Category: Recruitment

Introduction

Recruitment is one of the management functions that are usually conducted through the human resource department. Technically, recruitment is defined as the process of identifying and hiring the best qualified candidate from within or outside an organisation for a job opening in the most timely and cost effective manner (French & Rumbles 2005, p.170).

In this process, the management plays pivotal roles in ensuring that the process is administered effectively and efficiently so that an organisation reaps optimally from the benefits of the candidate selected from a pool of applicants who possess different experiences and technical expertise. The implementation of the recruitment process is also done in a manner that ensures precise compliance to the set recruitment policies.

Some of these policies include affirmative action, equal opportunity employment, and non-discrimination (French & Rumbles 2005, p.170). For this reason, the specific things that the recruiting personnel look out from the applicants are set out before the recruitment is done. These specifics are laid out in the form of the job description.

To come up with a concise and accurate job description, the human resource must work in collaboration within the hiring manager to develop it. In the same light, Fernando (2008) argues, reviewing a job description is an efficient procedure to continually improve an organisations structure, as well as evaluating the competencies and wages for each position within the organisation (p.8).

Given the set out procedures and policies by an organisation for the administration of the process of recruitment, the main interrogative is how effective the concepts of recruitment are in ensuring that an organisation only hires those persons who only have outstanding qualifications. The focus of the paper is to give response to this query.

Effectiveness of concepts of recruitment

Merging talent management with recruitment

An immense scholarly body of knowledge exists that attempts to set out the roles of recruitment in management of an organisation. Many approaches and models of recruitment have also been proposed with the chief intention of availing paradigms of approaching recruitment so that an organisation would secure highly professional capable workforce.

These models include executive search, RPO, retained search, outplacement, and contingency hiring among others. While fully aware of the alternative ways through which an organisation can conduct recruitment, Fernando (2008) argues that talent management is a noble function that the recruitment team needs to consider (p.2).

Indeed, he advocates for adoption of a holistic approach by management as the most suitable, effective and efficient approach of conducting recruitment.

The main reason why an organisation commits its resources to conduct the recruitment process by either delegating the responsibility to the human resource department or outsourcing the service externally is to make sure that only the best candidates fill the job openings (French & Rumbles 2005, p.170).

Apparently, an organisation utilises people as capital so that it can generate more services and goods, which is necessary for organisations to become more profitable. Arguably, this entails commoditisation of people within an organisation.

When this concept is applied to the recruitment process, it infers that the persons who would stand the highest probability of being selected are those who show and prove to the recruiting personnel that, through their physical effort, mental effort, or both, they can take the organisation to the next level in terms of enhancing its profitability.

The argument here is that the central focus of recruitment is to tap professional talent from the pool of existing potential employees so that it can be utilised in the realisation of goals, missions, and aims of organisations. In recruitment, talent management is critical in enhancing the capacity of an organisation to select the right persons to fill job vacancies.

The concept of talents management has three paradigms: talent identification, development of talent and talent motivation, and retention and engagement (Fernando 2008, p.1). The human resource management arm of an organisation enhances all these three aspects.

Ideally, for effectiveness of recruitment in helping to enhance talent management in organisations, it is significant for it to be modeled to assume a central position in the entire process of talent development. This way, it can be utilised to ensure that it can be directed to support strategic management efforts to address the competitive dynamics of businesses enabling the organisation to win the market (Fernando 2008, p.2).

Wining the market implies increased potential of an organisation to place successfully its products and services. Therefore, the whole idea of talent management and its relationship with recruitment revolves around the needs to enhance the growth of an organisations productivity through commoditisation of the workforce.

The success of recruitment functions in enabling an organisation to acquire human resources that would help it to face interactively with the future business dynamics is owed to the capacity of management to establish a link between recruitment and the future needs of the organisation in question.

Fernando (2008) supports this argument by further positing, Talent gaps to be filled through recruitment need to be defined from a strategic perspective (p.3). Therefore, in case recruitment functions such as selecting and sourcing are accomplished from the dimension of old approaches that are outdated and narrow, a possibility surfaces that the concept of alignment of talent management with recruitment would be impaired.

Consequently, each key position filled needs to result to the organisation having a better aligned talent pool in terms of current competencies and or access to high potentials with the capability of being developed to meet the future strategic needs (Fernando 2008, pp. 3-4). In the quest to achieve this, integration of a holistic approach to selection becomes crucial.

Many organisations conduct recruitment after clearly defining the profiles of the desired person to fill a job opening, which is the approach of ideal candidate recruitment. It seeks to find the candidates with the required knowledge, skills, experience, behaviour, and attitude (Fernando 2008, p.4).

Comparatively, for the case of deployment of the holistic approach/model in recruitment, the chief concern is to evaluate and make sure that the selected candidate strongly fits with the organisation, the boss, work team, and the job requirements coupled with the anticipations of the position for which he or she is being recruited. After successfully recruiting the desired candidate, induction and training follow.

However, through a holistic approach, such training would arguably consume less time since the model holds that the best candidate is the one who meets the demand of the organisational culture and values that guide the performance of the existing workforce of an organisation. Besides, he/she should fit well and work with a diverse work team.

Nevertheless, under the holistic approach/model to recruitment, the traditional approach is also not negated. Therefore, the selected candidate must also meet the experience, knowledge competencies, contacts, and skills that are set for the position.

The tools that are deployed in the selection process under the holistic approach make the approach highly effective in enabling an organisation to get the right person who not only has the requisite professional qualification but one who can easily articulate with the set out codes of ethics and organisational culture. Such tools include psychometric tests, interviews that are competency-based, and skill tests among others.

Psychometric tests are conducted to facilitate the evaluation of aspects such as personality, values, altitudes, and beliefs of the potential employee. On the other hand, skill testing is conducted to provide a means of evaluating the past behaviour and the particular skills possessed by the candidate.

Consequently, the concept of the holistic approach to recruitment is enormously significant in ensuring that an organisation is capable to recruit a learning workforce. Such a workforce would introduce less friction when it comes to compliance with organisational culture.

Recruitment: Leading, Developing, and Managing people

Stemming from the arguments of the above section, the concept of the holistic approach to recruitment is ingrained within the concerns of providing mechanisms of enhancing the management to achieve one of its noble functions: recruiting in a manner that is efficient and effective. However, management has additional functions, which more often than not are interrelated.

Such functions include leading, developing, and managing people. Consequently, it is crucial to examine how recruitment relates to these functions. In chapter 9 of Recruitment and Selection, French and Rumbles argue out that recruitment coupled with selection play pivotal roles in the process of leading, managing, and developing people ( 2005, p.171).

The connection between leading, developing, and managing people is pegged on the argument that, in the absence of recruitment, people cannot be availed to an organisation for being developed, managed, and or led.

Arguably, therefore, the entire idea of either employing or choosing not to employ is enshrined within the umbrella of managing people effectively within an organisation to realise the goals, aims, and missions of an organisation. However, in the recruitment process, fairness is of utmost importance.

In this regard, French and Rumbles lament, issues associated with exclusion from the work place also highlight the need for professionalism, fairness, and ethical behaviour on the part of those engaged in the activity (2005, p.173 ). Consequently, the model deployed to acquire human resource in an organisation (recruitment) does not matter.

Rather, recruiting the right persons is dependent on factors such as fairness and elimination of unethical conducts during the recruiting process. For the success of an organisation in executing its managerial functions of leading and managing people to yield optimal performance, the available workforce should be committed to the organisational culture and strategic goals.

Such a workforce is availed through recruitment. In support this line of argument, French and Rumbles argue, Recruitment occurs not just to replace departmental employees or to add workforce, rather, it aims to put in place workers who can perform at a high level and demonstrate commitment (2005, p.171).

This implies that recruitment plays proactive roles in making it possible for an organisation to attain organisational performance and outcomes that are positive. Fernando (2008) argues that recruitment needs to be factored in organisations approaches to strategic management (p.4).

French and Rumbles also recognise the significance of this concern by further asserting, recruitment is often presented as a planned rational activity comprising certain sequentially-linked phases within a process of employee resourcing, which itself may be located within a wider HR management strategy (p.178).

In this sense, recruitment may be perceived as involving a topical issue while attempting to seek the manner in which it enhances the management to achieve its noble functions.

Apparently, when the discipline of human resource emerged, recruitment has significantly contributed towards helping the management to cutely manage and lead the organisations workforce because, without the right workforce, orienting it to the desired ends (leading) is a nightmare.

Essentially, the contribution of an enhanced recruitment process in aiding the management to execute its managerial functions is more significant in the age where many organisations are considering the employees as the most subtle resources for achieving a competitive advantage.

Conclusion

In any organisation, the management has a number of responsibilities. Among them is the need to lead, develop, and management people. The people who are led, developed, and managed are acquired through the process of recruitment and selection. In this paper, it has been argued that the organisations workforce is an essential resource that enables the organisation to produce services and goods.

For optimal profitability of the organisation, the paper has held that it is crucial that recruitment is done so that only persons who can be oriented to the specific missions, goals, and aims of an organisation are hired.

Consequently, the paper discussed that it is crucial to conduct recruitment from the concept that an organisation seeks people who would provide easy grounds for the management to conduct its functions of management among them being leading, developing, and managing of people. In this end, the concept of talent management and its relationship with recruitment is crucial.

References

Fernando, K 2008, Aligning Recruitment to Talent Management Efforts, Asia Pacific Journal of Management, vol.3 no.1, pp. 1-7.

French, R & Rumbles, S 2005, Recruitment and Selection, Mc Graw- Hill, New York, NY.

Introduction

It is necessary to carry out a comprehensive literature review to grasp an overview of existing literature on a subject as a prerequisite for understanding the current research position on the topic. Reflectively, the process is intrinsic of comparative analysis of various works of authors in the same scope of the study.

Thus, this analytical treatise attempts to explicitly carry out literature review based on the views of two contemporary authors, Stephen Taylor (1998) and Emma Perry (2009), on online recruitment.

The authors have demonstrated their views on what online recruitment is and how it is useful to an organization, and its advantages and disadvantages to an organization. There is a gap of twelve years between the both authors. However, these authors views are from the contemporary literature.

Online Recruitment Literature Review

According to Breaugh and Starke (2000), recruitment includes those practices and activities carried out by the organisation with the primary purpose of identifying and attracting potential employees (Breaugh & Starke, 2000, p. 6).

