Recruiting, Developing and Retaining Staff

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Table of Contents

Staff Analysis
Recommendations
Job Descriptions
Recruitment Plans and Interview Questions
Interview Questions
Professional Development and Employee Support Activities
References

Organizations should implement evidence-based initiatives to recruit and retain competent employees. Successful institutions look for talent and specific talents that can support their objectives. It is indispensable to use appropriate strategies to develop and empower recruited staff members (Hearron & Hildebrand, 2011). Teaching organizations should hire accomplished workers and empower them to meet the needs of the targeted children. A study was conducted in a military childcare center to understand the recruitment, development, and retention strategies associated with the institution. This paper gives a detailed analysis of the center’s staffing needs.

Staff Analysis

Description

The selected institution for this exercise is a military childcare center. The organization serves both preschoolers and infants. The center attracts children between 6 weeks and 5 years. Many institutions are characterized by workers from foreign countries (Tehseen & Ul Hadi, 2015). Majority of the teachers in the organization are from Jamaica. These workers constitute around 80 percent of the workforce. The remaining percentage is composed of spouses of current or former military personnel. The total number of teachers in the institution is 14. The school has four classrooms that serve more children from diverse backgrounds. The first classroom meets the needs of infants below the age of 1 year. The second class setting focuses on the needs of pre-toddlers aged 1-2 years. Toddlers aged 2-3 years are grouped in the same classroom. The fourth classroom is composed of preschoolers aged between 3 and 5 years. The center also encourages more families living near the camp to bring their children to the care center.

The fourteen teachers are grouped in accordance with their competencies and ages. For instance, adept teachers are teamed up with new employees at the center. This combination creates strong teams capable of meeting the diverse needs of the learners (Freeman, Decker, & Decker, 2013). The teachers’ dexterities are considered whenever establishing new teams. Some teachers understand the unique educational and learning needs of more children in specific age brackets.

Staffing Arrangement

As indicated earlier, the roles of different teachers are consigned in accordance with their proficiencies. The experience (or number of years in practice) of a given teacher is considered to create appropriate teams capable of supporting the learning needs of the children. Most of the employees are Jamaican. A small percentage is characterized by spouses of former or current military professionals. This scenario explains why some of these workers might be unable to meet the unique needs of different learners (Hearron & Hildebrand, 2011). The community’s diversity is, therefore, not represented in this staffing arrangement.

Teachers who have been providing quality support in different classes are usually encouraged to take up leadership positions. The leaders guide their respective teammates to support the needs of the children. Every worker is expected to pursue specific roles and objectives that can deliver desirable results (Totenhagen et al., 2015). The experts are then guided and allowed to interact with one another. The interview has revealed that the military childcare center is facing various staffing hurdles. The institution lacks funds for opening a waiting room. Hiring of new workers remains a challenge for the center.

Recommendations

Several gaps in the targeted center have made it impossible for teachers to fulfill the expectations of different learners and community members. There are two unique positions that can be created in this institution. The first one is that of a director. The institution has a principal whose role is to coordinate a wide range of operations. The inclusion of a director can make it easier for the childcare center to tackle a wide range of issues affecting the learners (Willard & Saltzman, 2015). This role will create a new environment whereby the needs of every child are matched with the competencies of the teachers. This leadership position is also suitable towards meeting the needs of children with learning disabilities.

The second critical role is that of a human resources (HR) manager. The current situation shows conclusively that the center is unable to achieve its objectives in a timely manner. The findings indicate clearly that the center has been unable to hire new employees. The creation of this new position will guide the center to improve the manner in which staffing is configured. The HR manager will consider the challenges affecting different workers and empower them to deliver high-quality services (Bullard & Hancock, 2017). These two positions will definitely make a difference in the organization and ensure the diverse needs of different families and learners are met.

Job Descriptions

Director

Job title. The proposed title is that of a Director

Reporting/teaming structure. The candidate will be expected to report to the principal. The director will liaise with the principal and the HR manager to harmonize various organizational functions.

Brief description of the organization. The institution is a military childcare center. The organization’s staff is comprised of knowledgeable teachers who offer quality support to the learners.

Position’s roles and responsibilities. The director will be required to analyze and monitor the unique needs of every community member and learner. He or she will focus on the competencies of different teachers and assign responsibilities accordingly. The candidate will support the relationships between learners and the teachers. The director will make appropriate decisions to promote effective curriculum development. Decisions will be informed by the changing needs of the targeted family members (Willard & Saltzman, 2015). The director will identify emerging challenges and issues capable of disorienting the learning process. He or she must monitor different activities and match them with the center’s goals.

