Effective Recruitment and Retention Program

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Table of Contents

Introduction
Problem Statement
Literature Review: Current Practices
Strategic Plan for Change
Change Implementation: A New Program
Recommendations
Conclusion
References

Introduction

Successful organizations attract and recruit competent individuals to complete specific functions and meet the changing demands of the targeted customers. This means that the existence of an effective strategy will ensure that a given agency hires the right employees and empowers them accordingly. Workers who are familiar with production and marketing processes are assets to their companies. They possess adequate knowledge that is critical for the positive performance and profitability of the organization. Retaining such individuals is necessary in order to continue improving productivity. Unfortunately, firms are presently facing numerous challenges when pursuing their recruitment and retention issues. The leading issues many leaders encounter when trying to attract and hire new employees include changing workforces, diverse needs, the ineffectiveness of existing organizational models, global culture, and the unavailability of qualified individuals. These challenges are making it hard for many companies to attract and employ individuals who can add value to their business processes (Cardy & Lengnick-Hall, 2011). Similarly, there are specific recruitment issues many firms continue to face. Some of them include continuous monitoring of emerging technologies, the desire for additional income sources, changing workforce, global economic growth, and employees’ bargaining power.

Government agencies that develop and implement effective recruitment and retention approaches will record numerous benefits that will result in improved performance. For instance, such a model ensures that every organization attracts individuals who possess personalities and skills that resonate with the established aims, visions, and missions (Cardy & Lengnick-Hall, 2011). The hired workers will apply their competencies to deliver positive results and make the company profitable. The use of a sustainable program will reduce hiring costs and minimize conflicts throughout the process. Corporations with effective strategies tend to have lower chances of recruiting unqualified individuals. This approach also makes it possible for a given company to address the problem of employee turnover, thereby maximizing productivity. Cardy and Lengnick-Hall (2011) support the application of a high-quality retention program because it encourages employees to enjoy their roles, support each other, solve problems, and receive competitive perks. If the human resources (HR) manager at the Defense Information System Agency (DISA) considers these issues, the chances are high that qualified workers will be identified, hired, and retained.

Problem Statement

Organizational behavior theories support evidence-based practices that have the potential to empower employees and make it easier for them to pursue the outlined aims. Such models encourage HR managers and leaders to implement powerful recruitment and retention measures that resonate with the changing demands of both the industry and the identified individuals. Unfortunately, many companies and leading corporations are currently finding it hard to attract the required talent and encourage their workers to provide high-quality services. This is the reason why cases of high employee turnover continue to be recorded in large and small organizations. This predicament is attributable to the absence of effective and sustainable retention and recruitment strategies. Consequently, this gap results in a wide range of problems, including reduced profitability and productivity, additional expenses for training, loss of sales, reduced morale, ineffective communication, and high turnover (Cardy & Lengnick-Hall, 2011). The leaders at DISA should consider the nature of this problem and implement an effective program for recruiting and retaining employees in order to remain successful.

Literature Review: Current Practices

Human resources are essential in every organization that wants to achieve its goals and transform the experiences of all stakeholders. Rashmi (2010) observed that firms that focused on the concept of technology to achieve their goals also required competent employees to run and manage them. As companies continue to transform their models to remain competitive in their respective industries, chances of getting competent workers have decreased. Although there are many graduates who might possess the intended skills and competencies, it still remains hard to identify those who have appropriate philosophies and personalities. A study by Cardy and Lengnick-Hall (2011) indicated that many organizations were unable to identify more individuals who could support organizational performance. However, the majority of such firms were relying on emerging technologies and social media platforms to recruit individuals with diverse backgrounds. This means that there are some gaps that affect the way companies identify and attract people who might improve productivity.

The existing gap between knowledge and organizational practice has emerged as a major barrier affecting the goals of many firms. For instance, Asch, Mattock, and Hosek (2014) revealed that some corporations were incurring numerous expenses to train new workers since they lacked the required competencies or practical experiences. This means that such companies were spending more money on HR instead of introducing evidence-based practices to improve productivity. The situation worsens when the acquired employees find it hard to continue providing their services to the targeted organization.

The issue of retaining employees who have developed adequate competencies has also become problematic for many agencies. Cardy and Lengnick-Hall (2011) acknowledge that one of the biggest predicaments many companies are facing today is their ability to manage such human resources and ensuring that they provided their services for the longest period. It is evident that securing skilled employees and retaining them is a critical issue in every business organization. This is true since the inputs of such individuals dictate the competitiveness and productivity of the organization (Asch et al., 2014). The recorded turnover in many industries is a clear indication that many corporations continue to face this problem.

Over the years, companies have implemented various measures and procedures to empower and encourage their workers to focus on the established goals. For example, Anderson (2018) observed that many managers were paying attention to different factors that could motivate individuals, such as promoting a positive organizational culture, training, and development, maximizing workplace safety, providing rewards and compensations, and promoting fairness. In another study by Arthur (2012), the use of different dimensions to motivate and retain workers was found to be relevant. According to the research, companies could focus on the physical, mental, and social needs of different individuals and empower them to support organizational performance.