Reflectively, Barber (1998) opines that recruitment can be considered as an essential element of human resource management since it performs the essential function of drawing an important resource into the organisation (Barber, 1998).

Since the beginning of the last two decades, the invention of the Internet has brought tremendous changes to the customary practice of online recruitment as opposed to the traditional physical interviews (Arthur 2001).

In the last decade, the internet has radically altered the visage of human resource recruitment and perception of organizations with regard to the recruiting function.

The main idea of the online recruitment procedure is to assess information about applicants in order to determine their fitness for employment without having to necessarily have physical contact.

In the contemporary business and social world, numerous organisations, including both small size and large companies, have implemented online recruitment and utilising it for posting jobs, accepting resumes, and to correspond with the applicants through email (Bartram 2000).

Online recruitment has been proven to be beneficial for the organisations. As opined by Cappelli (2001), online recruitment processes are not only reliable but also valid devices for recruiting in an organization. For instance, it is right to give online tests to an applicant who seeks to work in a field requiring critical management skills.

Reflectively, the desired skill must be displayed by potential candidates. Thus, the skills that are needed by an employer can easily be quantified through the use of specific online tests that measure those abilities in a potential employee (Cappelli 2001).

According to Boydell (2002), online recruitment can be defined as a method of using the internet as an aid in the course of recruitment for publicising employment vacancies and/or to contact the candidates through electronic means. In the mid 1990s internet emerged as an instrument of recruitment.

Putting into consideration of all the benefits it could bring to the organisations, it was called as a driver of recruiting revolution (Boydwell, 2002). According to Cober, Brown, Keeping, & Levy (2004), the main idea of an online recruitment procedure is to assess information within the shortest time possible. Indeed, there are factors that affect stages involved in the online recruitment procedure.

First, different stages involved in online recruitment procedures rely on the kind of personnel to be hired. Much information is needed to hire managerial personnel than subordinate employees.

Secondly, online recruitment procedures rely on recruitment sources and technique used to get in touch with potential applicants. For instance, in administrative management assistant recruitment, the procedure is complex and requires in-depth analysis of each candidate.

Chapman and Webster (2003) assert that online recruitment procedures rely on numbers of applicants who are targeted in the process. For instance, when the number of targeted applicants is high, online recruitment would automatically increase filtering points in order to manage the recruitment exercise.

Nevertheless, when the number of candidates is small, reduced filtering points would regulate the recruitment exercise.

The online recruitment strategy adopted by an organization also determines factors to be considered in the recruitment procedure. This is because different organizations have their own way of conducting recruitment procedures.

Indeed, it is upon organizations policy to adopt a unique kind of recruitment procedure to meet its set threshold (Dineen, Ash and Noe 2002). According to Galanaki (2002) online recruitment procedure can be handled successfully when the following conditions are fulfilled.

Somebody needs to authorize recruitment process since this influences the outcome. Moreover, there must be job specification and job description that should be used in the online recruitment procedure.

In addition, the online recruitment procedure should target adequate number of candidates from which the requisite number of applicants may be selected (Dineen, Ash & Noe 2002).

Lievens and Harris (2003) opine that online recruitment process becomes more complex with an increase in responsibility and level of the profession to be occupied. For example, online recruitment procedures done in private organization are quite different from the public sector.

In the public sector, the process is often longer than in the private sector due to the long bureaucratic chain to be followed (Dineen 2003). In the online recruitment advertisement, potential applicants are informed about significant nature of an organization and job description.

Besides, essential information is obtained from applicants about their salary expectation, experience, education qualifications, and skills (Cappelli 2001).

Stephen Taylors Views on Online Recruitment

Reflectively, Taylor (1998) considered online recruitment as an innovative instrument and a revolutionary development for the human resource departments, which brought an extraordinary success in a very short period of time (Taylor 1998).

Specifically, he opines that the traditional recruitment practice is different from that of the online recruitment, in the sense that the traditional practice of recruitment is time consuming and very expensive to the organisation compared to online recruitment.

Moreover, Taylor emphasises that, in every way, the use of internet in the process of recruitment has been a significant development in the recruitment field (Taylor, 1998). He has identified diverse features, advantages, and disadvantages of online recruitment to an organisation.

Notwithstanding, the author listed four different forms of online recruitment which could benefit an organisation. However, in this literature, the focus is on the following two benefits.

The first benefit is that online recruitment helps any organisation to reduce its expenditure with the use of its own web page. As organisations struggle to cut costs through efficiency in recruitment systems, online recruitment has facilitated efficient usage of time and resources in recruitment.

As a result, this has been proven cost effective. For instance, an organisation can publish vacancies on its own website by maintaining vacancy pages as part of the organisations own web page; instead using dedicated recruitment sites or news papers (Taylor 1998).

Moreover, Taylor (1998) opines that organisation using a recruitment website or a newspaper for publishing vacancies would be charged according to the words used in the advertisement. However, using the companys own website would bring down this cost and also there would be no word limit on this parameter.

Factually, it is considered that the cost involved in setting up a website is equivalent to advertising a job vacancy in a national newspaper. In addition, online recruitment creates job awareness in the public and also saves the cost to an organisation involved in the process of candidate selection (Eleanna 2002).

Also, online recruitment saves the loss of productivity due to the time involved in the process of filling a vacant position (Emma and Hugh 2009).

Nevertheless, Taylor (1998) noted few glitches within this new revolutionary process of online recruitment through web pages.

In his reflection, he opined that this new revolutionary to recruitment approach has a limited success as it completely relies on the number of job seekers visiting the organisations website and viewing a particular announcement at a particular time.

Thus he believes that this idea is only feasible for large and well-reputed organisations in the business with the good online network.

The second benefit identified by Taylor (1998) is that Cyber Agencies play a major role in the process of online recruitment as promotional agents.

As a matter of fact, there are several well established organisations such as monster.com, Fish4jobs, among others who are operating as a platform through internet for both organisations and job seekers in the process of recruitment.

These cyber agencies facilitate and ease the process of finding a suitable candidate. This is due to the reality that they provide an easy access to potential candidates who are seeking employment (Taylor 1998).

However, Taylor noted the shortcomings involved in online recruitment such as, the organisations being showered with applications from numerous job seekers and unsuitable applications, the tedious task for the organisations to filter these applications and the organisations would have to employ more than required resources in doing so.

Thus, Taylor (1998), to some extent, believes that the online recruitment can be carried out by a method in which job seekers complete an online application form by answering specific questions listed in line with the companies requirement.

Emma Perrys Views on Online Recruitment

Emma (2009) describes online recruitment as the most effective recruitment procedure that involves the use of the internet. She noted that online recruitment from an organisational perspective aims at improving on efficiency and the need to manage recruitment within minimal resource use.

According to Emma (2009), Online recruitment has indeed grown rapidly over the past ten years and is now widely used by both recruiters and job seekers across the world (Emma 2009). Adopting qualitative research, the author stated that 64 per cent of organisations used online recruitment (Emma 2009).

She expounds on the theory of planned behavior (TPB) to assert that this theory explains the adoption of online recruitment in the United Kingdom and across the world. She opines that TPB may be a classical logic for extrapolating adoption of online recruitment in organizations.

Specifically, organizations with a positive outlook on online recruitment and who perceive that there are normative pressures for them to use online recruitment, and who believe they have behavioural control over this decision, may decide to adopt online methods within their organisations (Emma 2009).

In addition, the author identifies factors affecting online recruitment in adoption of organisation websites and job boards.

The positive benefits are stated as the relative advantage of cost, time, and efficiency. The negative parameters of online recruitment are identified by Emma as compatibility, reliability, and authenticity of the online job sites.

Besides, the success of the online recruitment process is pegged on its triability and observability. For instance, online job sites with no limited basis are likely to attract more applicants than those that are not compatible with target users.

This is true because these sites are visited by prospective employees several times. Emma also states that online agencies make come in to coordinate online recruitment in their popular portal.

In addition, the author explores the diffusion of Innovation theory (DIT) to explain adaptability of online recruitments. Interestingly, DIT is modelled by the author to complement the TEP.

For instance, the belief that online recruitment has merits over traditional recruitment is a constituent of relative advantage due to the positive attitude on online recruitment. Besides, complexity in the implementation of online recruitment strategies may be aligned to behavioural control.

Emma (2009) attributes subjective norms to the needs of an organization in adopting online recruitment. However, relative advantage had a small, less significant and indeed negative impact on the use of online recruitment (Emma 2009).

Nevertheless, the author casts doubt on the effectiveness of online recruitment, especially for small companies with unpopular websites.

In fact, the author states that online recruitment might be more expensive for these small organizations since they may be forced to use the expensive popular sites to reach their potential employees.

Besides, the author opines that the process depends on the type of skills required. For instance, in appropriate technology related skills, use of traditional recruitment may be cost effective as compared to online recruitment.

Comparison and Contrast of Literature of Taylor and Emma on Online Recruitment

Similarities

Interestingly, despite the twelve year gap between these writings, the authors share perception on development and usage of online recruitment in organizations. Reflectively, literature review on the definition and scope of online recruitment is the same.

They both opine that online recruitment encompasses recruitment exercise done via the internet. Taylor and Emma share same sentiments on effectiveness of online recruitment as beneficial in the cost cutting endeavours of organizations.

Since the process is time saving, the authors suggest that it is the most appropriate module for reaching potential employees within the shortest time possible.

The second similarity between the authors is the development of online recruitment over the last the last two decades. Taylor and Emma are optimistic of growth of online recruitment as more organisations develop a preference for it more than the traditional one.

However, the authors opine that the usage of online recruitment is dependent on the nature of job, size of organisation, number of targeted potential employees, and popularity of recruitment sites.

Differences

Emmas writing adopts a qualitative survey to assimilate theoretical perspectives of human resource management of online recruitment. Unlike Taylor, Emma is specific on theoretical framework models on behaviour and innovation diffusion as a component of online recruitment development.

Comparatively, Taylor is silent on theoretical framework despite arriving at the same conclusion. Moreover, Emma is comprehensive in the scope of online recruitment from surveys and interviews conducted.

As a matter of fact, Emma opines that process is directly proportional to the efficiency and largely depends on observability and triability. In contrast, Taylors literature cannot be quantified on this periphery since the arguments on the effectiveness of online recruitment is based on assumptions.

