Keywords: Human Resources Management, hi- technological laboratory research, management, project manager, selection methods.

Transcription

1 Key Engineering Materials Online: ISSN: , Vol. 495, pp doi: / Trans Tech Publications, Switzerland Selecting the project teams members. A challenging human resources management process for laboratory research. Evangelia N. Markaki 1, a, Damianos P. Sakas 2,b and Theodoros Chadjipantelis 3,c 1 Aristotle University of Thessaloniki, Greece 2 University of Peloponnese, Greece 31 Aristotle University of Thessaloniki, Greece a markakie@polsci.auth.gr, b D.Sakas@uop.gr, c chadji@polsci.auth.gr Keywords: Human Resources Management, hi- technological laboratory research, management, project manager, selection methods. Abstract. The aim of our paper is to focus on the way a project manager chooses the appropriate members of his team in order to develop hi - technological project for a laboratory research in different sectors (business, hi -technological, financial, societal, political). Our aim is to focus on the differences and the challenges that hi - technological project team members have in laboratory research. Projects managers role: a challenging position Project Managers are obliged to implement an organization strategy, develop new applications, work with a team and lead the right persons to the right target [1]. But before that Project Managers in hi - technological project have to choose the right persons for the right job. It is very essential to take into account the positive and negative particularities that have those who are employed as researchers in research laboratories. Most of the times, even if project managers have the appropriate help from the human resources management department, the final decision belongs to them. In this paper we focus on the management in hi - technological projects as the dynamic functional power of a laboratory. In this context we examine the way selection procedures must be implemented in order to develop a team which will work on a high tech project. The selection procedure has to be part of a quality management system. According to Phillips [1] the project manager recruits and/ or selects workers target oriented, hard working persons, positive to learn and to develop innovation. Most of the times the members of a project team are focused on the success of the project. As Cooper and Robertson [2] state before starting, the project manager must create roles within the project and responsibilities. That identifies needs, actions and resources. People have different kind of knowledge and experience, they are motivated by different expectations and they have different skills and competencies. How do all this characteristics influence the selection procedure in hi - technological projects? Are there levels of importance in laboratories? How this can influence the project team s results in hi - technological projects? According to Bowen and Lawler [3] the modern approach in Management is a quality management system targeted on the center of the management function in an organization. Quality is related to clients as well as the function of the organization. This system focuses on needs and expectations, on quality standards, controls and improvements, involvement, empowerment as well as management responsibilities. Giving the fact that personnel selection procedures can influence the quality results of a team selection procedures are of fundamental importance[2]. All rights reserved. No part of contents of this paper may be reproduced or transmitted in any form or by any means without the written permission of Trans Tech Publications, (ID: , Pennsylvania State University, University Park, USA-09/04/16,09:01:39)

2 160 Materials and Applications for Sensors and Transducers Selection procedures: Selection is a process that has a specific systematic methodology where the selector, here the project manager, understands the differences of people, identifies needs and expectations, sets standards, evaluates them and decides selection methods [4]. According to Wood and Payne [5] the project manager in hi - technological projects is obliged to identify people s characteristics that could match the jobs demands. The knowledge and the experience of people is a crucial factor in order to choose a person as part of a project team. Additionally, the project manager must also set the criteria of the job performance assessment [1]. Project managers, as time passes, get also experience and are able to recognize those appropriate persons that they need in their team [1]. This procedure involves recruitment and right selection methods that can emerge internal skills and competencies [1]. Prior projects, organizational knowledge, top management s and team members advice can provide project manager with useful information about proven success and commitment [1]. Evaluating skills A fundamental part before starting interviewing or assess people, it is the necessary evaluation of a person s skills. Apart from the experience, the resume constitutes an important source of information. This is a quick way to understand past accomplishments, adopted knowledge, skills [6]. Interviews and other selection methods. According to Schuler and Funke [7] interview is a common method of selecting people and the most famous one. The most important thing is the way it is conducted. The modern approach says that interviews must be structured, job- related asking for in depth answers [6]. Interviews with these characteristics can be based on situational approach, behavioral approach or multi modal approach. [5] For the same position the project manager must use the same questions in order to have the opportunity to assess at the same level the answers [6]. The interview allows project manager to see verbal but also non verbal behavior and articulative behavior [6]. There are also other methods in order to select the right persons for the project team. Work sample tests, made to experienced candidates, match to the skills required to the particular job and show how a candidate, doing a particular job, reacts [8,9]. Job knowledge tests shows the amount of the job related information a candidate has about the project [6]. Trainability tests focuses on whether a candidate is positive and suitable on training [10]. Assessment centers become more and more popular. They develop tests where candidates participate. The project manager receives the report of their research based on the criteria he set about the project [11]. In tray- exercises refer to simulated managerial tasks measuring skills such as communication skills, problem solving skills and decision - making skills [6]. Group discussion method help selectors assess a candidate as he interacts with others, how influences others, how expresses himself, how clearly and logically thinks and finally how effectively uses his experience to the new conditions [6]. On the other hand psychometric tests can take a big part of selection procedure because allow selectors, here the project manager, to evaluate cognitive ability but also personality measures and finally help him have a complete idea of the personality, the skills and competencies of his team members [12]. Retaining persons According to Cooper et al. [6] selecting the persons for the project team does not mean that the whole work is over. The challenges start now. The member enters a team where the project manager has his role and the team members theirs. These roles create an interactive relationship that apart

