Recruiting Retention - Research Paper Example

Recruiting Retention Introduction The process of recruiting employees in an organization entails attracting, vetting, choosing, and appointing a competent individual for the employment position. At the tactical level, recruitment may include the establishment of an employer brand which involves an employee offering. Also, the process of recruitment involves the creation and conclusion of employment offers and the orientation and introduction of new workers. Based on the culture and size of the organization, recruitment may be performed in-house by recruitment experts, managers, or human resource generalists. On the other hand, components of the process might be performed by either of the following, specialist search consultancies, commercial recruitment agencies, or public sector employment agencies (Daniel & Radenbaugh, 2001). This paper will look at ways in which organizations attract, recruit, retain, and develop talent. Employing talented people is essential to the success of an organization. Organizations all over the world seem to be properly armed in the battle for talent. Nonetheless, in order to sign up the most talented individuals, an organization must first recruit them. Recruiting workers can be a demanding task. Even during an economic downturn, it may be strenuous to fill specific types of employment positions. Therefore, recruiters working with inadequate resources should reach a decision on whom to seek out, what messages to put across, and how to staff the process of recruitment. In addition, organizations can tap sources of rightfully qualified individuals all over the world and attract them with exciting employment positions, a share of the incentives gained by organizing high quality individuals to establish international businesses, and the assurance of dominant positions early on. Nevertheless, these conventional sources of strength are coming under pressure from growing struggle for talent in the job market. It is indispensable to understand the characteristics that inspire and motivate applicants to invest their talent in an organization so as to attract highly qualified people. It is also essential to know what potential applicants think about the organization during the process of recruitment. At the moment, communications is often being required to work with human resources to refine and communicate persuasive employment methods and to attract new talent (Boudreau & Ramstad, 2007). A large number of organizations are also familiar with the need for a clearly articulated and cohesive employment brand to attract applicants. How Organizations Attract Talent As new generations of individuals enter the job market, organizations wonder how best they can attract this novel talent. Compensation alone will not position an organization to compete for new talent. There are a number of innovative ways an organization may use to attract a talented workforce. Organizations may develop a differentiated company brand. A differentiated brand is vital in capturing the interest of top talent. Significant communicators in an organization help to create the characteristics workers value and identify an employee brand that differentiates their organization from other organizations in the market (Daniel & Radenbaugh, 2001). Head of communications in some organizations utilize the corporate brand performance assessment to measure worker and future worker views of their brand and recognize prospects to differentiate from rivals. Additionally, by practically enhancing an organization’s distinctive opportunities, culture, and values, potential workers can gain an insight into what it will feel like to work for an organization, and establish if an organization is a right match for them. An organization may also attract talented applicants by articulating the distinctive employment brand. A large number of communicators work with their recruiting counterparts to concisely articulate the organization’s distinctive employment brand or employment value proposition in the market. In numerous organizations, the articulation of the employment brand is often incomplete or vague because of a lack of proper understanding of potential employee or employee values. Talented job applicants may also be attracted to an organization because of an organization’s job descriptions. Job descriptions are usually the foremost piece of information that applicants access about their employment position, but they are frequently uninteresting or not very persuasive. This can leave applicants with an incorrect impression of the organization or their role, and can even putt of prospective high-quality aspirants. Therefore, writing can play a significant part in engaging talented applicants enough to want to react in some way, whether it is sharing the job application with a network of eligible candidates or applying for an employment position (Daniel & Radenbaugh, 2001). Also, organizations attract talent by enabling workers to represent the brand. More and more organizations are utilizing existing workers in candidate relations. Organizations are devising ways for workers to represent the employment brand of the organization and to make sure there is consistency in communications across all candidate relations whether it is during post-offer, interviews, or recruitment. Organizations attract talent through value alignment. Highly talented individuals will choose to work for an organization if there is a stout alignment between the corporate values of the organization and their personal values. It is essential for an organization to promote the values on which it is built, for example, thought leadership, customer service, innovation, and creativity. It is also significant to distinguish if the culture of an organization rewards competitiveness or teamwork. Advancing the values of an organization will help it attract like-minded and talented people and will enhance the possibility of finding the right fit. In addition, organizations attract talent through a persuasive employee value proposition. Top performing individuals would want to know what sets an organization apart from the other organizations. Examples comprise the organization’s stability, career development opportunities, work and life balance schemes, and competitive pay. Organizations attract talented applicants by promoting the attributes of the organization through word of mouth, websites, advertising, and public relations. This helps forthcoming talent see the worth of becoming part of the organization’s team (Daniel & Radenbaugh, 2001). Organizations use their positive reputation to