Recruitment Process. Talent Management. People Equity - Essay Example

? Week 4 Discussions Scenario From the provided scenario, it is viewed that in the organization previous recruitment process has created a considerable damage in morale as well as culture which needs to be rectified. It is apparent that existing employees cannot uphold ethical culture and productivity has also become quite less. Therefore, as a recruiter it is a responsibility to hire those employees who can maintain an ethical culture along with ensuring augmented productivity of the organization. During interview process, it is necessary to judge an individual through various perspectives in terms of qualification, enthusiasm about the given job, whether he/ she can adjust with organizational rules and regulations and the capability of attaining the given targets. When a recruiter selects a fresher as an employee then it is required to be assured that he/she should maintain the morale and culture of the organization, however through a fresher the chances of increasing productivity is quite minimal. Therefore, for a fresher it is necessary to arrange training sessions regarding the work procedure to show the mechanism of achieving the given targets within a specified period of time. Through an effective training session employees must familiarize themselves about the procedure of work and how to increase productivity. Regarding a fresher, an organization should consider that the person does not hamper organizational ethics and culture because they are new in the system. However, when a recruiter hires an experienced person for the job then an impact may be created upon the organizational culture to a certain extent because an experienced person generally knows the basic strategies that can be used to enhance productivity by achieving the targets without any botheration regarding the rules and the regulations. Therefore, when a recruiter selects this type of individuals, he/she should be aware about the attitude and behavior of an experienced person towards the organizational culture. During the interview process, recruiter must discuss properly about the rules and the regulations of the organization with the experienced person. Scenario 2 Talent reservoir for an organization can be assured through proper talent management procedure within the organization which can in turn facilitate to have a pool of skilled employees who can fulfill the company’s goals. In this context, the HR department can play a pivotal role as recruitment and selection procedure is very essential to identify and manage a talent effectively within the organization. Nowadays, talent management is considered as a key ‘buzzword’ in corporate level HR along with training. Talent comprises those individuals who can create a difference in the performance of the organization either through their instant involvement or in the long-term by representing maximum levels of potential. Effective organizations are developed by creating value through people, sales, innovation and customer services among other essential actions. Every organization strives to achieve their business objectives and this struggle mainly involves in supporting, recruiting, training, controlling and reimbursing the entire staff of the system. To support this circumstance, talent management can play a crucial part for maintaining all these aspects in a proper way. There are certain procedures of talent management which should be taken into consideration (Stewart, 2008). The procedures are: Workforce planning, recruiting On-boarding, performance management Training and performance support Succession planning Compensation as well as benefits Critical skill gap analysis If a recruiter hires a skilled employee according to the job requirement then it can become quite easy for the management to find and nurture the talent within the system which would be fruitful for the organization in terms of attaining long-term profit and ensuring fulfillment of company goals (Bersin, 2006). Scenario 3 Alignment, capability and engagement are the three factors which determine people equity. The aspect of people equity is related to the value of the shareholder, which is obtained from the human capital that is invested in the business (Metrus Group, Inc., 2012). Alignment is the degree by which employees are linked with the business strategy. Moreover, it comprises the alignment between employees and the business strategy with consumers as well as brand identification of a particular organization (Metrus Group, Inc., 2012). Capabilities involve the degree by which an organization effectively develops resources, talents and information in order to meet customer necessities (Metrus Group, Inc., 2012). Engagement correlates to the aspects which is equally pertinent alike employee satisfaction where the employees provide commitment regarding the job and the organization. It creates a level of encouragement on the part of the employees where they start to consider their working place to suitable and appropriate for them (Metrus Group, Inc., 2012). Figure: People Equity Model Source: (Schiemann, 2010). In this context, it can be ascertained that leaders should focus on employee as well as customer satisfaction because if employees are satisfied then productivity level will be increased and consumers would automatically be satisfied. Employee satisfaction is one of the most significant aspects where a leader must focus to efficiently meet with business strategies. Employee satisfaction is an essential scope for the organization to increase the productivity by which they can drive these three aspects i.e. alignment, capability and engagement. As a recruiter, the most important priority is to hire effective, skilled and expert employees so that the individual can become an asset for the organization in the future years and it can facilitate a leader to drive these three aspects. At the personal level for a recruiter, capability is the skill to judge the suitable employees according to the organization’s job tasks. It is a kind of capability to examine an individual’s behavior, attitude and the loyalty towards the organizational culture and the job tasks (Schiemann, 2010). From a recruiter’s point of view, capability skill is not enough to deliver the productivity of the organization. It is the duty of the recruiter to not only judge an employee before selection but also monitor them after the selection. Recruiters must monitor whether or not the employee operates according to their expectations at the time of selection process in their working schedule. References Bersin, J. (2006). Talent management: what is it? why now?. Retrieved from http://www.bf.umich.edu/docs/KeyReferenceArticles.pdf Metrus Group, Inc., (2012). People equity. Retrieved from http://www.metrus.com/criticalissues/people-equity-full.html Stewart, J. (2008). Developing skills through talent management. Retrieved from http://www.leedsmet.ac.uk/fbl/SSDA_Catalyst_6_talent_management_.pdf Schiemann, W. A. (2010). People Equity: using ace to measure, predict, and optimize performance. Retrieved from http://www.metrus.com/materials/Benchmarking%20Session_Schiemann%20presentation_ps%20handout.pdf Read More