Minimum qualifications. The successful candidate should have a bachelor’s degree in human resource management (HRM), management, or early childhood education (Willard & Saltzman, 2015). The person should also have a master’s degree in human resource management. Any form of training in childcare or early childhood education is relevant. The individual should have worked in a similar position for at least five years. The successful candidate should possess a number of skills such as decision-making, time management, and problem-solving. He or she should be a team player, self-motivated, and a critical thinker. Leadership competencies such as the ability to mentor and motivate others are needed (Totenhagen et al., 2015). The candidate should be able aware of the best approaches to support the needs of learners from diverse cultural backgrounds.

Human Resource (HR) Manager

Job title. The job’s title is that of a Human Resource Manager.

Reporting/teaming structure. The HR manager will be required to report to the director and the principal. The successful candidate will collaborate with these two professionals to make satisfactory decisions. The director will offer insights that can be used to attract and hire employees who can meet the emerging needs of different learners.

Brief description of the organization. The targeted organization is a childcare center operating inside a military facility. The center offers quality educational and childcare services to different learners from diverse cultural groups. The organization’s objective is to fulfill the needs of more learners and community members.

Position’s roles and responsibilities. The HR manager must complete various responsibilities and roles. The first one is identifying the staffing needs and goals of the institution. The administrator will communicate with the director and the principal to ensure the right resources are available in the institution. He or she will guide, empower, and address the major challenges affecting different teachers (Hearron & Hildebrand, 2011). The manager will analyze the unique challenges affecting the outcomes of different learners. The manager will identify children with diverse needs or learning disabilities. The gathered information will then be used to design the right educational programs for the institution.

Minimum qualifications. The successful candidate should have a bachelor’s degree in management or early childhood development. The individual should also have a master’s degree in human resource management (HRM). The candidate should have worked in a HR position for two years or more. The individual should also possess adequate dexterities such as decision-making, critical thinking, and problem-solving. Leadership competencies such as time management, collaboration, mentorship, and listening are critical for this position (Willard & Saltzman, 2015). A proper knowledge of the diverse needs of young chidlren is requisite.

Recruitment Plans and Interview Questions

Locations

The first phase of the recruitment plan is to advertise the suggested job positions. Several locations will be considered during this phase. The ultimate goal is to ensure qualified and diverse individuals are attracted to meet the needs of the institution (Freeman et al., 2013). The two positions will be guided by the same recruitment plan. The sketch will focus on three key locations. The first location to advertise is Jamaica. The rationale is that most of the teachers in the institution are hired from Jamaica. This location will ensure proficient candidates are attracted to take up the two positions.

The second location is the military base. The move will be guided by the premise that the base has been providing competent teachers over the past decade. This location will ensure the recruitment and advertising processes are completed without incurring numerous costs. The spouses of different military personnel can meet the needs of the childcare center. The third location to consider is the stateside. The locality is characterized by competent people who have completed their respective academic courses (Tehseen & Ul Hadi, 2015). The third location will also ensure experienced individuals in childhood education and care are informed about the positions.

Strategies to Attract Diverse Candidates

Three distinctive approaches can be used to attract qualified and diverse professionals to take up these two positions. The first one is using the concept of branding. This approach will ensure the center informs more individuals about its culture and goals. Attributes such as diversity and commitment will become common in the firm (Tehseen & Ul Hadi, 2015). When more individuals understand the strengths and values of the center, they will be willing to support every aim.

The second strategy is that of engagement. The process will be used to share information to potential candidates continuously (Child Care Aware, 2015). The individuals at the military base and the state will be constantly updated about the course. Retention strategies, remunerations, and behaviors associated with the firm will be communicated. The rationale is that a new form of engagement will emerge and encourage more people to join the organization.

The third approach should be characterized by an evidence-based recruitment plan. The strategy will be used to match organizational goals and current staffing needs. Potential candidates are usually kept posted periodically. Feedbacks can be gathered from different people in the three locations (Freeman et al., 2013). Surveys can also be completed to refine the process. The plan is founded on the rationale that continuous updates and collaborations will sensitize and encourage more individuals to join the center’s workforce.

Interview Questions

These questions will be used for the position of a director:

Give a brief summary of your leadership philosophy?
Explain how you can transform the experiences of different players in a childcare setting?
What is your understanding of diversity and how can it be enhanced?
What strengths and models do you use to improve performance?
How can your efforts and skills be tapped to support the needs of diverse learners and teachers?

The following questions will be used for the HR manager position:

What is your understanding of human resources management?
HR managers should be aware of the needs of different stakeholders? How can you support the needs of both children and teachers?
What is your past experience in HR?
How can you implement appropriate HR practices to support the needs of a diverse workforce?
How will you deliver positive results after getting this job?

This scenario-based question will be asked to the applicants for the two positions:

In your past experience in a childcare learning environment, you must have identified specific challenges that disorient performance. How can your lessons be implemented to deliver meaningful results?

