PPD3 Portfolio part 2 Essay Example | Topics and Well Written Essays - 1750 words

PPD3 Portfolio part 2 - Essay Example Externally, the company attends job fairs, creates advertising literature in multi-media formats, and also sends recruiters to colleges and universities across the country and abroad to identify the most appropriate talent for its many diverse consulting and specialized service divisions. Much like other organisations, ARUP has considerable hiring criteria that must be met in order to be considered a valid employee candidate. These include having technical education skills, management experience and education, strong dedication to communication and customer service skills along with technological education and know-how on a variety of software platforms. It seems the goal of ARUP is to test individuals in their second interview, depending on their potential role within the organisation, using software testing objectives and scenario planning to identify how the individual would respond to various management situations and/or crises. Some of these criteria were identified during the r ather long interview process. One specific labour-related criteria that was identified as being necessary for landing a career with ARUP is the ability to function within a decentralised organisation. ARUP attempts to involve all of its employees in decision-making rather than having knowledge and decision trickle from the top tiers of senior management. Each employee is given a great deal of autonomy in their job role functions and provided the necessary training to become more interactive in the daily operations of the business as innovators and decision-makers. Thus, the main focus of ARUP seemed to be making sure that the candidate had the ability to function well within this type of hierarchy and remain dedicated to securing long-term customer service focus and team methodology. â€Å"Leaders aspiring to be effective in multicultural environments must develop an awareness of the different dimensions of culture that are and will be most central to their different constituencies of customers or followers† (Shriberg & Kumari, 2008, p.20). ARUP operates in a global, multi-cultural environment consisting of employees from different cultural backgrounds and ethnic backgrounds, therefore diversity remains a top focus for the organisation and its leadership. Further research identified that this is becoming a paramount skill to maintain in the global marketplace related to knowledge of different cultures and how they tend to interact with one another in a diverse business environment. In fact, research identified what is referred to as Hofstede’s Cultural Dimensions Framework which shows the different cultural preferences and attitudes associated with certain employees. For example, individualistic cultures have more of a drive for empowerment and autonomy in job roles and demand rewards for their accomplishments at the individual level. Collectivists, under this model, which is common in Asian and Middle Eastern countries, have more affiliation for group work and tend to consider themselves part of a larger family and thus demand rewards and acknowledgement based on group involvement and participation (Blodgett, Bakir & Rose, 2008). It is important at ARUP to maintain these skills and would likely be an important job-related skill to have that is backed with cultural education and experience working within diverse work groups in many different