Enhanced Selection and Recruitment System
Project leader name: Arie McQuarley
The leadership traits that are necessary for leading the project,
Several leadership traits are essential in the Enhanced Selection and Recruitment System. As a project leader, one is required to have a vision that aligns with the corporate goals and team objectives. Times are changing, and a business cannot achieve goals with the same strategies forever (Sarmento, 2017). As such, a vision is necessary for the team leader to shed light on the team members regarding what needs to be achieved, and strategies can be used to make such a vision. Leading this project will also need ethics and morals in enhancing fair selection and recruitment of quality candidates. These traits will be essential in avoiding crises and corruption and, as a result, improve goal achievement.
The team members and their roles in the project,
Mr. Jackson will be the Human Resource manager of our team and will provide useful insights into the elements, structure, and components of an effective recruitment system. He will coordinate the workplace and control the whole Selection and Recruitment System by ensuring that a set of policies and requirements is followed to the core.
Madam Harriet will be the IT department manager that will help in the development of an efficient technical system that incorporates the best recruitment system dashboard. Additionally, the training personnel will also take the recruits through the training process before being employed in the company. Communication management will be led by Mr. Moses alongside his coordinates to enhance an effective communication system in the Selection and Recruitment System.
The traits that make one a productive team member,
Flexibility is a core trait of team members since the working strategies and environment are not static. Besides, a productive team member shows commitment, reliability, and responsibility in working towards the achievement of project goals (van Prooijen & Ellemers, 2015). Communication skills, active listening, and staying informed also determine the productivity of the team member.
Eight traits associated with being a successful project manager, as highlighted by Galvin, Gibbs, Sullivan, & Williams (2014).
Organization – setting a realistic timeline and staying within an accurate budget for a project requires the project manager to be a well-oiled machine and organized.
Vision – a successful leader, has the idea to achieve in the business through effective planning and ensuring company growth.
Communication – this is a trait/skill that is critical to every business level, and it will be essential in conducting an effective selection process.
Leadership is another trait that enhances a manager to manage people effectively to keep up with the team’s productivity level.
The problem-solving project manager is good at making informed decisions and delivering the best to the project.
A successful project manager should also be composed to maintain calmness under pressure.
Time management is another trait that helps the project to keep up with time and meet deadlines.
Goal-oriented project managers tend to achieve the goals that seem impossible and cope with changing the business environment.
Conditions that support the development of high-performing teams
There should be clear team boundaries, an enabling organizational structure, a compelling team direction, competent coaching, and strong support from the team leader that help to develop a high-performing team (van Prooijen & Ellemers, 2015). These conditions control the selection and recruitment process without interfering with management roles since boundaries are set.
Strategies that can be used to manage dysfunctional conflict within project teams
Exercising leadership power can be a strategy to solve conflict within project teams. Compromise should also be applied to benefit the interests of each party on the project. In the management of dysfunctional conflict, we may also solve the underlying problem rather than the symptom. A project manager can also delegate conflict resolution to an accountable lieutenant and give him a chance to grow (Galvin et al., 2014). Lastly, but yet important, one should call a meeting to know the underlying cause of the conflict and know what the team members want to solve it entirely to avoid further complications.
References
Galvin, T., Gibbs, M., Sullivan, J., & Williams, C. (2014). Leadership competencies of project managers: An empirical study of emotional, intellectual, and managerial dimensions. Journal of Economic Development, Management, IT, Finance, and Marketing, 6(1), 35.
Sarmento, J. M. D. B. M. (2017). Leadership characteristics in recruitment and selection processes: a study developed in a consultancy firm specialized in human resources (Doctoral dissertation). Universidade Católica do Porto.
Van Prooijen, A. M., & Ellemers, N. (2015). Does it pay to be moral? How indicators of morality and competence enhance organizationally and work team attractiveness. British Journal of Management, 26(2), 225-236.
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