Conclusion

Online recruitment is effective in the recruitment exercise for employees. There are several merits of online recruitment as opposed to traditional recruitment. Among the benefits include efficiency in terms of time and cost among others.

However, the process is dependent on popularity the sites and nature of skills required. Despite the twelve year gap between the two writings, it is apparent that they share the same scope on benefits and demerits of online recruitment. However, the noticeable difference is the theoretical perspective adopted in Emmas article.

Reference List

Arthur, D 2001, Electronic recruitment, The Employee Recruitment and Retention Handbook, vol. 8 no. 2, pp.34-41.

Barber, E 1998, Recruiting Employees, Sage, California

Bartram, D 2000, Internet recruitment and selection: kissing frogs to find princes, International Journal of Selection and Assessment, vol. 8 no.4, pp.261-74.

Boydell, M 2002, Internet recruitment helps HR careers, Canadian HR Reporter, vol. 11 no.20, pp.5-6

Breaugh, J.A., & Starke, M 2000, Research on employee recruitment: so many studies, so many remaining questions, Journal of Management, vol. 26 no.3, pp.405-434.

Cappelli, P 2001, Making the most of online recruiting, Harvard Business Review, pp.139-46.

Chapman, D., & Webster, J 2003, The use of technologies in recruiting, screening and selection processes for job candidates, International Journal of Selection and Assessment, vol. 11 no.2, pp.113-20

Cober, R., Brown, D., Keeping, L., & Levy, P 2004, Recruitment on the net: how do organisational website characteristics influence applicant attraction? Journal of Management, vol. 30 no.5, pp.623.

Dineen, B 2003, The Effects of Customising Recruitment Information to Individual Job Seekers in a Web-based Recruitment Context: A Multi-Level Experimental Investigation, Ohio State University, Ohio.

Dineen, B., Ash, S., & Noe, R 2002, A web of applicant attraction: person-organisation fit in the context of web-based recruitment, Journal of Applied Psychology, vol. 87 no.4, pp.723.

Eleanna, G 2002,The decision to recruit online: a descriptive study, Career Development International, vol. 7 no 4, pp. 243  251

Emma P., & Hugh, W 2009, Factors influencing the adoption of online recruitment, Personnel Review, vol. 38 no. 6, pp.655  673

Galanaki, E 2002, The decision to recruit online: a descriptive study, Career Development International, vol. 7 no.4, pp.243-51.

Lievens, F., Harris, M 2003, Research on internet recruitment and testing: current status and future directions, International Review of Industrial and Organizational Psychology, vol. 18, pp.131-65.

Taylor, P 1998, Seven staff selection myths, New Zealand Management, vol. 45 no. 1, pp. 615.

Service and Demand

It is well-known that the workforce is among the most important resources that a company can possess. The process of recruitment, however, is not always easy, and the services of human resource (HR) recruitment agencies can facilitate it for the companies that value their time and efforts and prefer professional services. It should be pointed out that United Arab Emirates (UAE) economy has been exhibiting extremely high rates of growth, which means that the demand for quality HR is not likely to decrease soon (CIA 2015). It is especially true in the light of the upcoming Expo 2020 that is expected to boost the demand for the workforce despite the oil prices plunge (Churchill 2013; Hanware 2015). Efficient resource recruitment is what the company is going to offer for the Dubai market.

Unique Service

A simple internet search demonstrates that HR agencies are quite widespread in Dubai. Apart from that, it is not uncommon for companies to perform recruitment on their own. Therefore, the competition would be expected to be tough, and the company needs to position itself to stand out.

The workforce of the UAE possesses specific features (CIA 2015). Most noticeably, the percent of the Emirati workforce in UAE does not exceed 20% (CIA 2015, para. 4). Another feature is the low involvement of women in the workforce, which the Government of Dubai (2015) intends to change (para. 26). By choosing to promote Emirati and women as workforce, the company will demonstrate its desire to adhere to the policies of the government, but this may be insufficient.

The business plan suggests positioning the company as a supreme HR service with a focus on the educated and skilled labor force. Such a position will limit the influx of workforce, but it suggests more quality service, which is going to attract customers as is described in the following section.

Targeted Customers

The customer profile needs to include the most significant demographic, psychological, and other information about the audience targeted (Miletsky & Hand 2009, p. 142). While a quality workforce is typically welcome in any company (which increases the number of the companys customers), it is of especial importance for private businesses. Our ideal customer is, therefore, a private company that is willing to hire a skilled and (most definitely) experienced specialists. This customer has financial resources but is not willing to waste them.

The importance of associated services is, therefore, significant, but not crucial; it is the primary service itself that has to be emphasized. The customer is also very likely to articulate the requirements and preferences clearly, which makes working with them a more pleasant experience but also requires particular attention. To sum up, the customer is a for-profit, private company with a professional time-efficient attitude, high expectations, and ample financial resources. Apart from that, given the modern tendencies, the customer, and its representatives are likely to be technology-savvy.

Other customers include not-for-profit or government organizations and, obviously, the human resource itself. The former may be attracted by the professionalism of the service but may be discouraged by the prices. The latter also requires profiling: given the focus of the company, the HR will include experienced, skilled, and knowledgeable people who are likely to value a respectful, professional attitude. They are not very young, probably, the youngest would be in their late twenties; apart from that, they would be expected to be technology-savvy and business-savvy as well.

The positioning of the brand will be appropriate: the company will be to offer high-quality service for a price that is reasonably above the average in the sector. Modern technology should be used appropriately; the creation of the company website needs to be paid particular attention. Apart from that, it is important to create and maintain an air of professionalism and competence, an image that promises high-quality service and justifies the price.

People

As an HR agency, the company needs to be represented by the HR specialists who reflect the image of the company (competent, knowledgeable, technology-savvy). Apart from that, the company will need the people necessary for the business to run smoothly (for example, cleaning, computer administration, accounting), even though the possibility of using the services of appropriate agencies can be considered. Apart from that, it appears appropriate to hire an office manager, who will be another representative: such an employee will facilitate the work of the specialists and will improve the image of the company.

The process of hiring may bring up the opportunity of studying the competitors. The initial wages and salary workers will have to be the average or slightly above the average for the sector in the beginning; further on, they will need to be increased to a point that would reflect the professionalism of the employees.

Brand Name, Logo, Slogan, Advertising

The brand name of a company is an asset that needs to be promoted (Miletsky & Hand 2009, p. 100). It may either directly reflect the message of the company or be the name of the founder; for this business plan, the name Excellence Recruitment Agency can be suggested. The slogan needs to be short, memorable, and brand-based; a variant that could be suggested is, Hire. Work. Excel. As for the logo, it is suggested that the company advertising is focused on hand as a symbol of a working person. The pictures would be expected to be colorful and demonstrate, for example, a hand that is writing on a board or the hands of a person, who is typing. Therefore, the logo can exhibit a schematic picture of a handshake. The name of the company would also be expected to the exhibited on the logo.

Reference List

Churchill, N 2013, Expo 2020 Win: Impact On Dubais Jobs Market, Gulf Business. Web.

CIA 2015, United Arab Emirates. Web.

Government of Dubai 2015, Dubai Plan 2021 Enters Implementation Phase. Web.

Hanware, K 2015, Falling oil prices trigger stocks sell-off in Gulf, Arab News. Web.

Miletsky, J & Hand, M 2009, Perspectives on marketing, Cengage Learning, Boston.

Introduction

The process of hiring new employees is the most crucial task in any company. Hiring the effective staff ensures that the performance of the company will increase. The organization should make sure that it employs the most effective personnel that have the desired characteristics for the company to achieve its objectives.

Organizations use different tools in selecting their employees hence selecting the appropriate tool is always a challenge. Gilliland should focus on behavior and psychology based tools in selecting their employees. The majority of the selection methods use the behavior and cognition of an individual; as such they are useful in determining the ability and skills of an employee (Losey et al., 2005).

In selecting employees, there is a need to validate the content in order to see if an individual fits for the job in the organization. In order to determine the skills of an individual, psychological and behavioral selection methods are appropriate since they provide personality details. These tests are useful in determining the strength and weaknesses of an employee.

Tests based on psychology and personality help in cultivating a personnel team which is diverse. This research proposal explains the various ways Gilliland may use in selecting the best-qualified staff in the organization (Cascio & Aguinis, 2005).

Selection Tools

Myers-Briggs personality test: This test determines different traits of an employee and focuses on the qualities of an individual that are crucial in the success of the company. The test is a psychological test based on the conscientiousness, openness, extraversion, neuroticism, and agreeableness. This selection tool is important since it gives a profile of each individual, description of personal details and work history.

The profiles have descriptions of the various characteristics that are useful in the job category. The profile descriptions also help in establishing individuals with better skills and qualities for other job openings (Edwards et al., 2003).

The Kolbe Index test: this test answers the most important questions such as those establishing whether the individual fits for the position or not. In fact, it provides detailed information on the characteristics of the individual. The method establishes ways in which individuals perform tasks, and how the person accomplishes the task. The test bases its argument on the conation theory that predicts interaction between knowledge, cognition and the will of the individual (Edwards et al., 2003).

Sales Team Member

The best selection tool for this position is the Kolbe Index test since it ensures that the sales member is able to deal with different tasks. As a sales person, the individual should have the knowledge to formulate a strategy on how he will achieve various tasks assigned to him by the management.

The interview questions for this job are structured in such a way that every employee gets the same type of question. This provides an equal opportunity for all interviewees and gives enhanced objectivity through asking the employees the same question. However, the interviewer should come up with a strategy to verify the candidates resume from former employers.

The past cognition behaviors of the candidates are key aspects determined in structured interviews. In the future, the company may decide to fill the position with an internal employee that involve promoting the current employees for the position (Cascio & Aguinis, 2005).

Regional Sales Manager

The structured interview applies in selecting the appropriate employee since the position requires an individual who is result oriented, has good managerial skills, excellent communication skills, and ability to come up with quick workable decisions. The best selection tool for this position is the Myers-Briggs personality since the test ensures that the organization hires the individual with the necessary qualities.

The individual should be intelligent and display professional maturity. A structured interview is appropriate to fill this position as there is the need to expose the employees to the same interview questions. Since the person to fill this position must have sales experience, the current sales representatives are the best individuals to fill the position.

