Do Organizations Align the Recruitment and Selection of Talent with Their Corporate Strategy - Dissertation Example

xxxxxxxxxxxxxxxx xxxxxxxxxxxx xxxxxxxxxxx xxxxxxxxxxxxx xxxxxxxxxxxxxxx Reflection The human resource department is in modern age one of the key contributers to a business’s success. When employees are giving their best performance, organizational success is guaranteed. Talent being hired need be well aligned with the business strategy to avoid deviating from the objectives of a business. It is also essential for any organization to bear in mind that a firm’s image is largely determined by the behavior of employees. In this paper therefore, we shall be analyzing all possible strategies a business can employ to ensure they have the very best of talent. Corporate strategies mirror lasting personnel strategy and direct the employment and choice policy. Introduction In modern day, the task of human resource is no longer a back office function as it was back in the days (Gold, Thorpe & Mumford 2010). For a long time, scholars have embarked on intensive research on better methods of improving the practice of human resource management. The success of any given organization is highly dependent on the ability and talent adopted by a company. Unlike long ago where recruitment of new talent was depended on the traditional approach, it now has undergone transformations and has incorporated new ideas such as career orientation from time to time. The general idea behind recruitment of new talent is generally to align personnel practices to the overall business strategy. Thoughts In fact, the responsibility of human resourcing is viewed as a form of strategic business function. Every organization seeks to create a business impact in every form through development of talent management skills. The reason for this is that organizations bear in mind that performance is largely dependent on the type of labor and skills employed. I tend to think that organizations hire for varying reasons. For instance, one organization may want to hire new staff for the reason the existing team is not productive enough, others want to hire to change a company’s structure. Nevertheless, all these organization have one objective in mind of maximizing on their profits and output while at the same time working cost effectively (Gold, Thorpe & Mumford 2010). Incorporation of talent management into a company’s corporate structure is a big step towards adopting a capability driven team (Gold, Thorpe & Mumford 2010). The different organizations have varying forms of acquiring new staff. There a number of processes involved when it comes to the process of constructing a strong human resource arm of an organization. To most organizations, the main aim of hiring new staff is mainly aid accurate and objective decision making in a bid to get the most qualified staff only. Every company aims projects to have only the best in the market at the right place in the organization. Some companies have gone ahead, and even adopted Softwares that are meant to efficiently monitor systematic recruitment process (Gold, Thorpe & Mumford 2010). An example of this system is the SAAS, which stands for software as a recruit service. The software conducts simple recruitment functions such as attracting, selecting, and sourcing and even better yet, inducting new staff. Another such like software used in hiring is the PageUp people system (Gold, Thorpe & Mumford 2010). This system is flexible, very accurate, easy to work with and quick. The software is said to provide the efficiency in recording performance of the many applicants concerned. Feelings I strongly feel that strategic human resource management is crucial in organizations as it determines how well the investment function will be carried out. It is the responsibility of the human resource manager to conducts strategizing comprehensive efforts to only source for the best talent. The process of talent management in organizations entails a series of activities, which include talent identification, internal and external development as well as motivation, and talent engagement in the necessary business function. With the step of identification, key roles for each of the available positions are singled out before then proceeding with the most appropriate design and deployment plans (Gold, Thorpe & Mumford 2010). In the second step of talent, management, which is talent development, coaching and training, takes place internally. However, with external development, the human resource team ventures out into the labor market to recruit the best they come across. With the third process of talent management of employee retention and motivation, the company then engages the selected team into the business function of investments and profit maximization (Gold, Thorpe & Mumford 2010). Evaluation From my analysis, one of the major problems the process of human resource seeks to address is that of addressing needs that are currently lacking as well as those that might arise in the future. A leader who works with the best talent management team is better armed than his or her competitors when competing in the global scene are (Gold, Thorpe & Mumford 2010). Adopting a well-equipped team also saves time in terms of time that would have otherwise been spent recruiting and training new staff. A good team is able to identify and capitalize on new opportunities before other people in the market identify them. Adopting a premeditated talent management design confers a number of benefits, which entails, being proactive as compared to being reactive (Gold, Thorpe & Mumford 2010). This means that arising business needs are promptly addressed in the best way possible. In addition, key skills can be identifies among employees while at the same time cutting on training and development costs. Understanding In my view, most companies