3 Key Engineering Materials Vol from the job to be done create also needs concerning the expectations from the project, the work life balance and the flexibility [6]. This is very crucial because it supports the balance in the project team and is linked with effective and targeted selection procedure [6]. The research In this paper we focus on project managers who select the right persons for the implementation of hi technological project in a laboratory research. Our data were collected in Athens We realized interviews with executives project managers in hi technological laboratories. We used structured interviews with closed questions. For the measurements of the questions we used a five Likert skale. We tried to measure the importance of the selection methods referred above as well as identify some important aspects of selection procedures. The results As far as it concerns the selection methods: 92.3% of the managers said that technical skills i.e. experience and knowledge plays a crucial role for a project manager to choose the right person for the project. 84% of the Project managers focus on the job position the candidate had in previous positions. Work sample is primarily implemented to skilled persons that know the job but it is not the first choice for 68.2% of the respondents even if it is very helpful for technical team members support the 78% of the project managers asked. The assessment centers are used primarily for other positions and not often for members in project teams of hi- tech laboratories as says the 79.7% of the respondents. The interview constitutes a fundamental tool for almost 90% of the respondents, a big part of which (60%) participate even in the first interview process. Many respondents (43%) underlined that interview process via Skype, telephone or videoconferences are widely used due to the fact that they are time saving techniques and permit project managers in hi technology projects to select team members from all over the world. The following table shows the mean of preferences evaluating the different selection methods using a five Likert scale. Table 1: Preferences in Selection Methods Personell Selection Methods Mean of evaluation Interviews [3,8] Resumes (Experience/ Knowledge) [4,7] Work Sample [2,6] Assessment Centers [2,1] The following table presents the tests Chi-Square we realized between the trust in different selection methods and whom candidate chose the project manager. The Chi-Square tests showed a statistically important relation between the level of trust in the different selection methods and whom candidate preferred finally the project manager. Table 2: Chi-Square tests between trust in different selection methods and whom candidate chose the project manager Personell Selection Methods Pearson Chi-Square Value Asymp. Sig. (2-sided) Interviews [38,787(a)] [0,000] Resumes (Experience/ [51,006(a)] [0,000] Knowledge) Work Sample [32,589(a)] [0,026] Assessment Centers [10,444] [0,036]

4 162 Materials and Applications for Sensors and Transducers The data revealed also key aspects of the all selection procedures and methods, already referred by Phillips [1] such as to make people fit in the project and make them see it delivered. It is also crucial to understand the different levels of the project and not focus only on one aspect i.e. only the technological part or the business part. Organizing all the procedures and manage the time is of prime importance in order to assess the candidate team members properly. Finally choose the right selection method for hi- technological project is necessary for the candidate team members evaluation. The data and results need further development and validation as they constitute an attempt to present the selection procedures as part of the projects managers role in order to create the appropriate project team. The team in hi technology laboratories have specific characteristics as the targets and the projects are ambitious and challenging. References [1] Phillips J.: IT Project Management: On Track From Start to Finish (McGraw-Hill/Osborne 2004) [2] Cooper, D., & Robertson, I.T.: Recruitment and selection: A framework for success. (London: Thompson 2002) [3] Bowen, D.E. and Lawler, E.E. III: Total quality-oriented human resources management. Organizational Dynamics, Vol. 20 No. 4, 1992, pp [4] Heneman, H. & Judge, T. : Staffing in Organizations (McGraw Hill. 2000) [5] Wood, R. & Payne, T. : Competency-based recruitment and selection (Wiley 2000) [6] Cooper, D., Robertson, I. and Tinline, G.: Recruitment and Selection: A Framework for Success. (London: Thomson 2003). [7] Schuler, H., & Funke, U.: The interview as a multimodal procedure. In R. W. Eder, & G. R. Ferris (Eds.): The employment interview: Theory, research, and practice Newbury Park, CA: Sage (1989). pp [8] Robertson, I. T., & Downs, S.: Work-A meta-analysis. Journal of Applied Psychology, 74 (1989), pp [9] Robertson, I. T., & Kandola, R. S.: Work sample tests: Validity, adverse impact and applicant reaction. Journal of Occupational Psychology,55 (1982), pp [10] Robertson, I. T., & Downs, S. :Work-sample tests of trainability: A meta-analysis. Journal of Applied Psychology, 74 (1989), p.p [11] Sackett, P. R., & Dreher, G. F.: Constructs and assessment center dimensions: Some troubling empirical findings. Journal of Applied Psychology, 67 (1982), pp [12] Robertson, I. T., Gratton, L., & Sharpley, D.: The psychometric properties and design of managerial assessment centers: Dimensions into exercises won t go. Journal of Occupational Psychology, 60 (1987), pp

5 Materials and Applications for Sensors and Transducers / Selecting the Project Teams Members. A Challenging Human Resources Management Process for Laboratory Research /