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………
2. What is your mission statement or philosophy?
………………………………………………………………………………………………………………………………………………………………
3. What are the objectives and goals of the company?
………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………
4. What are the company’s key strategic priorities?
………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………
5. What is the Selection method(s) used?
Interview
Psychometric assessments
Biodata
Application letters and CVs (resumes)
Assessment centres
Psychomotor ability simulations
Other (Please specify)…………………………………………………
6. What selection criteria does the company use?
Formal Education
Experience
Past performance
Aptitude/ Physical Characteristics
Personality Types
Personal Characteristics
7. What do you base your selection process on?
Reliability Validity Both
Please specify your reasons
………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………
8. Are your processes supported by written policies and procedures that are up-to-date, accurate, and complete?
These documents are fully developed, approved, and periodically reviewed and evaluated.
These documents are fully developed and approved, but have not been reviewed and evaluated in the last two years.
These documents are partially developed.
These documents have not been developed.
9. What are the benefits that you derive from having a careful and strategic selection method?
………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………
10. What programs do you have in place to ensure that the best or most suitable applicant is chosen?
………………………………………………………………………………………………………………………………………………………………
11. How are job postings done?
Newspapers
Television
Radio
Combination (Please Specify) …………………………………………....
Other (Please Specify)…………………………………………………….
12. Are job postings developed from a current position description or recent ?
All of them
Most of them
Some of them
None or few of them
13. Do current position descriptions or identify the essential knowledge, skills, abilities, education, and experience needed to perform the job?
All of them
Most of them
Half of them
Some of them
None or few of them
Please specify some of the jobs.
…………………………………………………………………………………………………………………………………………………………
14. What role does cost play in the choice of the selection method used?
………………………………………………………………………………………………………………………………………………………………
15. Are controls in place to ensure that all documentation of the process is available, accurate, and complete? (This includes applications, resumes, test results, interview questions, recruiting summary, and so forth.)
Yes No
16. What are the controls used to ensure that all applicants who are hired meet the posted minimum qualifications of the position? ………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………
17. How do you ensure that these controls are in place during the selection process?
………………………………………………………………………………………………………………………………………………………………
18. How often do you verify the information provided by applicants (such as work and salary history, academic credentials, certifications) before the final is decided?
Always
Often
Sometimes
Seldom
Rarely or never
19. From the date the record was created or the personnel action was taken, how long do you keep applications, resumes, and other applicant information?
For two years or longer
From one to two years
From 6 months to one year
For less than 6 months
Discard after the interview process
20. What type of resources do you provide managers and interviewers regarding selection laws and regulations?
Formal training and written guidelines
Written guidelines only
Both
Other (Please specify}………………..
21. What do you consider to be the effects on both the hired and rejected candidate’s attitude towards Brydens?
………………………………………………………………………………………………………………………………………………………………
22. After the selection process, how do you evaluate the human capital to ensure that the company’s strategic objectives are being met?
………………………………………………………………………………………………………………………………………………………………
23.After selection has been completed, what is done to ensure that the human capital provides you with the competitive edge you desire?
………………………………………………………………………………………………………………………………………………………………
24. Does your company have a probationary policy for employees?
Yes No
If no, continue to no.26
25. What is the length of the probation policy?
………………………………………………………………………………
26. What type of training do you provide for the employees?
………………………………………………………………………………………………………………………………………………………………
PART B
This was done after the identification of the selection methods.
Why do you use more than one selection method?
………………………………………………………………………………
………………………………………………………………………………
What are the benefits you derive from using a combination of methods?
………………………………………………………………………………………………………………………………………………………………
What type of interview do you conduct?
………………………………………………………………………………………………………………………………………………………………
Who conducts the interview?
………………………………………………………………………………………………………………………………………………………………
How many interviews are conducted for each candidate?
………………………………………………………………………………………………………………………………………………………………
If more than one interview is conducted, please specify reasons.
………………………………………………………………………………………………………………………………………………………………
How do you reduce common interview errors?
………………………………………………………………………………………………………………………………………………………………
What are the benefit(s) derived from using psychometric assessments?
………………………………………………………………………………………………………………………………………………………………
How long have you been using psychometric assessments?
………………………………………………………………………………………………………………………………………………………………
QUESTIONNAIRE FOR EMPLOYEES
As part of our Human Resource Management course, we were asked to investigate Human Resource issue(s) or problem(s) conducted within an existing and functioning organisation.
We are investigating the role of selection in strategic Human Resource planning as a source for gaining a competitive advantage. We the members of this group thank you for your cooperation in advance and you are reminded that all information will remain CONFIDENTIAL.
1. How long have you been employed in the company?
Under 1yr
1-5yrs
6-10yrs
Over 11yrs
2. What position did you apply for?
………………………………………………………………………………………………………………………………………………………………
3. How did you find out about the job?
………………………………………………………………………………………………………………………………………………………………
4. Were the details of the job specified?
Yes No
If no, continue to no.6
5. Can you identify some of the requirements that were within the job posting?
Qualifications
Tasks
Combination
Other (Please Specify) ………………………………………………
6. What were the method (s) of selection used?
Interview
Psychometric assessment
Application letters & CVs (resumes)
PWCjobs website
Other (Please specify)…………………………………………………
7. How did you feel about the method (s) of selection used?
8. After selection did you undergo any training?
Yes No
If no, continue to no.10
9. How was it undertaken?
In-house training
Seminars
Workshops
Other (Please specify)…………………………………………………
10. Where you adequately prepared for the job?
Yes No
Please specify reasons.
………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………
11. Have your opinions of the company changed after the selection process?
Yes No
Please specify reasons.
………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………
12. Have you held the same position you applied for within your current tenure at Brydens?
Yes No
Please specify reasons.
………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………
13. Do you feel satisfied in the current position you hold?
Yes No
Please specify reasons.
………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………
14. Do you think that you are being adequately compensated?
Yes No
Please specify reasons.
………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………
15. Is it in accordance with the information you received during the selection process?
Yes No
16. How do you feel about being part of the planning process?
Please specify reasons.
………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………
17. How do you rate your importance in helping Brydens gain a competitive edge in the marketplace?
Please specify your reasons.
………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………
18. Have you achieved the goals you set for yourself?
Yes No
Please specify reasons.
………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………
19. Do you know the goals that Brydens wants to achieve?
Yes No
20. How has the identification of the company’s goals affected how you feel about reaching them?
………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………
