Development of a Retention Plan

In order to ensure that hiring standards are not lowered and discrimination of employees is avoided, an organization needs to develop a plan for selecting a particular candidate for a job. This plan should consist of a list of the predictors to be used in the assessment of each required KSAO's for the target position. It is strongly recommended that a selection plan be done not only for internal selection but also when selecting persons from outside the organization (external selection).

The narrowing down of candidates should take place by using three main assessment methods that all occur at different stages of the selection process. These methods include Initial assessment, Substantive assessment and Discretionary assessment. The plan developed for the target position (operations manager) identifies and evaluates the elements on which the candidate will be selected.

Initial Assessment Method in the Selection Procedure The Initial Assessment method, of the three Internal Selection Assessment methods, which should be used by the Jamaica Public Services Co. Ltd. to screen out applicants who do not exceed the minimum qualifications needed for the job of an Operational Manager, due to the time and cost of the selection procedure. Initial Assessment methods that are used for internal recruitment comprises of the following predictors, skills inventories, peer evaluations, self-assessments, managerial sponsorship, and informal discussion and recommendations. These predictors are vigorously used by organizations to get relevant data available on internal candidates. This is the first stage in the selection process.

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Skills Inventory Firstly, Skills Inventory refers to a screening device, which is used by the Human Resource Manager in assessing applicants, by using existing personnel files. These files are normally stored electronically and non-electronically on employees'. This information may include their job knowledge, seniority and experience among other factors. Organizations depend greatly on skills inventory methods, in storing data. This method has three categories the traditional skills inventories, upgraded skills inventories and customized skills inventories.

Traditional Skill The Traditional Skill Inventory is the listing of current employees KSAO's listed in genetic categories, such as education, experience, and supervisory training received. HR personnel should update the traditional system on a periodic basis, for great results. The maintenance of this database is often a low prioritized project, moreover, traditional skills inventories, does not regularly reflect present skills held by employees.

Updated Skill Inventory Updated Skill Inventory, is where managers record the latest skills required by employees into the system, as soon as they are developed, and also individuals skills are entered, when their  are received. Hence, even though sometimes a person may not get hired for the position; their will be on file for future references where they may match the qualifications needed.

Customized Skill Inventory The final inventory is the Customized Skill Inventory, which is a hybrid of both traditional and upgraded skill inventory. Specific Skills are recorded for specific jobs. The skills identified in this method are critical to the job success. This inventory should be kept for each employee. As the person gains additional skills they are entered in the appropriate dimensions. Individuals are qualified for a job when they acquire all the necessary skills in the relevant dimensions.

Peer Assessments Secondly, Peer Assessments is where the evaluation of peers or coworkers can be used to appraise and promote internal applicants. In this case a variety of methods can be used in evaluating, include peer ratings, peer nomination, and peer ranking. Advantages Peer assessments, is that they rely significantly on the rater who is very familiar with the applicant KSAO's due to the regular contact on a daily basis with the person. So, peers/ coworkers are more likely to feel comfortable with the decision because they have played a part in such a decision that was made.

On the other hand, assessment may not always be made clear, which should identify carefully the necessary skills required for successful performance on the job, for this to be achieved the job requirements matrix must come into play. The evaluation may involve friendship bias, where a coworker may not want his/her coworker to be promoted, so they try to pull down each other.

Self-Assessment refers to a person evaluating his/herself to be promoted for a better position in an organization. This approach should be combined with other internal selection procedures as employees may have the tendency to over rate him/herself. Managerial Sponsorship Managerial Sponsorship takes in a top manager who does not supervise the person who is being rated, where that manager will identify and develop the KSAO's, in other words to coach or sponsor the applicant. In firms there are formal mentorship programs where employees are assigned coaches, sponsors and mentors. This program will help employees to mature in the firm and become a greater asset.

Informal Discussions and Recommendations Lastly, Informal Discussion and Recommendations where employees are recommended and discussed by customers with senior management about the level of success by the employee, this often occurs outside the normal channel. These discussions are normally informal or job related. Recommendations Of the five Initial Assessment methods, which was stated in detail, the Jamaica Public Service Company Ltd. should be evaluated to help in the process of screening internal applicants thoroughly to produce a list of candidate.

The Assessment methods, we would like to employ are the Skill Inventory, Peer Assessment and the Informal Discussion and Recommendations. The skill inventory is where the Jamaica Public Service Company Ltd. Human Resource Personnel should use this database to periodically update and store employees' files in the firm when they receive an achievement. So, when there is a position to be filled it will be easier for management to select applicants for the position with the requisite qualifications that are required.

According to Heneman III, 2007, researchers stated that Skill inventories and the Informal Discussion methods are used by many organizations intensively, this focuses mainly on closed internal recruitment rather than open. Skills inventories may be costly (expense incurred using the predictors), but it is somewhat reliable (consistency of measurement) and valid (the strength of the relationship between the predictors).

A negative impact on both the Informal method and the Skill inventory is that, it may cause discriminatory impact on minorities and women. At JPS programs should be put in place to alleviate such problems that may arise. The main Assessment method that should be used at Jamaica Public Service Company Ltd. for the position for operations manager is the Skills inventory, because of its reliability and validity. This method will provide an assessment of all the necessary skills for the Target position.

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