However, the final interview for this position is unstructured so that the company can determine the candidates ability to deal with stressful situations (Losey et al., 2005).

Vice President of Sales

Kolbe Index test selection tool proves the best selection method in selecting an individual who displays characters involved in performing a certain task. This selection tools enable the employer to select the vice sales president who is fit for the job. The person should possess excellent interpersonal skills, an ability to deal with stressful situations along communication skills.

In filling the position, the company may decide to find an employee from its current employees (Cascio & Aguinis, 2005). This will reduce the training costs and ensure that an experienced individual who is a member of the sales tea fills the position. However, the limitation to this selection mode is the lack of employees files.

Recruiting the employees from external sources will make the current staff compete and update their skills and qualifications. However, external recruitment lowers the morale of the current staff since they may feel neglected hence they may not work hard to ensure success of the organization.

In formulating a succession plan, the organization should consider the way the workforce change will affect the future goals of the organization. The management should also consider the skills and competencies of the future employees (Brannick et al., 2007).

References

Brannick, M. T., Levine, E. L., & Morgeson, F. P. (2007). Job and work analysis: Methods, research, and applications for human resources management. Thousand Oaks, CA: Sage Publications.

Cascio, W. F., & Aguinis, H. (2005). Applied psychology in human resource management. Upper Saddle River, NJ: Pearson Prentice Hall.

Edwards, J. E., Scott, J. C., & Raju, N. S. (2003). The human resources program-evaluation handbook. Thousand Oaks, CA: Sage Publications.

Losey, M., Meisinger, S., & Ulrich, D. (Eds.). (2005). The future of human resource management. Hoboken, NJ: John Wiley & Sons.

A summary of the HR concerns and challenges of the division

The key challenge for the company as a whole consists of the need for new recruitment methods. As stated in the case study, the ad hoc recruiting and employee referrals are not sufficient given the companys expansion. The situation is challenging as any other transition case for all the departments, including the Manufacturing Division.

Janine Woods confesses that the Manufacturing Division relies on referrals almost completely since, according to her, the peer pressure improves the motivation of employees. Janine is not worried about it, but she admits that if the company is to increase the output drastically, their methods will be insufficient. She is also concerned with the fact that the number of Hispanic employees in her division grows, but their needs may not be met since there are no specific recruitment plans for different groups of employees.

Also, she points out the need for an emphasis on the cultural aspect of the division that distinguishes it from other workplaces. She believes that this is an advantage, but the issue of making it visible can be regarded as a challenge since she does not dwell on the plan of doing so.

A recruiting plan for the division and the most important activities

In general, an HR recruitment plan should include the aspects of defining the need for new employees, making the job offer, and selecting the candidates (Armstrong 221-228). The first aspect should involve the appraisal of the resources of the department, including the HR staff available for the recruitment. Janine Woods needs to define if her staff is sufficient for the situation in which more employees should be recruited. Apart from that, new recruitment activities need to be developed.

The Manufacturing Division should reconsider its hiring techniques in several ways: the reliance on the referral hiring must be diversified by other methods (including external hiring activities) and the needs of diverse groups of potential employees should be met. The development of these new recruitment techniques is a priority since they presuppose directly responding to the issues. Apart from that, new recruiting techniques should be used to make the job offer stand out. As was pointed out by Janine Woods, the Departments offer does not stand out in terms of salary, which requires commentary on the companys culture. Also, supposedly, other aspects of the Department can be highlighted as a means of attracting the employees.

The process of selection, according to Janine Woods, is simple (experience and teamwork readiness), and there is hardly a reason to make it more difficult. The issue of the possible shortage of HR personnel, however, can be mentioned again during this stage of the recruitment plan. Also, since Hispanic employees might need specific interview methods, this aspect needs to be further investigated. Possibly, it would make sense to assign a Hispanic HR to respond to this challenge.

External recruiting activities for the division if the company needs to grow

External recruiting should be considered by the Manufacturing Division due to its central role. Nowadays it appears necessary to use the Internet for recruitment activities due to its popularity and convenience. According to a recent survey, 77% of employees search for work online (Pride, Hughes, and Kapoor 253). Internet recruitment methods may include social networking (for example, LinkedIn) and online job sites.

All these options allow the chance to highlight the benefits of the company, including its cultural identity that Janine Woods is so proud of. Also, if the development of diversity-friendly recruitment (and management) techniques is successful, it can be made similarly visible as another advantage. Other methods (newspapers, employment agencies, and so on) can also be used if they are considered feasible, but the development of Internet recruiting activities is a priority.

Works Cited

Armstrong, Michael. Armstrongs Handbook Of Human Resource Management Practice. London: Kogan Page, 2014. Print.

Pride, William M, Robert James Hughes, and Jack R Kapoor. Foundations of Business. Mason, OH: South-Western/Cengage Learning, 2013. Print.

Summary of the HR concerns and challenges of the division

The Creative Division of Midwest Education, Inc. has several problems with human resources. According to the head of the HR department of the division, there is an urgent need to find employees who would be simultaneously highly professional software developers and creative individuals; there is also the requirement for the new employees to have significant experience in the sphere. It is paramount for the department to hire the right people because the cost of this workforce is exceptionally high (Murray and Fischer 101).

There is also the wish to try employing people based on the contract. This might allow the company to see how well an employee can work in the new environment before accepting them permanently (Murray and Fischer 101).

A recruiting plan for the division and the most important activities

To address the situation that has arisen, it is of significant importance for the division to create a recruiting list. This list should include the estimate of the needed number of new workers, as well as the position for which they are needed. The list will be the first step in the recruiting process. Because the company is growing rapidly, it should regularly be updated to address the needs that emerge continuously.

Upon creating the list, several different sources from which potential employees could be taken need to be utilized to hasten the process. First of all, the company should not forsake the practice of hiring new employees through referrals. Also, it should be stressed that the president of the division, Ms. Tibaldo, has only recently been appointed to the job; previously, she used to work for a large computer game producer (Murray and Fischer 99). Therefore, the division can use the head-hunting tactics; the president should contact those of her former colleagues whom she could be certain of, and offer them a new, better job.

The other employees of the division could also be asked to bring more people into the company via referrals. They can contact their old friends and university groupmates whom they know to be successful software developers via social networks, for instance.

These referral-based recruiting activities should be a priority, for they can bring the best employees into the company. Also, the old employees who recommended the new ones could work as advisors for the new workforce.

It is also important to create several online ads. There exist numerous websites that are devoted to the job-searching process. By leaving ads on these online boards and offering good conditions in a well-known and rapidly developing company, it is possible to attract numerous potential workers. Of course, the HR department will have to look through a large number of resumes and conduct numerous interviews before all the proper employees are found. These employees might be recruited on contract terms, as the head of the department suggested.

External recruiting activities if the workload picks up

If this recruiting process fails to keep up with the need for the new employees in the department, it is possible to turn to certain external sources to find new workers. One of the best choices here is to contact the professional recruiting services and make an order for new employees. Such agencies charge money for their work, but they can often bring some of the best new workers to a company.

Works Cited

Murray, Lynn M., and Arthur K. Fischer. Strategic Recruiting: A Human Resource Management Case Study. Journal of Business Case Studies 6.6 (2010): 97-102. Print.

Executive Summary

This paper seeks to expound the changes that take place in an organization undergoing restructuring in its recruitment process and what the human resource manager ought to do pertaining the plans or policies that should be set in place to facilitate change and innovation.

These two aspects have become important to consider in any organization due to the dynamic nature of the way organizations should operate to ensure that they are up to the set standards set for business. It is also important to formulate the strategic plans that will enable the organization to adopt any kind of beneficial innovation that has come up, which might improve the system of carrying out business operations.

All these are necessary to make a business to be in position to perform well in the market. The paper also looks at, the reason why the human resource manager should gather all the relevant advice concerning the way he or she should make arrangements that can accelerate the course of action of managing change and making innovative developments.

Introduction

Business organizations are working hard to keep up with the pace that change and innovation is happening to many businesses due to the increased demand from customers and the general stakeholders. This has therefore made most of the business to set plans on how they are going to implement changes and become innovative in the manner they perform their operations to remain competitive in the stiff market.

As much as the business are aimed at restructuring some of their operations, there is also a need for them to rethink on finding ways and means on how to fix or get opportunities for those employees affected by such changes. Every human resource manager has an obligation of doing in-depth research of the possible and applicable plans and policies that should be incorporated in the business that can speed up the level at which amendments and innovation can happen in the organization for its betterment.

There a number of strategic arrangements that a human resource manager can apply in the position or department he/she is mandated to handle to bring many changes in a business. A human resource manager has the jurisdiction of seeing to it that the personnel working in an organization are recruited professionally and corresponding to the duties they are supposed to handle, and once they are employed they work competently hence delivering quality outcome.

This paper will comprehensively discuss the relevant plans and policies that a HRM can formulate to ensure change and innovation processes happen effectively, and at the same time maintaining employment opportunities for those affected by the changes in within the organizations.

Change Management

Organizations have so many changes that they need to identify and implement to ensure that they remain competent and within the required stipulations. These changes do not only involve the petty issues that crop up, which call for amendment, but also involves complex matters that concern the welfare of the business and its environment.

Change in an organization does not just happen without a good reason; there are many things that happen, which trigger the need to implement reforms. Usually, organizational change and management is a strategic plan formulated to help the organization to meet certain targets (Bohlander and Snell 2009).

Sometimes, a change occurs due to challenges or forces from within or outside the business, which make it necessary for the organization to adjust to be at a better position to face the challenges, or else tackle the influences in the best way possible with an aim of maintaining the position of the business.

However, some of the employees are compelled to down their tools of work and walk home due to the changes that may occur within the business. As mentioned, there is a need for a business to maintain its reputation and rapport within its environment and this is by hatching out ways that ought to be of great help to those affected by the changes.

Alternatively, Tuner (2003) recommends that restructuring within the business should not find others unemployed, but rather the HRM should have plans and policies concerning such changes.

Need for Restructuring/Changes

Changes on Staffing

This important area of HRM calls for regular checks to identify any relevant amendments to ensure that the human resource of the organization is up to the required standards. Employees play important role in business because they are the people who perform all the duties that make business be at the right front to achieve its goals.