attract talented individuals. The most popular organizations to work for have a reputation for excellence and durable brand recognition in the market. The most determined experts also employ their networks to gain insight into the inner reputation of an organization, or the true picture of what it feels like to work in the organization. It is also essential for leaders in an organization to distinguish if their workers are critics or ambassadors. Working to motivate and engage the organization’s existing workers is essential in the attraction of quality talent, as the organization’s existing workers are the most influential source of testimonials and advertising. Finally, organizations attract talent through designing development opportunities. For highly talented individuals, the opportunity to develop both professionally and personally plays a significant part in job satisfaction. These talented individuals want to advance their talent in an organization that can help advance their career and extend their existing skill sets. Creating an environment of continuous progression and learning will help to connect existing workers and further the reputation of an organization as an attractive employer. Even though individuals are attracted to an organization for a number of reasons, there are several of the common components top performing individuals look for in an employer (Boudreau & Ramstad, 2007). Nonetheless, if the process of recruitment an organization is not done properly, an organization may end up attracting job aspirants who may decline job offers, lack diversity, or are not qualified. Also, these aspirants, if hired, may be prone to turnover. An inadequate recruitment process may miss attractive and talented job applicants, including those who work for rivals, because they never discover that a job is on offer. Therefore, to attract top performing individuals, an organization should first establish what defines it. How Organizations Recruit Talent Organizations employ various ways in recruiting talent. Researchers explain that the most convenient way of recruiting highly talented individuals is to develop an organizational culture where the most qualified applicants want to work. Therefore, organizations recruit talent by establishing a culture in which individuals are treated with consideration and respect at all times. The co-founder of Hewlett-Packard employed the culture of respect in the organization. He always showed abiding respect for every person who worked for the organization. He defined the culture of the organization and positioned it as a lasting preferred employer. Organizations also recruit talent by maximizing its best workers. Even though a leader may not be able to fill every position in the organization, even if there is a strong corporate culture, researchers state that a sure way organizations can maximize its best workers is to place them in areas of significant influence. This will help in recruiting individuals of high quality. Also, organizations recruit talent by staying involved and using emotional intelligence (Daniel & Radenbaugh, 2001). Studies show that one of the worst recruitment moves an organization can make is disengaging from the process of recruitment. Also, when organizations are in the process of recruiting new workers, they carefully examine the aspirants’ intellectual capacity along with their emotional intelligence. Studies indicate that an intelligence quotient assessment does not forecast work success nearly as correctly when utilized alone as it does when used together with examinations of the social and cognitive capabilities that make up a person’s emotional intelligence. An emotional intelligence gives a stout sign of how well a prospective worker may fit into an organization. Inside the organization, recruitment begins by keeping workers in the loop. It starts by circulating vacant employment positions. This helps in letting workers know about the opportunities that are available. Organizations also keep the door open to talk about probabilities for workers who show interest in advancing their careers in the organization. Also, organizations recruit talented people by showing value to their existing workers by giving them privilege in job selection and interviews. Organizations are not obliged to recruit their existing workers for employment positions that they are not qualified for, but they can play favorites between new applicants and existing workers. This indicates that the organization places a premium on the worth attained in workers who already understand and know the structure of the organization. It is essential that organizations think outside the box in terms of manageable skills, but be practical about what the workers are capable of achieving (Boudreau & Ramstad, 2007). By creating opportunities for existing workers to prove their value, an organization may find a perfect match which it may otherwise could have failed to notice. Organizations also recruit talent using the buddy system. Instead of recruiting highly positioned workers from outside, the organization may prepare them from within. An organization may match talented workers with the top leaders in the organization and have them work together in a mentorship program intended to nurture future leaders in the organization. When the time comes to reinstate the current top leaders, it will be seen how worthy it is to have a workforce which is already prepared and trained to take over (Boudreau & Ramstad, 2007). Organizations also recruit talent inwardly by celebrating good times. An organization may market itself as an organization that believes in recruiting from within by honoring promotions of the workers. Every time there is a notification of new opportunities for the workforce, an organization should take note of workers who are already moving up, publicly praise them on the steps they have taken to move up, and make it clear to the rest of the workers that they have identical opportunities available. In addition, organizations recruit talent by allowing its workers to see how much it values their dedication and how much the organization is committed to help them move up. The impact of encouraging this form of organizational culture is that the organization may soon find out that the growing pile of applications has even become larger (Boudreau & Ramstad, 2007). Finally, organizations recruit highly talented individuals by remaining constantly engaged. It is usually not adequate to simply connect with applicants and collect resumes, but to also keep them engaged during the process. The opportunities for engagement are boundless with the