Professional Development and Employee Support Activities

Assimilating New Staff

The first strategy capable of supporting the assimilation process is onboarding. The process will begin by accommodating the new employees. They will then be equipped with the right tools and resources. The next step is to steer them to join their teams and focus on the targeted organizational goals. They will also be led to take up their respective roles. This process follows unique steps that result in successful assimilation (Tehseen & Ul Hadi, 2015). The initiative is appropriate since it can be applied to resolve emerging challenges. Consequently, the strategy will ensure the assimilation process is successful.

The second strategy is that of inclusion. This approach begins by informing the workers about their unique roles, existing policies, and anticipated goals. The rationale for this tactic is that it is guided by the notion of empowerment. Efficient support encourages employees to understand his or her goals and those of the organization (Child Care Aware, 2015). The strategy will lessen confrontations and resistance from the workers. This strategy will create the best environment for the HR manager and director to deliver positive results.

Evaluating Performance

The new employees will be assessed to ensure the targeted goals are realized in a timely manner. The proposed strategy to evaluate performance will focus on several steps. The first one is to create attainable goals and standards for the professionals. These standards will make sure the individuals understand their responsibilities. The second step will entail the use of a tracking system. This approach will mainly focus on the outlined goals and achievements. The third procedure will be to evaluate the collected information periodically. The evaluation process will examine if the targeted goal has been met (Knight, 2015). Feedbacks will be made and communicated to the right people. The information will then be used to make appropriate improvements in the organization.

Developing, Supporting, and Motivating Employees

The childcare center can implement various strategies to develop, support, and motivate these new staff members continuously. The first approach is role modeling. This means that the principal will act as a role model to the two individuals. The process will be applied to ensure the professionals are equipped with the right ideas and resources. The presented evidence-based ideas can result in desirable results (Pek-Greer & Wallace, 2017). The rationale for the strategy is that it creates a leader-member exchange situation whereby the professionals can improve performance.

The concept of teamwork is the second strategy that can develop and motivate these new staff members. This concept is supported by many theorists since it can create the best environment for sharing ideas. Team leaders will motivate and support the targeted staff members (Knight, 2015). The rationale for the strategy is that it is evidence-based and capable of delivering meaningful results in many educational institutions.

Training and empowerment is the third strategy for developing and motivating the workers. Training can be considered to equip the workers with superior concepts that resonate with the institution’s goals. Continuous empowerment can be achieved through the use of adequate resources and rewards. The rationale for this strategy is that an empowered staff member will be ready to engage in lifelong learning. The individual will acquire new attributes that can promote performance (Pek-Greer & Wallace, 2017). Rewards persuade workers to focus on various organizational goals. This strategy will guide the institution to realize its aims.

Promoting a Positive Working Environment

Institutions can use diverse initiatives to create a positive and productive work climate. This is something that should be done continuously. The first strategy entails the use of teamwork. In the childcare center, the recruited individuals can be encouraged to be part of a team. The approach will ensure desirable ideas are acquired to foster performance (Pek-Greer & Wallace, 2017). This is based on the rationale that teamwork creates a positive environment for addressing challenges and solving problems. The professionals will be willing to focus on shared vision and eventually create the best working environment.

Motivation is the second strategy whereby the staff members can be empowered to achieve positive results. The practice is supported by organizational theories. The leaders will motivate the individuals using adequate resources and guidelines. The rationale is that constant motivation creates a new environment for pursuing personal and professional ambitions (Bullard & Hancock, 2017). This approach will make it easier for the childcare unit to achieve its objectives.

The third strategy is promoting positive thinking. The teachers will be willing to work as a team, solve problems, and inspire one another. The rationale for the suggestion is that positive thinking seeks fosters desirable practices (Pek-Greer & Wallace, 2017). New behaviors such as collaboration and empowerment will emerge in the working environment. The strategy will create a positive workforce that focuses on every outlined goal.

References

Bullard, J., & Hancock, L. (2017). Compensation, turnover, and quality. Web.

Child Care Aware. (2015). Staffing. Web.

Freeman, N. K., Decker, C. A., & Decker, J. R. (2013). Planning and administering early childhood programs (10th ed.). Boston, MA: Pearson.

Hearron, P. F., & Hildebrand, V. P. (2011). Management of child development centers (7th ed.). Boston, MA: Pearson.

Knight, R. (2015). How to conduct an effective job interview.Harvard Business Review. Web.

Pek-Greer, P., & Wallace, M. (2017). A study of childcare teacher retention in the childcare industry. Global Business Review, 18(1), 1-17. Web.

Tehseen, S., & Ul Hadi, N. (2015). Factors influencing teachers’ performance and retention. Mediterranean Journal of Social Sciences, 6(1), 1-13. Web.

Totenhagen, C. J., Hawkins, S. A., Casper, D. M., Bosch, L. A., Hawkey, K. R., & Borden, L. M. (2015). Retaining early childhood education workers: A review of the empirical literature. Journal of Research in Childhood Education, 30(4), 585-599. Web.

Willard, C., & Saltzman, A. (2015). Teaching mindfulness skills to kids and teens. New York, NY: The Guilford Press.

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