Without sufficient staffing, a company would not manage to fulfill all the needs of its customers or clients depending on the nature of the business. Likewise, staffs are not staffs if they do not qualify to competently perform their duties and work within the business ethics and codes of conducts (Briscoe and Claus 2008).

Any discrepancy in this area cause gross effects to the business and therefore calls for the human resource manager to act promptly to any thing that unfolds that requires change to save the business from any eventuality. For instance, if a certain employee fails to deliver quality work maybe due to incompetence or laxity, then such a person should face punishment or dismissal from the organization.

Another reason that might trigger the need for reforms in the staffing is the introduction of a new technology or method of doing a certain task, which requires specialized skills (Chelladurai 2006). This will definitely dictate the human resource manager to get a new employee who will be able to do that job.

Additionally, the need to add more employees to increase the workload prompts change in the human resource department. An organization can also arrange for training and orientation programs for new employees to give then an opportunity to learn how to do their duties well.

It is therefore important for an organization to implement a method of identifying all the necessary changes that are required in an organization, and set strategic plans to ensure that change management in this sector happens smoothly without leaving any niche covered (Fahey and Randall 2001).

Besides looking on the ways to adjust employees to benefit the business, the employer should also consider the welfare of the staff; hence, it is essential for the human resource manager to make every reform that touches on the betterment of the staffs welfare. Employees cannot work well if there are issues that make them to have a hard time as they work. Thus, addressing such issues and making necessary changes immediately is important (Peter-J and Ultz 2008).

Employees face various challenges such as low salary, poor working conditions, too much workload, harassment, and long working hours besides losing their jobs due to the occurrence of the changes. It is therefore important for an employee to balance changes concerning the organizations welfare with the well-being of the staff. Dana (2006) warns that failure to do this might make the business not to run smoothly since there will be element of the firm that has not been taken care of.

A manager should perform identification of change and implementation in professional way to ensure that the right thing is happening, and at the same time set out the most effective methods of managing the changes. Losing employees that are loyal and vital to the business might be disastrous to the whole operations within the business and thus the HRM should device ways possible to maintain them within the operation.

Rotational staffing is important is such cases because there is high chances of increased productivity (Terrance et al. 2009).

Changes on Goods and Services

Another important aspect that an organization should put into consideration is the changes on that required on its products. The kind of products that a company produces or sells to people determine the way the business will survive in the market because this is what represents an organization in the market.

It is therefore important for the organization or the person in charge of production to identify any change required on the products depending on how they do in the market (Self, Armenakis, and Schraeder 2007). If products have a particular defect that makes them not to compete well with the similar commodities of rival companies, then the organization has to search for ways to make sure that the products go through all the necessary adjustments and improvements to set them at a better position to compete with other products.

It is also essential for a company to diversify the variants of a commodity or the kind of services it offers to meet the needs of vast population of customers. Changes on products should be checked on regular basis to ensure that all the necessary updates are done hence making the product remain competitive in the market (Winch 1994).

Changes on the Production Process

This is the most profound effect that may affect the well-being of the employees within the business set up. Restructuring of the business may therefore go in tandem with the changes in the production process used by the business.

Production process involves the machinery used in production, the techniques applied, and the raw materials or resources needed to facilitate the production of goods and services (Buzzel and Farris 1977). All aspects comprised in the production process need continuous adjustment to ensure that the organization runs its operations smoothly and in cost effective manner.

For instance, an organization should incorporate every new technology that comes into the production process to ensure that the business operates in a manner that is efficient (Schmalensee 1988). Likewise, a company should be innovative as far as its production methods are concerned to enhance the competitiveness of the business.

An organization should get rid of any machine or procedures that do not give quality outcome and replace them with those that are efficient and effective. It is also important for an organization to evaluate on the type of raw materials and other requirements for production by looking at the cost and the quality and maybe the proximity and availability.

Page et al. (2008) recommend that evaluation should dictate any crucial changes that require implementation to ensure that the business runs well. The production manager should consistently be checking on any necessary adjustments that can possibly make a business remain profitable at all times.

Change of Infrastructure and facilities

It is surprising that some organizations still have old buildings that were constructed long time ago when the organization was established. Such buildings are old and worn out and can even be dangerous to work under their roofs. Such buildings should be demolished to create space for new and modern structures to be set up.

An organization should renovate its buildings to have a good working environment, and thus retain employees. For example, painting the building to attract customers is also important. Consequently, companies should consider the type of machines or facilities they use in the sense that they should change the machines and equipments depending on the changes that happen (OECD 1996).

For instance, if a certain machine becomes obsolete, it should be replaced with new and advanced ones that come up. This ensures that the organization remains at per with the dynamic nature of technology. It also makes a business to be at a position to compete effectively in the market with other enterprises since it is well equipped with all the necessary and modern facilities.

Such are changes that an organization should effect concerning infrastructure and facilities, which if not done early enough and on a regular basis may lead to gross negative consequences. Dana (2006) asserts that change in infrastructure ensures that an organization runs its operations in a place and facilities that are up to the required standards.

However, such changes may also be termed as only beneficial to the well-being of the business, but ineffective to the employees as they may mean loss of job opportunities. To retain the employees within business operations, Fahey and Randall (2001) suggest that there is a need for the HRM to have other structures underway to replace the old ones. This in a way reduces loss of job opportunities to most employees.

Change of Operations

A business should be dynamic as far as the mode of carrying out its operations is concerned. Some of the activities that should change are purchasing, financial management, human resource management, sales and marketing, and any other activity within the organization.

All these are part of the management procedure of a business and they keep on changing with time since new developments occur every day in all these sectors of business management. According to Tuner (2003), it is the duty of the organization head to seek information regarding any new development that might have cropped, which is significant enough to be incorporated into the business.

Failure of a business to be keep updating its system of operations might lead to a scenario whereby the firm lags behind in the market since it has not equipped itself with the latest management techniques. Furthermore, an organization should regularly update any emerging issue that has some concern on it so that it can always be on the safe side of the law.

Business have laws and regulations that guide the manner they should carry out their activities and it is evident enough that these laws and regulations are not fixed, but rather keep changing and others are added regularly. Therefore, it is essential to be on the look out to be at a position to learn anything new pertaining the legislature and guidelines that have come up or modified from older ones.

This will make a business never to be accused of doing its activities contrary to the stipulations of laws and regulations. Similarly, this aspect may trigger the organization to perform restructuring that may affect the labor force employed in the business (Briscoe &Claus 2008).

Policies to Facilitate Change and Innovation

Professionally Based Recruitment

Recruitment method is one of the most important aspects that HRM of any business organization consider to ensure that the personnel team is competent enough to handle their respective duties. The strategic, tactical, and operational levels of management within HRM must work together in the process.

According to Achilles and Harris (2007), most organizations have failed to meet their objectives due to poor procedures of procuring employees in the sense that some do not keenly check on the required qualifications and competence levels of the people who seek jobs in their businesses.

The duty of recruiting and managing the human resource of a company is under the HRM hence such a person should be very cautious as he/she handles the process of getting employees to work in different departments and levels in an organization. This therefore calls for a thorough interview of all the people who are short-listed to appear for an interview (United Nations 2010).

This also goes hand in hand with finding new opportunities for employees affected by the changes within an organization.

Proper Orientation and Training

The HRM should take the responsibility of arranging how new employees will be taken through an orientation session before being fully mandated to handle their respective duties in organization. This is very important since it allows the fresh employees familiarize with new environment; get to interact with the already existing employees and at the same gives a person time to adjust to the new system.

Some jobs do not require orientation, but also needs an employee to go through a training program because maybe the job description entails specific knowledge and experience (OECD 1996). This enables an employee to learn how to carry out the operations of the new job in the best way possible and as per the stipulations and expectations of the organization.

Such procedures might call for an extra expense to be incurred, but the result is to the benefits of the business since the new team of personnel will be at a position to deliver quality work after the training. This is relevant especially to companies where technological system is dynamic in the sense they keep on changing the kind of technology and mechanism mostly to meet the demands of their customers or due to the regulations that stipulate the kind of technology used at a particular time (Winch 1994).

Teamwork Spirit (Synergy)

The HRM is also supposed to advocate for a teamwork spirit among the employees of an organization. Teamwork can either be on general perspective and at the same narrowed down to departmental levels. Working as a team refers to handling duties with a common goal, which calls for a great deal a cooperation among the staff in the sense that they assist one another rather than a staff working alone to complete his or her duties first.

The spirit of working with a common objective is important because it makes the employees to share ideas and set their own strategic plans that enable them accomplish their own targets and meet the objectives set by the organization (Briscoe & Schuler 2008).

For a company to be at position to implement change and innovation, it requires a team of staff that is willing to pull efforts together to see to it that the all the processes involved in the implementations put into place; all the levels of management must collaborate to set strategies for the realization of short-term and-term goals.

It is much easier for a company to conform to an innovative system all if it has employees who work as a team since it will be easy to inculcate the ideas to them as a group rather than when they have decentralized nature (Voepel, Leibold, and Tekie 2006).

Losing such employees in an organization due to changes in the restructuring process would therefore be a challenge to the organization. It would be fair if an organization would plan a transfer of the employees to where an organization is restructured. Other policies that may also be implemented include; proper communication and ethics (Rebecca van Dijk and Rolf van Dick 2009).

Conclusion

The process of introducing change and managing change in an organization is not a simple task, as it requires the consent of all staffs from strategic, tactical, and operational levels. There are a number of challenges that managers who initiate these changes are bound to face in the course of trying to integrate the changes in the system of the firm.

For instance, some changes that managers try to introduce into the company might be very hard for the employees to adopt hence taking a long time for the latter to adjust to the changes. Some of the changes that give managers a hectic time include technology, and this is because the kind of technological advancements are introduced are very intricate hence giving people a hard time to learn how they should be applied in the operation of the organization.

It therefore calls for a training and orientation program arranged for the staff to enable them to familiarize and learn how to use the new technology. Some changes are also expensive to execute because they require things such acquisition of new items such as machines and labor costs for installation.

It is also evident that in some organizations some reforms can cause an adverse towards the smooth running of their operations if not gradually incorporated into the system of the business. In such instances, a manager should institute methods that will ensure that changes that can disrupt the activities of the organization are implemented in a systematic and cautious way to avoid such eventualities.