popularity of mobile technologies and social media. For instance, a large number of organizations now utilize blogs social networking sites to post subject that informs job seekers about the culture of an organization and builds brand understanding. Organizations are also increasingly using mobile technologies, for example, text alerts to notify applicants about available opportunities or upcoming career fairs. It is also significant to recruit existing workers to refer applicants and act as brand ambassadors for the organization. Whatever the strategy employed, the objective is to keep applicants informed, interested, and excited about openings in an organization. How Organizations Retain Talent Retaining workers is one of the most significant issues that organizations are currently facing. Nonetheless, organizations have a number of ways of retaining talent. Organizations retain their talented employees through equitable treatment of workers. A good number of human resources experts are properly accustomed to the astounding speed with which worker-related information can travel in an organization. Details about marked dissimilarities in assignments and salaries moves particularly quickly and creates a view of unfairness. When workers view their work environment as not fair, they will look for greater equity with a different organization. Therefore, organizations retain their talented workers by treating them equally in terms of assignments, salaries, among other factors. Also, organizations retain talent by fostering a sense of ownership. Workers can be overwhelmingly motivated by individual investment in their job. Some workers are motivated by intellectual or creative challenges in their work. Other workers are encouraged by the knowledge that they are contributing to something significant. Organizations retain their talented workers by supporting and encouraging these individual investments through offering workers a sense of ownership in what they are involved in. Organizations do not make their workers feel like overhead. They make them feel safe in their work. They also let them know that they are present and recognize their contributions to the organization (Boudreau & Ramstad, 2007). In addition, organizations retain highly talented individuals by offering consequential opportunities for development. Talented workers do not become that way by chance. Characteristically, they look for and make the most of prospects to diversify their work experiences, meet new challenges, and learn new skills. This means that talented workers are not contented unless they are in an organization that promotes their continued development. Organizations show that they value the growth of their workers by establishing affordable strategies, for example, lunch and learn seminars, mentoring programs, and professional development libraries. Organizations retain their most talented employees by appreciating and acknowledging their good work. A large number of organizations have incentive plans that recompense the accomplishments of highly performing workers who exceed quotas or targets. Nonetheless, too frequently organizations fail to notice the significance of acknowledging the unswerving, daily contributions of their most responsible workers. Opportunities for promotions and salary increment are among the most significant incentives. Organizations also make sure that they acquire their input about changes or rules that may need to be made (Boudreau & Ramstad, 2007). Organizations also promote goal-setting and allow them to make their individual decisions as frequently as possible. Organizations retain talent by making goals and expectation of the company clear. They have adequate job descriptions which help employees be aware of what is expected of them. In addition, organizations communicate changes clearly and directly to make sure there is no confusion. This will help in keeping talented individuals in the organization. Also, organizations retain their talented employees through establishing an honest and open work environment. Organizations are always ready to listen to the concerns of their workers and provide responses on work performed. They are open and listen to new notions. They also accept ideas for solving problems. Moreover, organizations are open and available when their workers ask for guidance. Organizations also keep its top talent informed about what is taking place in the company. This makes the top talented individuals feel valued and appreciated. Organizations retain talent by providing opportunities to learn and grow, and letting its employees know there is room for growth in the organization. They offer tuition for continuing education classes. They also give stimulating and challenging assignments. Organizations tap into their interests and permit them to concentrate their energy and time on activities they can enjoy. In addition, they let their employees know what career advancement plans they have for them and the opportunities that are available for them to develop with the organization. Finally, organizations keep its top talent through maintaining open lines of communication. Organizations have found it essential to maintain open lines of communication so as to rating their most qualified workers. For instance, during periods of economic instability, when workers are no longer feeling secure about their jobs, levels of engagement plunge. It is also during this critical period in which organizations requires its employees to be the most effective. Therefore, constant meetings with organizational leaders during this period will help increase workers’ sense of work security and enhances engagement. Thus, organizations will retain its talented employees by developing working relations with all the employees, becoming aware of the individual expectations, long-term objectives, and desires in the organization (Boudreau & Ramstad, 2007). In a joint effort, leaders of the organization and employees establish individual growth plans and share understanding of professional development opportunities. The highest levels of engagement are obtained among workers with obviously communicated channels of development and opportunities for advancement. Develop Talent Organizations use a number of strategies to develop the talent of their employees. The organizational leaders act as role models. They are transparent about the organization’s need to develop and learn and share how the organization is able to undertake it. Organizations develop employee talents by embracing vulnerability. In addition, organizations develop talent by reinforcing the worth of learning. They go past