Ensuring Suitable Employees Are Available to Organizations Is a Critical HRM Objective - Coursework Example

Name: Tutor: Title: Analysis and evaluation of the statement “Ensuring suitable employees are available to organizations is a critical HRM objective” Institution: Date: Introduction One of the objectives of the Human Resource Management (HRM) is to hire and retain the employees who are very competent. Employee recruitment and retention are both essential factors that determine whether a company or an organization has the efficient skills to meet the target performance of the organization. Therefore hiring suitable employees is not just beneficial to the organization, but it is also essential (Ledman & Popowski, 2007). The heart and soul of the organization are the employees; because they are the means that makes the functioning of the business. An organization cannot function unless good employees with the right skills are doing the right job. For this reason, any smart organization owner needs to have good employees. Making sure that the right employees are available in an organization enables things to move in the right way. The aim of maintaining a constant supply of suitable employees is to provide the organization with a steady, industrious workforce. The approach of getting suitable employees Degrees and experience are great mechanisms of determining the qualifications and potential of the employees. However, one thing that the HRM needs to acknowledge is whether the people they are hiring are nice or not. An individual can be the most educated, qualified, and experienced likely employee on earth but if their personality is not pleasing, it is certain their contribution towards the success of the business will be little (Arthur, 2006). The clients that receive their service will be unhappy and this of course affects the general performance of the company. For this reason, an organization needs to hire nice people. This is because people who are nice are able to perform great issues for a business. It sounds picky but when it comes to business, one has to be picky. A person who is nice is able to learn anything. Nice people are lovely to be around and are also easy to teach (Arthur, 2006). They possess a good quality of quick to learn. If this is not evident in them, training can be considered because they are easy to teach after all. Getting nice people is mainly through the process of interview. Through interview, some good qualities of the employees are definite regardless of their experience and qualifications (Rye, 2002). Although still, it is good to consider putting the right people at the right jobs so that effective performance of the company can be recognized. Reasons for maintaining suitable employees According to Sadler (2002), employees are significant to the success of the company. This is because they represent the company. Various reliable sources contend that employees can either break or make the business. For instance, if a client has a positive relation with a staff, the client will definitely come back. If a relation is negative, the client is possibly gone forever. That is why it is crucial for HRM to recruit and employ suitable people, provide them with proper training, motivate them to always do their best, and encourage these employees to stay with the organization. Available research indicates that an organization is only as good as the employees that they employ. In these present times of economic ambiguity, it is hence vitally essential for these organizations to employ and retain the best employees that they can afford. Certainly, it is important to make sure that organizations retain the best staff members. This is significant for both stability and costs, as getting suitable fresh employees can obviously be a long, difficult and expensive process (Curtis & Wright, 2001). Regardless of how much an organization invests in the various factors of production like machines, money and material, competitors can surpass the organization if importance of successful strategies of recruitment and retention are overlooked (Arthur, 2006). Effective management of recruitment and retention therefore helps the company avoid expensive errors that bring about lose of good employees due to underperformance, psychological disengagement or voluntary separation. Factors that influence availability of suitable employees Regardless of the type or source of candidates the organization recruits, the effectiveness of recruitment is eventually determined by the corresponding strategies of HRM that begin with selection and progress with retention. After the process of selection is over and employees who are suitable are on board, the organization needs to manage the suitable employees so that they remain industriously engaged as long as the organization needs them (Coke, 2012). Retention is a compound issue influenced by both internal as well as external factors (Coke, 2012). Internal factors include the organization’s culture, quality of work and climate. External factors entail the labor market and the wider society. Despite the internal and external factors, there are other factors that influence the organization’s ability to maintain suitable employees. These factors include; paying attention to the induction and development processes of the staff, performance management of the employees, reward and compensation systems, the degree to which the organization integrates the employees’ goals with the organization’s needs, and the extent to which the organization shows respect for the psychological and material contacts that the organization enters into with the employees. Internal factor like the working condition in an organization can greatly influence availability of suitable employees (Arthur, 2006). Every employee would want to work in working environment that is suitable. Denial or lack of this opportunity will certainly make employees to seek other places. In the process of shifting, the company is likely to lose good employees. To avert this incidence, it is therefore advisable that employers set good working conditions that are suitable for the worker hence the employee will be retained in the company. Another internal factor that is likely to influence the availability of good employees is poor management of the company. This basically starts from the leadership of the company. Every employee would want to be associated with organizations that have good leaders. Good leaders are able to influence the productivity of the company by encouraging the followers to be industrious. Good leaders can also motivate employees to work hard through continuous performance appraisal and promotions where applicable hence employees are given confidence to remain in the company (Henry & Henry, 2002). Companies should therefore encourage good leadership skills because it has a link with retention of suitable employees. Effects of bad employees On the other hand, when bad employees are in an organization, they do not just affect their employer by cutting down sales, making the company incur unwanted costs because of carelessness or simple lack of enthusiasm, but they also affect the clients as well (Coke, 2012). Definitely, the moment a