Managers should also be cautious on the kind of reforms they make in the organization since some of them do not have any help while they incur costs for no good reason. Other reforms might have a completely effect towards the company in the sense that they may lead to undesirable implications. Therefore, human resource managers must restructure the operations of the company inline with the business environment to recruit and retain skilled employees.

Reference List

Achilles, Armenakis and Stanley Harris. 2007. Reflections: our Journey in Organizational Change Research and Practice, Journal of Change Management. Vol. 9, No. 2, pp. 127-142.

Bohlander, George and Snell Scott. 2009. Managing Human Resources.15th ed. New York: Cengage Learning.

Briscoe, Deon and Claus Lee. 2008. International Human Resource Management, Routledge global human resource management series, Global HRM Series. 3rd ed. Chicago: Taylor & Francis.

Buzzell, Robert and Paul Farris.1977. Marketing Costs in Consumer Goods Industries, in Hans Thorelli (ed.), Strategy + Structure = Performance. Bloomington, IN: Indiana University Press, 1977: 1289.

Buzzell, Robert and Bradley Gale.1987. The PIMS Principles: Linking Strategy to Performance: New York: Free Press.

Chelladurai, Madella. 2006. Human resource management in Olympic sport organizations. Volume 3. Chicago: Human Kinetics.

Dana, Lee. 2006. Handbook of research on international entrepreneurship, Elgar Original Reference. California: Edward Elgar Publishing.

Fahey, L and Randall, R. M. 2001. The Portable MBA in Strategy. 2nd ed. New York: Wiley & Sons: 189214.

OECD  Organization for Economic Co-operation and Development. 1996. Integrating People Management into Public Service Reform. New York: OECD Publishing.

Page, W, Wallace I, McFarlane W, and J. Law. 2008. Emergent Change and its Implications for Professional Autonomy and Managerial Control: A Case Study from Midwifery, Journal of Change Management. Vol. 8, No. 3-4, pp. 249-263.

Peter-J. Jost, Utz Weitzel.2007. Strategic conflict management: a game-theoretical introduction. (eds). California: Edward Elgar Publishing.

Rebecca van Dijk and Rolf van Dick. 2009. Navigating Organizational Change: Change Leaders, Employee Resistance and Work-based Identities, Journal of Change Management. Vol. 9, No. 2, pp.143-163.

Schmalensee, Richard.1988. Inter-Industry Studies of Structure and Performance, in Richard Schmalensee and Robert D. Willig, Handbook of Industrial Organization, 2nd Ed. Amsterdam: North Holland.

Self, Dennis, Armenakis Achilles, and Schraeder Mike.2007.Organizational Change Content, Process, and Context: A Simultaneous Analysis of Employee Reactions, Journal of Change Management, Vol. 7, No. 2, pp. 211-229.

Turner, Peter. 2003. Organizational communication: the role of the HR professional. California: CIP Publishing.

Terrance Weatherbee, Kelly Dye, Angela Bissonnette, and Albert Mills.2010. Valuation Theory and Organizational Change: Towards a Socio-Psychological Method of Intervention, Journal of Change Management,Vol. 9, No. 2, pp. 195-213.

United Nations. 2010. Public-Private Partnerships for Innovation and Export Development: The Irish Model of Development, Serie comercio international Series. Chicago: United Nations Publications.

Voelpel, Sven, Leibold Marius, and Tekie Eden.2006. Managing purposeful organizational misfit: Exploring the nature of industry and organizational misfit to enable strategic change, Journal of Change Management, Vol. 6, No. 3, pp. 257-276.

Winch, Gee. 1994. Managing production: engineering change and stability. California: Oxford University Press.

Introduction

One of the main roles of human resource management is to ensure that they equip organizations with staffs who are best qualified and productive. They do this through the process of recruitment. More often than not, the recruitment process does regenerate into a period of instability in an organization especially when it is done in a disorganized manner.

It is with this respect that strategic recruitment has become essential especially in transnational organizations. This paper discusses how strategic recruitment can be done in a multinational manufacturing firm (Compton, Morrissey & Nankervis, 2009).

Effective global recruitment strategies

Strategic recruitment ensures that new staffs are incorporated into the organization without disrupting the routine operations of an organization. Extra caution has to be taken by the recruiting officer when recruiting people to fill the top positions in the organization. These positions are strategic in the organization; therefore, highly sensitive to the entire staffs in the firm. The positions have a very high business impact in the organization.

In strategic recruitment, best procedures are laid down so that organizations recruit staffs to strategic positions without disrupting the organizational activities. The person or the team responsible for recruitment must first understand the organization and the job positions that are available. This means that the need for the new staffs and the urgency with which they are needed is critical to the chief recruiting officer. This is what will inform the strategies that will be applied by the recruitment officers (Dawson, 2003).

Recruitment must be done in an open and transparent manner to avoid conflicts over the procedure used. This will also work for ease of compatibility of the newly recruited employees and the prevailing staffs of the organization. Timelines have to be given as to when the new staffs will join the organization. This help to avoid speculation which may disrupt the normal working environment in the firm (Cascio, 2005).

The potential jobs that have been identified by the chief recruiting officer are jobs of a global nature; therefore, they require persons with top talent. These jobs require people who have highly developed skills and experience of managing at the global level. Therefore, they might not probably originate from within the place where the mother firm is located. The recruiting office has to source for a recruiting team which has a capacity for global recruitment.

Together with the recruiting officer, this team will set standards and procedures which will be used in the recruitment of the specified staffs. Each position has its specificities in terms of the qualifications of the best suited person(s) to fill the position(s) in the firm (Vance & Paik, 2011).

Top talented employees have a very high demand, and they are in most cases outsourced by the company from the corporate world. This means that the recruiting team will have to identify and even go ahead to convince highly talented and innovative staffs from other companies. Therefore, sourcing is critical for the recruiting team. Top talents are often hired basing on their decision timetable. Therefore, the organization must prove to have the capacity to offer the working environment that they desire (Vance & Paik, 2011).

Since this firm has highly globalized operations, the recruitment team has to ensure that it has factored in the aspect of diversity in seeking talented and innovative staffs. This will be crucial in building global business relations.

Conclusion

Recruitment of top staffs for global firms is critical in for a firm. Proper recruitment strategies have to be laid down in order to avoid the disruption of business operations in the firm. Global recruitment strategies are favorable.

References

Cascio, W. F. (2005). Managing Human Resources: Productivity, Quality of Work Life, Profits. New York, N.Y: McGraw-Hill Irwin.

Compton, R. L., Morrissey, W. J., & Nankervis, A. R. (2009). Effective recruitment & selection practices. North Ryde, N.S.W: CCH Australia.

Dawson, P. (2003). Understanding organizational change: The contemporary experience of people at work. London [u.a.: SAGE.

Vance, C. M., & Paik, Y. (2011). Managing a global workforce: Challenges and opportunities in international human resource management. Armonk, NY [u.a.: Sharpe.

Summary

The objective of this report is to present suitable recruitment methods for the twenty entry positions that the company has created. The recruitment method a company uses will determine the qualification of the staff that it hires. The three recommended recruitment methods are internship recruitment, graduate recruitment and open public recruitment. Internship recruitment is a hiring method that offers employers a generous amount of time to assess interns strengths and weakness before offering them a permanent position. Graduate recruitment offers employers a chance to recruit young educated individuals that are willing to take up entry-level jobs. Open public recruitment is a method of hiring that offers employers a large and diverse pool of applicants from which to recruit.

Introduction

The objective of this report is to present a suitable recruiting method for the twenty entry positions that the company has created. The company is undergoing expansion and new employees are needed to sustain this expansion. The expansion of a company is a delicate project due to the different risks and challenges that accompany the process. One of the challenges during the expansion of a company is the recruitment of new staff. The recruitment of new staff is important as it has a direct bearing on the success of the expansion. An effective recruitment method is required to find the best employees. The three effective recruitment methods recommended for the company are internship recruitment, graduate recruitment and open public recruitment. The recruitment method a company chooses to use is important as it will determine if the employees hired meet the required qualifications.

Internship Recruitment

Internship recruitment method involves two stages which include open public recruitment and an internship program. Open public recruitment is the advertisement of the available positions on different media to reach a wide audience. The interested candidates then send their curriculum vitae to the human resource manager who then shortlists successful candidates for an internship. The internship takes six months and during this time, candidates will receive training and undergo evaluation. At the end of the six-month period, interns who have excelled are offered entry-level positions in the company. The entry-level positions that are left vacant by unsuccessful interns are given to a new group of candidates who undergo a new phase of open public recruitment followed by a six-month internship.

Evaluation

Internship recruitment has important advantages and disadvantages. The main advantage of internship recruitment is that it gives employers ample time to observe interns and assess their strengths and weaknesses. Employers also get to know the personality of an individual and this is the advantage that other recruitment methods lack. The main disadvantage of the internship method is that it is time-consuming and employers have to wait for a long period of time to fill vacant positions. The financial burden associated with internship programs makes it an unattractive recruitment method as direct and indirect costs reduce the profit of a firm.

Graduate Recruitment

Graduate recruitment is a recruitment method that targets individuals who are about to graduate or who have recently graduated. The main phases of graduate recruitment are student awareness campaigns, online application, and interviews for successful candidates. Student awareness campaigns involve visiting different campuses and hosting interactive events to inform students about a company and the available career opportunities. Interested individuals fill out application forms on the companys website. The human resource manager assesses these applications and contacts successful candidates to invite them to interviews. The interviewers then pick twenty successful candidates for the entry positions.

Analysis and Recommendation

Graduate recruitment allows employers to recruit young educated employees for their companies. The main advantage of it is that recent graduates are ideal for entry-level positions as they have the required education. Applicants are also willing to accept low wages that are usually offered for entry-level jobs. The student awareness campaigns during graduate recruitment are an important opportunity to advertise the company and increase brand awareness. Studies show that graduate recruits have a lower job turnover rate compared to other staff members recruited using other recruitment methods and as such, graduate recruitment should receive consideration.

Open Public Recruitment

Open public recruitment is a staffing method that encourages all qualified individuals in a country to apply for publically advertised vacant positions. The two main phases of open public recruitment involve running public advertisements of vacancies and interviews for successful applicants. Public advertisements for vacant positions are run in different media and a mandatory advertisement in different newspapers is required. Qualified candidates send their curriculum vitae through email to the human resources manager who then invites successful applicants for interviews.

