Dear Editor,
For starters it has to be understood that there is usually a degree of sensitivity implied in the shape, size and overall image of notices that, however surreptitiously, reflect the organisation’s: work environment, communication style, training capacity, developmental opportunities not to mention turnover rate of the very positions advertised. There is however the indication of new/expanded organisational structures, and possibly new systems, technologies, and related skills. Unsurprisingly, the more qualified applicants could sense these variables, moreso if interested in moving from comparator organisations – in the hope of a more congenial communication environment, and of course a more assured career future, amongst other things.
In all the circumstances employers must understand the substantive implication of ‘trust’ in the respective interview interactions which must follow. So that organisations should reflect on the implications of i) publishing several vacancies at once; or ii) the same vacancies too often. To start from say the lower, if not lowest job level, one would expect that well established organisations would receive ‘expressions of interest’ in jobs normally known to long exist therein. So it is bemusing that a company whose business is say transport would not attract voluntary applications for a ‘Driver’, thus raising related doubts about its confessed inability to retain ‘Drivers’. But the same perspective would apply to the basic position of ‘Clerk’ which requires the recruit to be taught the duties to be carried out.
When it comes to ‘Senior Accounts Clerk’, it may well be a reflection on the related Head of Department not developing the appropriate capabilities for promotion, and moreso for the organisation concerned not investing even in extra-mural training and development of the related competencies. In the case of the Guyana Public Service for example, it is inexcusable that any Ministry should mimicly advertise for a ‘Senior Accounts Clerk’, as if transferability arrangements no longer apply in the Public Service, albeit so committed to recruiting ‘Contracted Employees’. However, at the other end of the employment spectrum can be observed one of the oldest public sector organisations inviting applications for as many as three Heads of Departments at the same time.
It is not certain whether these concern new operational units, or if in fact these would have been promotable positions, then the situation would indicate the non-existence of any succession plan in the organisation. If, on the other hand, the Vacancy Notice is in fact signaling the creation of new Units, then it certainly speaks to the need for the most comprehensive orientation programmes to be conducted for such high-level recruits. In another scenario, when one observes the range of positions for which candidates are required to apply, it becomes critically necessary for attention be paid by the supervising employer to such glaring detail, as in one case, of his/her agent’s request for the submission each of a ‘Curriculum Vitarum’ (there is the choice of Curriculum Vitae or Curricula Vitarum) – which might well provide prospective candidates pause for reflection, say in the case of the position of ‘Environmental Officer’.
In the final analysis one can only wonder about the level of professionalism obtaining in the Human Resources Management Function across organisations – Private and Public, and the competence with which interviews are conducted. The undersigned is willing to assist in this last regard.
Sincerely,
E.B. John
