Two summary pages of Recruitment and Retention - Essay Example

The presented text analyzes the internal conditions of Panda Express, fast food developing chain of restaurants in China. Among the positive aspects within the company, the analysis draws on the peculiarities of its authentic culture and integrative HR management. Although, the overall strategy of managing newcomers is not that successful for the company in terms of guaranteeing the promotion to General Manager’s position. Precisely, the authors state that the company has to provide an appropriate balance between payment, education needs and responsibility in order to make General Managers more loyal to the company.

In short, the authors identify the main problems in Panda Express HR management as ineffectiveness of recruitment process and lack of employees’ loyalty. On the one hand, the selection process of new employees reveals its weakness, since the company possesses low educational requirements for their candidates. In this context, the status of the company is low for job seekers. For instance, the necessity to work on the weekends does not attract them to enter hiring process. Although, the main task for the company’s recruitment is to find a person who will share its corporate culture and reveal loyalty.

In this situation, the authors reveal the necessity to provide the full amount of information for each candidate who wants to become General Manager in Panda Express. On another hand, the authors raise retention issue in order to discuss the company’s capability to maintain staff’s loyalty. In fact, the core reason of numerous symptoms of employee’s discontent is the maintenance of inadequate information on the working conditions. Currently, newcomers frequently suffer from the imbalance between work and life on their jobs and choose the latter one by leaving Panda Express.

In this case, the basic assumption for authors’ recommendations is the need to reevaluate corporate duties and responsibilities. For this purpose, the role of General Manager is the key one for the company. Thus, the recommendations are divided into three main groups: introducing this position with 2 year degree, changing salary, and reliance on managerial potential. Firstly, the authors assume that lowering the threshold for passing to General Manager from 4 year to 2 year degree will increase the motivation of college newcomers to develop within the company.

In this context, replacement of high salary offer to high bonus system is crucial, since it encourages striving and taking care of each achievement on this position. Moreover, launching internship school will enable Panda Express to guarantee loyalty and settle a contract with their General Managers for at least four years. Secondly, the current $42,000-$48,000 payment for General Managers with 4 year degree is too low for the market. Consequently, the money motivation and the feedback from company in response of General Managers’ efforts are also weak in Panda Express.

In order to reduce the sense of injustice, the company should increase the payment level for its current top management by reducing expenses on bonus programs. Consequently, company’s attractiveness for the job applicants will also increase. Finally, the company should acknowledge the importance of managerial skills of its General Managers comparing to their technical opportunities. By offering the highest wage to its General Managers in the overall store, Panda Express should also put more importance and responsibility on them.

In other words, more worthy duties will lead to the increase of the value of General Manager’s position. In this case, Panda Express can maintain its current requirement of 4 year degree for General Manager, since it will supplement this high level by offering a compatible salary and increasing the responsibility and freedom of store’s ownership. In response, it will guarantee inspiration and loyalty from the store’s staff. In conclusion, the current development of Panda Express cannot continue without several necessary transformations.

In short, it should change the attitude towards choosing and keeping General Managers on their positions. In this context, authors’ recommendations cover both extrinsic and intrinsic outcomes in order to demonstrate problem’s complexity.