The use of performance measures to provide rewards is an evidence-based approach that many corporations are presently using to ensure that workers remain loyal. Some of the common approaches considered include salary increments, involvement in decision-making, and promotions (Anderson, 2018). The introduction of appropriate working environments is another strategy that many firms have been considering to encourage workers to continue pursuing the targeted aims. This means that individuals can get adequate resources, human support depending on their unique needs. Those in power should solve emerging issues and guide employees to respect each other.

Business corporations should focus on workers who appear promising if they want to remain competitive. Such individuals possess appropriate competencies and philosophies that have the potential to sustain performance and eventually make the company profitable. Such key employees are usually targeted by rival firms since they understand that their inputs can transform productivity and customer satisfaction. Anderson (2018) acknowledges that organizations should retain these individuals if they are to emerge successfully. Arthur (2012) also argues that the implementation of a superior succession planning model will promote employee retention. The provision of resources and materials that streamline or simplify activities in an organization will ensure that more individuals continue to deliver positive results. From these practices, it is evident that companies that recruit and retain their talented employees successfully will maintain leadership, creativity, autonomy, profitability, and competitiveness in their respective industries.

Strategic Plan for Change

Agency Description

DISA is one of the integral organizations that support the effectiveness of the United States’ homeland security. This combat institution is composed of contractors, federal civilians, and the military. Its current role is to provide adequate communication and information technology (IT) to the country’s Secretary of Defense, the Vice President, the President, and the combatant commands. DISA has many employees and onsite contractors whose obligations include making appropriate security decisions, accessing data, and acquiring the right IT solutions for the US military (Defense Information System Agency, 2019). The agency also establishes the required standards for cyberspace and ensures that all communication systems are reliable and secure. It also provides computing platforms and infrastructure to different stakeholders, such as networks, software, servers, and cloud computing. DISA ensures that identified or authorized organizations and individuals have access to sensitive resources, materials, and information.

The influx of Senior Level Positions

Over the years, this agency has been recorded an increased influx of senior-level positions. Due to the emerging threats that have the potential to affect the security of the country’s critical infrastructures, departments, and citizens, this institution has been expanding its operations and goals. This means that it should constantly identify, recruit, and retain skilled senior-level managers to promote or support the intended goals (Defense Information System Agency, 2019). With the introduction of additional responsibilities and activities, the agency has continued to create new rooms for professionals who can deliver the intended objectives. The issue of same grade reporting has also emerged whereby individuals are required to relate positively and share information with their colleagues. With the availability of similar jobs elsewhere, there is a need for this agency to consider a new model for recruiting and retaining its middle and senior-level employees.

There are various issues that the top leaders at DISA need to consider. Firstly, these managers can ensure that the implemented advertising strategies are sustainable and focus on persons who have the required talent and skills. Such vacancies can be communicated through the use of DISA’s website, social media platforms, and governmental portals (Defense Information System Agency, 2019). This approach is essential since such sites are accessible to different individuals who have the targeted competencies. The approach needs to outline the unique skills and experiences that match the needs of the agency. This initiative will ensure that top-quality applicants are on different certification lists.

The next aspect is to consider the needs and wants of the organization. Managers will identify missing gaps and match them with the competencies of different applicants. Such a strategy will eventually ensure that individuals who possess adequate qualifications will be identified and selected to go through the interviewing process (Rashmi, 2010). This achievement will ensure that DISA hires skilled individuals.

Recruitment Strategies

Additionally, there is a need for the leaders at DISA to consider various recruitment and retention strategies that have delivered positive results in other governmental organizations and business firms. The first evidence-based initiative for getting competent individuals is through the use of these core approaches, niche boards, online advertisements, and referrals. These tactics will make it possible for DISA to learn more about people who possess the right skills depending on the intended position (Rashmi, 2010). The organization can also consider the changes existing in the market to be aware of the best strategies to get positive results.

DISA can go further to implement creative strategies that have the potential to deliver positive results. For instance, Vozza (2017) indicates that Google LLC has been attracting competent individuals in the fields of technology, programming, and marketing through the implementation and support of an effective organizational culture. This agency can consider such an approach since it is capable of delivering positive results in a timely manner. The use of data is also effective and creative since it optimizes recruitment time, minimizes weaknesses, and eventually delivers positive results.

DISA can go further to reshape its recruitment processes if it is to emerge successfully. The leaders can consider the importance of viewing or treating all potential individuals as customers or clients. This model will ensure that they are willing to be part of the agency and eventually deliver positive results. Another approach entails considering the changing demands and expectations of the Millennials. These individuals are technologically savvy and capable of making a difference for any organization. Identifying and fulfilling their expectations can make the recruitment process sustainable (Neese, 2018). Apple Incorporation has been considering such attributes to recruit competent professionals who can promote organizational performance.