Appraisal

Open public recruitment is the most popular recruitment method as it allows employers to pick employees from the wide variety of candidates. This method of recruitment is cost-effective and is simple to undertake. The main problem with open public recruitment is information asymmetry as employers are usually misled by applicants to increase their chances of landing a job.

Conclusion

Evidently, the recruitment method a company chooses to use is important as it determines the qualification of the employees it will hire. Employees are considered an asset to the firm as their contribution plays a major role in the level of success that a company achieves. It is important for a company to hire and have the best employees to ensure successful future.

Executive Summary

In the present day business organizations, there is no other activity that has to be considered critical other than placing the right employee in the right position. If the proper person fitting to the position is not placed the result would be range from low productivity, low morale, employee dissatisfaction and frequent absenteeism. Hence it becomes crucial that the right talented employees are selected and appointed so that the organization can grow and achieve its goals. Selection of the right people for the right position definitely is a vitally important function in any progressive organization.

The job of a Human Resources manager doesnt stop with just recruiting the right person for the right job. He also needs to ensure that the employees so recruited are retained. In fact this becomes the essential part of the Human Resources Management. When the right people are not placed in the right positions the organization faces the problem of a higher employee turnover ratio. Hence the employee retention needs to be strategically approached with the objective of recruiting and retaining the best talents of the industry.

The employee retention and the reduction in the employee turnover ratio comprises of a strategic planning process with various well defined steps that are to be attended with great skill and care on the part of the HR manager.

This report makes a detailed analysis of the causes for increased employee turnover and makes few recommendations for addressing the issue of retaining the employees. While advising that increased efforts on the part of the organization to provide training and development opportunities to the employees will lead to higher employee retention the report also suggests that increasing the employee value propositions will go a long way in retaining the best talents.

Introduction

Tactful employee retention usually results in enormous benefits for both the employers as well as the employees. Salma Aliakbar (2004) lists the advantages resulting to the employers in

• Increased Productivity and capability
• Better linkage between individuals efforts and business goals
• Commitment of valued employees
• Reduced employee turnover
• Increased bench strength and better fit between peoples jobs and skills

The employees also derive several benefits from continuing in the employment with the same employer in the from of enhanced motivation, better commitment, prospects for career development, improvement in the knowledge base, increased sense of belonging to the company and above all a good job satisfaction. Though the process of employee retention immense benefits to both employers and employees alike the act of retaining the employees requires a different talent.

Having gained so much of significance in todays management perspective, the function of employee retention which is the core function of HR management. Employee retention is often influenced by a set of factors which are both internal and external to the organization. Addressing these factors form the major function of the HR management professionals throughout the world in almost every large and small business entity.

In the changing business environment both the employees and employers are put under tremendous pressure to perform and achieve their respective goals. Meaghan et al. (2002) opine that these employees are extremely crucial to the organization since their value to the organization is essentially intangible and not easily replicated. According to Abbasi et al. (2000) the employees are to be regarded as the major contributors to the efficient achievement of the organizations success.

The war for talent has assumed greater significance in the economically liberalized cutting edge technology where the employee selection, recruitment and retention have proved to be a major concern for the top management. Any increase in the employee turnover ratio would cost the company heavily on the financial front also in the form of enhanced administrative, recruitment and selection costs.

With this background this reports aims:

• To get a deep insight into the various aspects of employee turnover and employee retention to understand and appreciate the intricacies of this branch of HR management being a very critical aspect in todays HR function.
• To collect information on the employee turnover and employee retention management practices prevalent in the business and industrial enterprises in the Australian context for analyzing the information to meet the objectives of the research study.
• To understand on the basis of the information collected and analyzed, the strategies involved in the employee turnover and employee retention and make suitable strategic recommendations for improving the employee turnover ratio and to retain the employees to the maximum extent possible.

Discussion/Analysis

Lot of time and efforts are being spent by the organizations on the recruitment, selection, training and development and retention of their employees. Hence it becomes imperative that the mangers should take all possible efforts in minimizing the employee turnover. Kevin et al.(2004) state, although, there is no standard framework for understanding the employees turnover process as whole, a wide range of factors have been found useful in interpreting employee turnover. It places a necessity on the part of the HR managers to get a full and thorough knowledge on the factors that affect the employee turnover as also the strategic moves the company has to undertake to retain the employees and thereby reduce the turnover.

Definition of Employee Turnover

Price (1977) defines the employee turnover as the ratio of the number of organizational members who have left during the period being considered divided by the average number of people in that organization during the period.

Another way of looking at the employee turnover is advocated by Woods (1995); according to whom there occurs employee turnover every time an employee leaves organization either voluntarily or involuntarily and such employees are replaced. This replacement cycle can be regarded as the employee turnover. According to Bluedom (1982) and Price and Mueller (1981) turnover intention can be used for analyzing employee behavior.

Factors Causing Employee Turnover

As such there are a number of factors that cause the phenomenon of the employee turnover. Firth et al. (2004) identify the experience of job related stress (job stress), the range factors that lead to job related stress (stressors), lack of commitment in the organization; and job dissatisfaction make employees to quit Perhaps these can be considered as the reasons that the individuals attribute to their changing the jobs. There are other factors connected with the locus of control on the employees concerned. Firth et al. (2004) defines the locus control as the extent to which people believe that the external factors such as chance and powerful others are in control of the events which influence their lives. Economic reasons are cited as the reasons for the employee turnover by Mano et al. (2004).

Some of the factors that generally influence the workforce to leave their current employment are:

Comparison of Alternatives

The comparison by the employees on the basis of economic benefits being offered by alternative opportunities forms the major cause for the employees to take turnover decisions. The actual alternative employment opportunities available as well as the perceived alternatives by the employees affect the employee turnover.

Organizational Commitment

Various kinds of organizational commitment have been established by different researchers. Allen & Meyer (1990) on the basis of an investigation of the connection between the employee turnover and the organizational commitment had identified three elements of organizational commitment that have a bearing on the employee turnover. These elements are basically attitude related commitments; an affective commitment describes the emotional attachment of the employees with the organization as well as the identification of the sense of belonging and involvement of the employees concerned. Continuance commitment refers to the commitment base on costs that employees associate with leaving the organization; The last one being the normative commitment refers to the feeling and attitude of the employees to continue working with the organization. Based on a study of these elements it follows that, the a strong affective commitment makes the employee stay with the organization as it is his desire; a strong continuance commitment makes the employees stay because of the need and a strong commitment represents the behavior of the individual to stay with an organizations because the individual feels he ought to stay.

Job Satisfaction

A consistent relationship between job satisfaction, organizational commitment and employee turnover has been established by researches though the period of time. According to Muller & Price (1990) the job satisfaction has its impact on the organizational commitment and thereby indirectly influences the turnover intentions.

Wages and Working Conditions

The wage levels and working conditions prevalent in any organization has a large influence on the employee turnover. Higher wages coupled with career opportunities available elsewhere in any other organization has been the one of the main causes making the employees decide to leave the current employment. Similarly when the high performers are paid poorly they are bound to leave the organization.

Employee Training and Career Development

Martin (2003) has identified a somewhat complex relationship between the training facilities and the employee turnover. He has found out that in those organizations where there are facilities for enhancing the skills of the workers through training the turnover rate is bound to be less. However the turnover ratio has a tendency to increase when there are training facilities for developing varied skills of employees, as there are chances that the employees trained in multi-skills will find better alternative employment opportunities.

Organizational Size

Kirschenbaum & Mano-Negrin (1999) observed that the organizational size has a strong influence in the internal labor market of any organization. The wage rates and the chances for the career development are the important organizational factors dependent on the size of the organization concerned and thus influence the turnover rates. A highly developed and well defined internal labor market reacts negatively for the employee turnover decisions for career advancement reasons by offering wide promotion opportunities.

Impact of Unions

Martin (2003) has found evidences to support the view that with the presence of the unions the organizations employee turnover rate is lower. The lower turnover ratio may be due to the fact that the unions play a responsible role for negotiating better working conditions and other facilities for the employees and thereby make the workers feel secured to stay in their current jobs.

Influence of Co-Employees

The intention of the coworkers to leave the job greatly influences the turnover intentions of individual employees. It was observed that the more positive the perception of the co-workers thinking of leaving the job the more the individuals also think in the same direction. Researchers suggest the co-workers intentions to leave may act as a sort of social pressure or serve as a justification for ones own decision to change the job.

Employee Turnover in Australian Context

As per the survey conducted by the recruitment consultants Vedior Asia Pacific, many of the organizations in Australia indicate that the presence of a tight labor market is the main reason for the difficulty in finding the right talents for their organization. 61.8 percent of the respondents have attributed this reason. The shortage of skilled employees, strong competition from the available candidates and the general economic environment are the important reasons cited for the difficulty in sourcing the correct talents.

The organizations participated in the survey have identified the organizational culture and values, the market position and standing of the organization and the employee benefits being offered by the organizations are the basic factors for a majority of the organizations in Australia for attracting the talents.

The organizations have also identified the following as the main reasons as to why the employees decide to leave the organizations.

• External career progression opportunities
• Personal reasons
• Lack of internal career opportunities
• Lifestyle reasons
• Inadequate remuneration
• Poor management
• Poor cultural fit
• Overseas career opportunities
• Lack of learning and development programs
• Lack of formal performance measurement
• Lack of employee benefits programs (Vedior)

Strategic Measures for Recruitment

The following are the important strategic measures that the organization has to consider while making its recruitment decisions:

Developing External Employment Brand

The best strategy the company can always adopt is to develop a strong external employment brand which is useful as one of the long term recruitment strategy. The company can use the strong employment brand image to attract best talents and more applicants to have a better choice in recruiting.

Developing a Retention Plan

Developing an internal retention plan of the organization internally would help the organization to reduce the employee turnover. Studying the reasons why the top performers stay with or leave the firm would enable the managers to form a proper recruitment strategy.

Measure the Quality of Hire

Recruiting must learn to measure and report on each of the elements of quantity, quality, time, money, and satisfaction to the management in respect of the recruitment activity. The strategic measurement approach of measuring on the job performance of the employees would provide the basis for the future recruitment process.

