Tailoring Job Offers to Candidates
Offering Different Pay and Benefits to New Hires for the Same Job
I strongly believe it is ethical for MarineMax to offer different new hires with dissimilar wages and benefits for a similar position. After evaluating the Equal Employment Opportunity, one can clearly see that it is not mandatory to give workers similar benefits. Equal Employment Opportunity refers to just treatment in hiring, coaching, and promotion, among other things, with no judgment of colour, religion, race, nationality, gender, disability, and sexual orientation retention (Phillips & Gully, 2012). A worker’s salary may vary depending on their level of education, job knowledge, or experience in the given job. Thus, it would be a bad idea for MarineMax to pay an individual with a degree but no experience compared to a person without a degree but with a lot of experience.
People who apply to work at MarineMax may have varying skills and experience levels. To remain competitive and captivate highly motivated and skilled personnel, MarineMax must offer better pay than those the candidates were given in their previous jobs. Besides, the candidates may have been given another offer, demanding that MarineMax make an enormous offer for the prospect to consider their offer. Most job offers depend on experience and qualifications, and most job seekers are knowledgeable of the above. Thus, it is justifiable and entirely ethical to offer different new employees for a similar job varying amounts of remuneration and pay depending on their levels of qualifications and experience.
Low, Competitive, or High Job Offer
MarineMax is a highly regarded multi-billion-dollar organization. As a result, the above allows for the organization to offer high job offers. Whenever proposing a job offer, a company should at all times put forward its best foot (Renaud, Morin, & Fray, 2016). Numerous people apply for open opportunities in a company, and candidates have various options in organizations. Suppose an employer thinks the candidate is qualified for a job offer. In that case, it is possible that the same prospect is considering several other employment opportunities offered before making a final decision. Offering a potential employee the best job offer will assist MarineMax in sustaining its good reputation and image as a potential employer. It is recommendable for a company to offer prospects incentives, and firms should view employees as investors and motivate them to remain in the firm for prolonged careers. On the other hand, MarineMax’s business approach and the ability of the firm to compete in the market for the best talent over its rivals will determine the compensation (Risavy, 2021). Giving bonuses, highly competitive salaries, adequate periods of vacation time, and flexible working schedules are all common strategies that seem to lure employees.
It is not in the prime interest of MarineMax to give an uttermost job offer. Without a doubt, MarineMax desires to sustain services of a high level as supposed. Thus, MarineMax offering a maximum job offer could pose a dangerous step. On the contrary, the firm should leave adequate opportunities for job seekers to negotiate their offers to which the prospects will be held accountable.
Increasing Likelihood for Top Candidates Recruited to Accept Job Offers
MarineMax should know that every step within the job hiring stages must be treated as a critical moment. The organization must think beyond the box and comprehend that if it has highly qualified prospects, it must acknowledge that the said candidates may be receiving several job offers from other companies (Risavy, 2021). Consequently, MarineMax should put into place strategies to ensure its job offers stand out from the rest. As mentioned earlier, the initial step is to propose highly remunerative pay to the candidates, which is a more traditional strategy. Offering sign-on dividends is an advantage in the form of reimbursement for the company to pursue. In addition, MarineMax could assure staff progression and development as a technique to enhance the possibility of a candidate accepting its job offer (Renaud, Morin, & Fray, 2016). MarineMax should consider linking a prospect with a current worker, particularly a person from the department they will be operating in; thereupon, they can ask more comprehensive questions concerning the organization, team, and responsibilities.
The organization should provide benefits such as health and dental insurance, life coverage, basic tuition reimbursement, childcare benefits, vacation periods and holidays, sick leaves, and a retirement plan to its candidates. The company’s culture should influence the workers to grow and develop. In a competitive market, being aware of other benefit packages can assist MarineMax to be more successful in appealing to, engaging, and maintaining employees. Suppose a company can provide its employees with the best insurance plans possible. In that case, the employees will feel like the company is concerned about their health and general welfare, which will result in enhanced job satisfaction, leading to employee productivity and retention (Phillips & Gully, 2012). MarineMax Company should offer some freedom for negotiation. The firm can change perks and compensation according to experience levels and sets of skills, which are likely to differ from person to person. The above will further contain the costs of employees and the high satisfaction of highly skilled employees.
References
Phillips, J., & Gully, S. M. (2012). Strategic staffing. Upper Saddle River, NJ: Pearson Prentice Hall.
Renaud, S., Morin, L., & Fray, A. M. (2016). What most attracts potential candidates? Innovative perks, training, or ethics?. Career Development International.
Risavy, S. D. (2021). Job Offer Negotiations: Helping Students Negotiate Their Job Offers. Management Teaching Review, 6(4), 375-382.
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Question 
Tailoring Job Offers to Candidates
Directions
Complete Chapter 11, Exercise #5: Staffing Challenge: Tailoring Job Offers to Candidates. Answer a.b.c.
Requirements
Minimum length: one page per question response
Address the problem and discuss relevance to the topic, using outside sources as support.
Include at least two scholarly sources and/or professional business periodicals, e.g., Harvard Business Review, Human Resource Management, etc.
Format: APA format, double space 12 pt font.
ISBN: 978-1-948426-86-2