Retention Strategies

DISA should consider various retention strategies to encourage its current employees to continue providing their services. The first approach entails the provision of adequate support systems and resources. Such individuals will be empowered and willing to complete their roles diligently. The second strategy is the transformation of the existing culture. This initiative will create a scenario whereby all workers are empowered, motivated, and capable of pursuing their aims as teams (Halvorson, 2018). The third strategy is ensuring that all workers receive timely training and guidance. This initiative is essential since the field of IT changes frequently. Such programs will allow all beneficiaries to complete different tasks much faster and expand their competencies. Samsung considers such an approach to retain its key workers. The fourth tactic is the provision of competitive perks, rewards, and salaries to all individuals. This approach has delivered positive results at Boeing and Apple Incorporation (Vozza, 2017). Companies and government organizations that introduce such a strategy will emerge successfully.

The fifth model that is capable of guiding DISA to retain its workers is the establishment of effective or open communication. Such an approach will empower all followers to share ideas, solve emerging problems, present their complaints, and implement superior initiatives for delivering results. The sixth strategy is embracing the idea of teamwork. With DISA operating or collaborating with different stakeholders, such a tactic will minimize burnout and empower all individuals to focus on the final outcomes (Hu, 2016). Finally, the agency can introduce a new system for gathering information from different employees at all levels of management. This strategy will help the HR department identify potential causes of turnover and use evidence-based measures to address them.

Change Implementation: A New Program

The above discussion has identified various initiatives that can make a difference for DISA and ensure that it attracts competent individuals to support its goals. The suggested recruitment and retention strategies are evidence-based and applicable in different agencies. The most important issue is for all involved stakeholders to implement the approaches effectively and support them until they become common practices in the targeted institution (Neese, 2018). For DISA, a powerful change theory is appropriate for introducing and implementing the outlined initiatives. Kurt Lewin’s model is appropriate since it can guide the HR department to start implementing new approaches for identifying and recruiting employees whose skills and competencies can take the agency to the next level (Halvorson, 2018). This means that these three steps will deliver positive results: refreezing, changing, and freezing.

During the first stage, the organization’s president and managers will prepare the HR department by informing them about the benefits of a superior recruitment and retention strategy. They will be guided to identify the existing gaps and problems that affect performance. These stakeholders will also learn more about the unique issues many companies face when they fail to transform their strategies. This achievement will ensure that all departments are willing to support the implementation of such proposals (Vozza, 2017). This will take the involved parties to the second phase. During this stage, the agency will consider the above retention and recruitment strategies and apply them accordingly. They will go further to transform the existing organizational culture and address emerging opposition to the targeted change (Novitsky, 2004). Existing employees will start to benefit from the proposed retention strategies.

The freezing stage is the final and will guide all participants to make such new practices part of DISA. The agency will also identify emerging approaches and models for recruiting and retaining more workers (Hu, 2016). They can consider what other agencies and government institutions are doing to ensure that their key employees provide exemplary services. The ultimate objective is to ensure that DISA supports the country’s security agenda.

Recommendations

The introduction of competitive salaries, a new organizational culture, a better working environment, rewards, training programs, and additional resources will ensure that more employees at DISA are retained. The application of sustainable recruitment methods will make it easier for this agency to identify and get individuals who can make a difference. There is also a need to consider how other companies across the world attract and encourage their workers to stick with them for decades. With such observations, DISA will achieve its goals and eventually make the country secure (Asch et al., 2014). However, failure to consider such aspects will result in a scenario whereby more workers leave their positions and look for better jobs elsewhere. This means that the organization will have to incur additional expenses to train newly-hired workers and be unable to achieve its potential.

Conclusion

The above discussion has indicated that the presence of a sustainable recruitment and retention program can make a difference for any organization. Unfortunately, the changes experienced in the world are making it hard for companies to develop appropriate approaches and pursuing their goals. This is the case due to the emergence of new technologies, the knowledge-practice gap, and changing global population. This paper has proposed a superior model characterized by powerful recruitment and effective retention strategies. When DISA implements such measures, chances of developing and maintaining an effective workforce will remain high. Consequently, the agency will enhance the quality of employees and eventually support the United States’ homeland security agenda.

References

Anderson, B. (2018). Recruitment strategies for long-term employee engagement. Web.

Arthur, D. (2012). Recruiting, interviewing, selecting & orienting new employees (5th ed.). New York, NY: AMACOM.

Asch, B., Mattock, M., & Hosek, J. (2014). How do federal civilian pay freezes and retirement plan changes affect employee retention in the department of defense? Boston, MA: Rand Corporation.

Cardy, R. L., & Lengnick-Hall, M. L. (2011). Will they stay or will they go? Exploring a customer-oriented approach to employee retention. Journal of Business and Psychology, 26, 213-217. Web.

Defense Information System Agency. (2019). Careers. Web.

Halvorson, C. (2018). 7 Great Employee Retention Strategies. Web.

Hu, Y. (2016). Design and implementation of recruitment management system based on analysis of advantages and disadvantages of PHP three-tier. The Romanian Review Precision Mechanics, Optics & Mechatronics, 1(49), 74-79.

Neese, B. (2018). Recruitment strategies for HR leaders in 2018. Web.

Novitsky, M. (2004). 8 simple rules for retaining clients. American Salon, 127(11), 64.

Rashmi, T. K. (2010). Recruitment management. Mumbai: Himalaya Pub. House.

Vozza, S. (2017). Why employees at Apple and Google are more productive. Fast Company. Web.

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