the baseline talk about objectives. They ask employees about what they want to achieve and what they feel their variances are. When an employee accomplishes a task, the organization celebrates both the learning and results, particularly if the task is not completed as easily as everyone would have preferred. Organizations also develop employee talents by building sustainable processes to encourage development. Managers are required to develop and coach their employees. At the lowest, every employee is aware of the areas they need to work on, and for the employees with particularly high talent, career tracks are established to give them a feeling of where they can move to inside the organization (Brickley, Smith, Zimmerman & Willett, 2000). Moreover, organizations develop talents by reinforcing shared values. Organizations enable workers to connect their every day responsibilities and tasks to the values of the organization. They enable employees to understand why what they do is significant. Organizations also develop the talent of their employees by leveraging setbacks as openings for actual world learning and development. Organizations clarify what an acceptable failure is and that way, by including stretch tasks, workers can look for challenges where they can develop without feeling like errors will jeopardize their work or set them back in their career. Learning organizations perceive challenges as prospects (Brickley, Smith, Zimmerman & Willett, 2000). Also, organizations develop talent by enforcing significant career development measures to drive performance. Showing employees how they can advance in their careers, offering development focused on assisting them do their work properly, and encouraging workers to take ownership of their job emerge as the top three development and learning drivers. Other significant drivers include facilitating discussions about career development, investing in learning and development, preparing workers to move into employment positions when they become available, and offering performance incentives. Additionally, organizations develop talent by initiating a learning and development culture at all levels. A significant step in developing talent is initiating a general culture of learning and development. This means workers at all levels of an organization are given opportunities and encouraged to take part in learning activities. These can be events and activities through external vendors, organization-run events, or online courses. In organizations with a culture of development, workers are persuaded to incorporate learning initiatives as part of their development plans. These initiatives are assessed yearly, and workers are held into account if they do not take part in them. Organizations make it clear that they recognize the steps workers take to learn and advance their competencies and skill sets. Also, organizations develop talent by instilling talent development into the job descriptions of senior leaders of the organization. This also means that senior leaders should not solely be judged by their capacity to deliver business outcomes, but also by their capacity to effectively advance the capacities of their team. To effectively enforce organizational strategies with long-term effect, senior leaders require teams that can give outcomes presently and well into the coming days. To accomplish this, organizational leaders should understand that they have two responsibilities: talent development and business execution. Therefore, organizational leaders should set talent development objectives and share them with their direct reports and demand a response (Brickley, Smith, Zimmerman & Willett, 2000). Finally, organizations develop talents by encouraging workers to play an active part in managing their careers. On their side, workers are required to play a significant part in developing a course for their careers. Workers should look at their individual aptitudes and desires, the priorities and needs of the organization, and the career alternatives available to them with support and guidance from their organization. Conclusion Talented workers are the basis of any successful and healthy organization. Establishing the appropriate environment, developing leadership proficiency among management team members, and collecting responses from workers are the answers to attracting, recruiting, retaining, and developing talent in an organization. Organizations have several ways of attracting, recruiting, retaining, and developing talent. Organizations attract talent through developing a differentiated company brand, articulating the distinctive employment brand, enabling workers to represent the brand, value alignment, promoting the attributes of the organization through word of mouth, websites, advertising, and public relations, positive reputation, and designing development opportunities. They recruit talents through establishing a culture in which individuals are treated with consideration and respect at all times, maximizing its best workers, staying involved and using emotional intelligence, showing value to their existing workers by giving them privilege in job selection and interviews, allowing its workers to see how much it values their dedication and how much the organization is committed to help them move up, and remaining constantly engaged. Organizations retain talent through equitable treatment of workers, fostering a sense of ownership, supporting and encouraging employee investments, offering consequential opportunities for development, providing opportunities to learn and grow, and maintaining open lines of communication. Finally, organizations develop talent through acting as role models, building sustainable processes to encourage development, reinforcing shared values, leveraging setbacks as openings for actual world learning and development, enforcing significant career development measures to drive performance, initiating a learning and development culture at all levels, instilling talent development into the job descriptions of senior leaders of the organization, and encouraging workers to play an active part in managing their career. All these are vital in capturing the interest of top talent. References Boudreau, J. W., & Ramstad, P. M. (2007). Beyond hr: The new science of human capital. New York: Harvard Business School Publishing Brickley, J., Smith, C., Zimmerman, J., & Willett, J. (2000). Designing organizations to create value: From strategy to structure. New York: McGraw-Hill. Daniel, D., & Radenbaugh, L. H. (2001). International business: Environments and operations (9th ed.). New Jersey: Prentice Hall. Read More