Focus on Referrals

Not only are referrals great hires (one recent study completed by MITs Sloan School of Management conclusively proved that new hires generated via employee referral outperform all others), but they get produced via a process that frees up a great deal of recruiting time and resources for other strategic efforts (Dr. John Sullivan, 2006)

Developing a Workforce Plan

The recruitment managers should develop and study multiple scenario plans that encompasses the solutions for various what if situations in respect of the recruitment process.

Quantifying the Impact of Recruitment

It is important to convert all the activities connected with the recruitment as well as managing the talents in to dollar terms to analyze the return on investment in the recruitment and retention process. Making these calculations would enable the managers to get out of the mounting pressure to outsource the recruitment function.

Developing a Written Recruiting Strategy

It is essential that a written strategic plan of action is evolved for internal working within the organization. Without the strategy reduced in writing form it may not be possible to bring everyone into the same wave length of thought. According to research studies the written strategy has a significant impact on the functioning of any business. Hence it is imperative to develop a written recruitment strategy for ensuring a proper follow up action.

Strategic Measures for Employee Retention

There are several policy options that the management of any firm engage for retaining the employees. These options include changing or improving over the existing policies concerning the process of employee selection, recruitment, and training and development induction and employee compensation. It should be remembered that the choice of policies and the proposed changes should take in to account the nature of the issues with respect to the employee turnover and retention. By adopting the following strategic measures in respect of the human capital management, the management would be able to have an effective employee turnover management and thereby the firm shall be able to retain the best talents.

Job Designs

The designing of the jobs and the selection of the employees suitable for such jobs are at the root of an efficient employee turnover management. The process of engaging the services of the employees, the capacity of the organization to devise effective policies and procedures in the areas of recruiting and retaining the employees would go a long way in improving the value of the employees.

Accessibility of Knowledge

The chances available to the employees to access to more knowledge and the organizations support and ability for making the knowledge available extensively to the employees would also help the employees decide in favor of staying with the organization. It is for the organization to ensure that the information is shared at all levels of management.

Workforce Optimization

The following activities on the part of the management optimize the performance of the employees towards the achievement of the organizational goals:

• Establishment of the essential processes of getting the work done in most efficient manner
• Provision of effective working conditions which really motivate the employee performance
• Establishment of well defined accountability of the employees to the different positions of authority
• Making the hiring policies of the organization efficient so that there is selection of employees who fit into the organizational culture and in to the job designs.

All the above actions on the part of the organizations would result in retaining the employees in the organization.

Job Involvement

Job involvement describes an individuals ego involvement with work and indicates the extent to which an individual identifies psychologically with his/her job (Kanungo, 1982)

The job involvement invariably relates to the internalization of the values of about the better jobs executed by the employees and also the importance attached to the efforts of the employees in achieving the desired results have made the employees reconsider their decisions to leave the organization. Generally such involvement relates to the characteristics of the tasks involved. It is observed that the workers who are able to find larger varieties of tasks postpone their turnover decisions. Higher involvement in the job promotes improved job satisfaction among employees and thereby enhances the commitment of them towards the organization.

Empowerment of Employees

By empowering the employees it is possible to enhance the possibility of the employees continuing to work in the organizations. Empowered employees where managers supervise more people than in a traditional hierarchy and delegate more decisions to their subordinates (Malone, 1997) Supervisors can perform the role of the coaches and advise the employees on solving their issues. The increased responsibilities placed on the employees will make them respond to problem situations rapidly and positively.

This way the empowerment leads to higher commitment of the employees to the organization and reduces the intensity of their turnover intentions.

Best Practices to Become Employer of Choice

With the increasing intensity of war for talents in attracting and retaining talent to become an employer of choice has become vital in the context of retaining the talents. The term employer of choice represents the special characteristics of an organization to attract and retain the exceptional talents. Usually the employer of choice organizations are expected to posses the key characteristic elements of a positive and comfortable work situations, adequate comparable compensation, well refined organizational culture and the prospects of career path and professional development. Another important criterion that is also being increasingly considered by the prospective talented employees is the work-life balance which implies the provision of an attractive and fulfilling working environment that balances work life with the personal life of the employees where the employees feel valued and respected. Good ethical standards being adopted by the organization also enhance the value of the organization in the employees perception.

Ethical Standards

The ethical values being nourished by the organization has also an important role to play in the employee retention. Ethical issues cover aspects of equality in treatment, diversity management, flexibility in the approach to issues concerning the labor, voluntary and involuntary occasions of employee leaving the services of the company, retrenchment and downsizing and fixing the standards of performance and rewarding the employees for exceptional performance.

Managing Diversity

Most of large organizations are keen on focusing on this aspect as one of the important business values. Management of workforce diversity presents the organization enhanced synergy and richness in addition to the improvement in the organizational values. Diversity management encompasses different organizational aspects like providing employment opportunities for people with disabilities, promotion of women labor force and also creating a diverse management team within the organization.

Corporate Social Responsibility

This is another area in the corporate world which has assumed prominence recently and is being talked about with larger interest. By being socially responsible and meeting the obligations prescribed legislatively and otherwise the firms would be able to enhance their financial standards and would be able to attract more capital for their expansion plans. The brand image and turnover of the company are also likely to be improved for the companies that have fulfilled their social responsibility obligations.

Thus the critical values adopted by the organization for sustaining the improvements in the organizational performance are more or less the same in so far they also rely on the employer-employee relationships and the development of the skills and knowledge of the people, which are the same standards and values being adopted for enhanced employee retention.

Recommendations

The following are a few recommendations which may be made strategic by aligning them with the overall business objectives of the organization that will prove in the long run beneficial to the growth of the organization:

1. A constant exercise of judging the employee needs in terms of their personal advancement in their career and take the necessary measures to meet such needs. Proper training and development of the employees that ensure the long term career advancement for them would make the best talents stay with the company for longer periods. This report considers this as the foremost initiative that needs to be taken in the sphere of employee retention.
2. The company should strive to develop a complete set of recruiting metrics so that all aspects of recruitment process are measured and reduced to dollar terms. This eliminates the possibility of doubts and uncertainties at any stage of the process of recruitment as to whether the company should go ahead with the process or not. It is crucially important that the company measures the performance of the newly recruited employees and in the process transform the metrics into monetary terms so that the impact on the organizational performance can be ascertained.
3. Appointment of full time executives to assess the training needs of the employees and organizing such training programs which not only develop their technical skills but also contribute to the development of their managerial aptitudes. The executives in charge of training should make a periodic and careful assessment of the training needs of the employees at various levels of the organization and arrange for the provision of the training at the time it is needed so that the training imparted will be effective and useful for the organization.
4. The company may work with compensation plans to develop an effective and efficient recruitment and retention plans in such a way that the performance of the managers in respect of employee recruitment and retention are measured and rewarded on the basis of how well they have done the recruitment and retention. There must be evolved a reward system to encourage the internal recruiters. It may be observed that the external recruiters are effective and better than the corporate recruiters at least partially due to the reward system. When the impact of the reward on the performance of the internal recruiters is recognized it may produce best results.
5. Change in the employee compensation policies to take into account the individual performances instead of providing the employees across-the-board increments
6. Changes in the company policies towards the long-term monetary benefits covering not only the employees welfare but also that of their families.
7. Forming employee welfare improvement committees with members from the employees to suggest suitable schemes of welfare measures to the HR department that will act to improve the employee retention.

Conclusion

In this report relating to the employee turnover and retention the following factors have been found to determine the employees attitude and their turnover intentions. The factors are:

• The physical working atmosphere in the organization
• The attitude of the supervisors and managers towards the treatment of the employees and their performance.
• The attitude of the colleagues of the workers towards the employees
• The employees perception of their career development and their sense of belonging to the company
• The response of the management towards improving the employee retention and the strategic measures they undertake to achieve this.

From this report it may be observed that out of the above factors, the employees perception about their own career development shapes the turnover intentions of the employees in the any organizational context and so long as this aspect is taken care of by the company, it may be able to retain the best talents with them. In addition to the career development or as a support for that end the employees are also keen on finding whether the organization has

• A supervisor who takes interest in the employee by recognizing his accomplishments and encouraging professional development within the organization
• A team of coworkers who are able to help the employees to complete their mission of a better performance and thereby improving their position within the organization
• The policies and procedures of the companies supportive of the ultimate aim of the career development of the employees and
• The provision of training and skill development opportunities that will enable the worker to reach their objectives.

Hence it is important for the company to take serious measures in this direction to retain the employees who are found to contribute more to the accomplishment of the objectives of the organization.

References

Abassi SM, Hollman KW (2000). Turnover: the real bottom line, Public Personnel Management, 2 (3) :333-342.

Allen N. J. & Meyer J. P. (1990), The measurement and antecedents of affective, continuance and normative commitment on the organization Journal of Occupational Psychology, vol. 63(1), pp.1-18.

Bluedorn AC (1982). A unified model of turnover from organizations, Human Relations Vol.35: pp 135-153.

Dr. John Sullivan (2006) Why Not do Something Strategic in Recruiting. Web.

Firth L, David J Mellor, Kathleen A Moore, Claude Loquet (2004) How can managers reduce employee intention to quit Journal of Management Psychology 19 (2): 170-187.

Kanungo R (1982). Measurement of job and work involvement, J. Appl. Psychol. 67: 341-349.

Kirschenbaum A. & Mano-Negrin R. (1999), Underlying labor market dimensions of opportunities: The case of employee turnover, Human Relations, vol. 52(10), pp.1233-1255.

Malone TW (1997). Is empowerment just a fad? Control, decision making, and IT, Sloan Manage Rev. 38 (2): 23-9.

Mano Rita -Negrin, Shay S Tzafrir (2004) Job search modes and Turnover Career development international (5): 442-446.

Martin C. (2003) Explaining labour turnover: Empirical evidence from UK establishments Labour, vol.17 (3), pp.391-412.

Meaghan Stovel, Nick Bontis (2002), Voluntary turnover: knowledge management-friend or foe? J. intellect Cap. 3 (3): 303-322.

Price, J.L (1977). The study of turnover, 1st edition, Iowa state university press IA pp10-25.

Price, J.L., & Mueller, C.W. (1981) A causal model of turnover for nurses Academy of Management Journal, 24, 543-565.

Salma Aliakbar Talent Management The Hindu Indias National Newspaper 2004. Web.

Vedior Vedior Asia Pacific Employment Trends Survey 2006/07.

Woods, R., (1995), Human Resources Management, AHMA, Michigan.