have made it their plan to align individual goals within the corporate strategy framework. An advantage of goal alignment is that it helps in defining the specific individual roles in an organization while at the same time ensuring that each person is assigned duties that he or he can best perform well availed all the necessary resources. Furthermore, it is argued that incorporating employees through goal alignment boosts performance and morale among employees. It must also be noted that to be in a position to arrive at this however, a company must firstly embark on very good and effective communication strategies with the employees to mitigate issues such as, redundancy. The aspect of goal sharing among a group of people further helps them support and be a part of each other (Gold, Thorpe & Mumford 2010). Research studies carried out proven that employees perform better when made to feel as part of family, and feel appreciated. Goal sharing therefore has been viewed as an effective way of strengthening leadership and fostering organizational agility. Experiences From my experience, a very common situation in most companies is usually that of limited time to analyze viable employees before hiring them. Such situations can be avoided by avoiding inconsistent changes in leadership. Sharing information among departments in an organization enables managers come up with better and informed decision that propel better performance of a business. In line with this, most organizations have deployed intensive use of employee assessment in an effort to boost employee morale to exploit their full potential. In addition, seeking to address individual needs better improves performance of each employee as they have unique reasons to achieve set goals. Companies with poor and shallow hiring techniques experience higher expenditures spent on recruiting and training and coupled by minimal productivity and overall working efficiency (Gold, Thorpe & Mumford 2010). Key learning’s Many seek to understand the best ways of building an efficient human resource function. It is a systematic process, which entails a series of activities. Firstly, the begin step is usually to evaluate present operational effectiveness and determine how to strategize on a firm’s objectives with the present human capital management (Gold, Thorpe & Mumford 2010). In addition, there is dire need to focus on the long tem objectives of a business regardless of the inputs and effort required. It is also recommended that a business allocate work to employees’ bases on their performance records. One way of implementing this is by promoting talent management through encouragement of exceptional skills and competences (Gold, Thorpe & Mumford 2010). Analysis In analyzing the topic of Strategic talent management, we get to see that it is motivated by the increasing popularity of human resource management. Being able to sustain competitive advantage is directly related to capabilities of talented employees. It is often said that embarking on a competitive search for the most appropriate candidate is at times termed as impossible (Gold, Thorpe & Mumford 2010). Rather, experts seek to address the problem by encouraging companies to search for candidates with an ability to achieve the holistic fit (Gold, Thorpe & Mumford 2010). The definition of a holistic fit candidate differs from the ideal candidate in the sense that a holistically fit candidate may not be categorized as fit now, but posses exceptional capabilities to grow professionally in presence of the right training and motivation. Holistically fit individuals posses organizational strengths, are able to work better in teams. A further analysis of holistically fit individuals involves use of psychometric tests to evaluate on their values, aptitude, personality and beliefs as well. Background checks are also employed in gaining insights into personal behaviors. One-aspect companies fail to recognize is that such assessments ought not to be stop after hiring takes place, but need be conducted on a regular basis even after deployment. There is not a single hiring system that has proven to be full-proof and companies ought to be therefore decisive in doing away with least fit candidates (Gold, Thorpe & Mumford 2010). Action plan Having analyzed all the advantages of aligning talent management with the recruitment process of an organization, it is of great importance to have a well laid out game plan of how to implement the strategy. The first step for any organization has to be identifying the specific unique talent they want to have in their management. After this, recruitment follows. It is the objective of any human resource department to have the very best of talent in the market. Conclusion In conclusion, talent management and training is a length and costly process. However, as people retire, the company ought to implement workable plans to ensure that retiring employees do not entire ‘go’ with all their knowledge through mentoring programs. This may work to ensure that a company’s knowledge base is not entirely stripped upon retirement. It is essential to have constant checks to ensure the initial objectives are still in check and being achieved (Gold, Thorpe & Mumford 2010). The assessment process could involve use of open-ended questions, handling work projects and situations as well. Effective performance measures need be employed to analyze the critical points of success. Regular analyzing and evaluation of the different job specification to meet changing needs is essential to break monotony of work. Allocating each employee with the job specifications that match the individual capabilities boosts performance and morale. References GOLD, J., THORPE, R., & MUMFORD, A. (2010). Gower handbook of leadership and management development. Burlington, VT, Gower. http://site.ebrary.com/id/10362149. Read More