client has had an experience with an employee who is not welcoming; it automatically distresses the employer in apparent ways. Even though this appears like common sense to several people, it is strange how several employers will neglect this reality, whether it is due to time limitations to successively handle the problem or lack of effective judgment. Whatever the situation, for some reason, it is a reality that sales get cut down and production is slowed. That reason may possibly be very well be due to the lack of client’s gratification with whatever service he or she had obtained and that the lack of gratification originates from the bad employees. Various ways of retaining good employees Research has proven that finding and even replacing employees that are suitable can be a tricky situation. It is therefore good enough for the department of HRM to implement various strategies in order to retain their suitable employees. Below are some of the ways in which suitable employees can be maintained in an organization. A number of people have argued that communication is a vital element of retaining employees in a company. Employees would want to feel as though they have a grasp on the various happenings in the organization. They would want to know where the organization is heading and how they can be part of the development. They should feel they are involved within the organization. Being part of whichever development, being able to make contributions for the organization, and basically being listened to is all components of communication (Sandness & Edwards, 2010). Talking to the employees entails meeting them briefly and getting to know them better. The organization should make sure that the office manager is readily available to talk to employees, specifically when they have issues or fresh ideas. When this is practiced, the employees feel appreciated and they will definitely stick to the company. The HRM should implement ways that recognize the good work of the suitable employees (Coke, 2012). For instance, when there is a smooth running of the day, it is good to recognize the effort of the employee. Any suitable award will be significantly enhanced if an employer takes the time to do a face-to-face delivery. Another way to retain suitable employees is by helping them to succeed (Eckermann, 2006). For good employees to perform well in their jobs, they require an exact description of their job and a yearly review that allows them understand their performance and what they need to do for improvement. The HRM should therefore facilitate access to a handbook of the employee so they can appreciate the organization’s expectations. The organization should give clear directions to its suitable employees. Change of expectations keep staff nervous and make them feel unsuccessful and insecure (Coke, 2012). While the growth of the job is vital, the need for a particular framework in which people clearly understand what is required of them while they increase their horizon is very important. The HRM objective of maintaining suitable staff by making them happy is well achieved by provision of the most encouraging working conditions and continuous training (Putzier & Baker, 2011). Another way of maintaining suitable staff is by giving them a generous salary. This is extremely important because it does not matter how good the working condition is if the salary is not satisfying because the good employees will start seeking other jobs where the salary is better. Training also plays a vital role in retention of employees. Since employees involved in continuous training feel that their manager is interested in them performing better and has care about them to make a positive investment in their growth and development, a direct connection exists linking training and retention of employee (Coke, 2012). For a long period, while training has been thought about as a way for positive transformation and increase the performance of the employee in whichever business, only lately have the experts of HR discovered that training is an essential tool in retention of employee. Therefore a suitable employee needs to have the time, tools and the necessary training to effectively carry out their job or they will relocate to an employer who offers them these requirements. Findings It is important for the organization to put its employees in the first place. Any person that works for an organization that minds their needs, can remain flexible, is just, and provides good working conditions, will certainly want to continue working within that organization. This therefore places an important responsibility to the HRM to evaluate the methods of retaining suitable employees in an organization. Conclusion Indeed ensuring availability of suitable employees in an organization is an important objective of the HRM. As discussed above, it all starts with selecting the right people. These people need to be nice because nice people are easy to teach and are also quick to learn. Maintaining suitable employees in an organization has various advantages because they mirror the objectives of the organization and are also important for the success of the company. Some factors that influence the availability of good employees should be managed by the organization. Several ways of retaining good people in an organization include training of staff, appreciating their effort, reasonable salary and provision of good working conditions. Conversely, bad employees in an organization can bring about various impacts. For instance, lower the productivity of the company through negative attitudes towards work, and poor interactions with the clients. It is evident that getting the right employees may be very difficult; therefore companies that already have them should work on strategies to retain them. Bibliography Arthur, D. 2006, Recruiting, interviewing, selecting & orienting new employees. New York, AMACOM. Coke, F. 2012, HR Issues: Recruiting & Retention, Retrieved on 02 May, 2012, from http://www.ehow.com/about_6076082_hr-issues_-recruiting-retention.html Curtis, S., & Wright, D. 2001, Retaining employees - the fast track to commitment. Management Research News, 2001, Vol. 24, No. 8/9, Pp. 59-64. Eckermann, S. 2006, Managing staff turnover: orientation packs. The Australian Journal of Rural Health. Vol. 14, Issue 5, pp 234. Henry JD, & Henry LS. 2002, Leading with soul/retaining employees. Authors of new book explore keys to employee satisfaction. Physician Executive. Vol. 28, Issue 1, pp 50-3. Ledman, R. E., & Popowski, S. 2007, From hiring to firing: a practical guide to selecting, motivating and retaining the best employees. Lanham, Hamilton Books. Putzier, J., & Baker D. 2011, The everything HR kit a complete guide to attracting, retaining & motivating high-performance employees. New York, American Management Association. Rye, D. E. 2002, Attracting & rewarding outstanding employees. Irvine, CA, Entrepreneur Press. Sadler, P. 2002, Finding and Keeping Top Talent. Business The Ultimate Resource. Cambridge: Bloomsbury Publishing. Sandness, S., & Edwards, K. P. 2010, Beyond recruitment: tips for recruiting, retaining & investing in new applicants. 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