The Recruitment and Remuneration Strategies Adopted by USC - Case Study Example

Human resource case study analysis Name Professor Course Date Human Resource Case Study Analysis Introduction Human resource management refers to the modalities that the human resource management performs in a strategic and coherent way to enhance the efficiency and effectiveness of the organization’s employees. This includes training employees, mentoring, planning for the succession in various leadership positions (MüLler 2011, 120). It is important for the human resource managers to treat and empower employees in a worthy way. In order to manage human resources, there is need to develop a good framework for the whole development system. This essay will highlight on the recruitment and remuneration strategies adopted by University of Southern California (USC). 1. Critically evaluate the recruitment and remuneration strategies adopted by USC. The approach given by the USC Company in recruitment of these two top scientists was very skeptical. For many years this company fought the quest of trying to win these employees but all in vain. However, minor things convinced these two topmost world scientists to accept the deal offered by the University of Southern California (USC), leaving behind the place they have been working in for nearly two decades (MüLler 2011, 90). One thing that remains clear is that these individuals were not only interested in high salary, but were also putting other factors into consideration. That is why from a simple conversation Arthur Toga and Paul Thompson accepted to work with the USC Company. The company despite spending many years trying to convince these two to join never gave up. Instead, they worked on more measures to enable them attract these individuals despite the great demand in the industry for their services (Elias and Michael 2008, 137). These thus make them exceptional since through their determination, they managed to achieve their desired goals of having these employees in the end. Working out a tactical plan to poach them was a task that involved many changes in the organizational structures as well as the manner of operations. They also had to lay down policies that would ensure the employees get the best treatment to help in retention (Arthur 2008, 120). From the case study, one of the most evident strategies was referrals. Most employees are aware of persons who are knowledgeable in certain fields. They thus inform their directors about such talents and let them hunt for such. This is probably the means by which the company came to know these two scientists Arthur Toga and Paul Thompson (MüLler 2011, 113). With an array of options at hand, this company chose to seek these two talents from another place that had a good reputation of quality performance. After identifying the desirable talent, the next task is hunting them out and convincing them to join the organization. In the case of these two talents, it requires more than remuneration to convince them. One of the things they seemed to lay much emphasis on were the manner in which employees were treated in the other organization (Elias and Michael 2008, 108). Ideally, organizational culture plays a very important role in hiring and recruitment of a talent. The USC therefore developed a culture that created a good working environment for the employees, hence attracting and retaining them. It is worth noting that employee satisfaction not only comes through proper remuneration but also through a good organization culture that caters for employee personal welfare (MüLler 2011, 52). Here are a few items in the University of southern California organizational culture that could have convinced these persons about the nature of talents ion possession. The university put employees first. Making the welfare of employees a priority is of great significance. In such an environment, employees will be comfortable even if wages are insufficient. In such an environment, employees are treated with respect and consideration despite their posts or position in the organization. In the case of USC, where Dr Carmen Puliafito, addressed both the Janitors and the Doctors alike irrespective of the wide gap in their career differences (Pollitt 2011, 67). This shows how much the organization is concerned about the employee self esteem and considers each person a great benefit despite his or her position of service. Consequently, the top management staying involved in the recruitment process and then applying emotional intelligence can help a great deal. From the case study, during the dinner, Toga was approached by the USC provost and Vice provost to convince him to join their task force (MüLler 2011, 96). Most organization tend to appoint specific personnel to be in charge of the recruitment process, but in this case, the top most management approached this man and explained to him their organization policies which interestingly convinced him to join them. The case study further indicates that the Provost and her assistant did not talk about the offer they had nor the kind of lab they had, but about their personal lives (Elias and Michael 2008, 170). This brings in the intelligence aspect of recruitment; alternatively, these two could have used big salary promises and large labs to woe Toga, but they intelligently gave it an approach that would create a desire to join the work force. Remuneration did not play a major role in convincing these two, despite the fact that it was among the pertinent issues. USC however committed to setup world-class facilities and programs and put in a few individual considerations that would favor the convenience of these two individuals in their work performance (Pollitt 2011, 117). Such a commitment disclosed a world of opportunities ahead of these individuals as well as professional upward mobility. These salient elements in an organization culture can help in hiring and retention of potential employees (Yeung 2009, 200). The simple difference in organization culture greatly dictated the direction of the decision made by these two individuals without even offering UCLA an opportunity for further negotiations. 2. How did the remuneration strategies adopted by USC complement to their recruitment strategies? Like the general rule of the thumb, cash, and non-cash rewards need to be fair for employees to ensure the bond between the employer and the employee remains strong and gets effective. Moreover, fair pay should be a prerequisite to good performance at work (Elias and Michael 2008, 100). The remuneration strategy that USC adopted greatly complimented their recruitment strategies. Their remuneration strategy though not prioritized in the negation played a very important role in convincing the employees to join the organization. The remuneration strategies portrayed certain desirable elements that won the employees. Such include innovation, employee involvement, organization support, flexibility, and monitoring (Pollitt 2011, 45). Innovation in this case involves looking out beyond the traditional environment and systems and bringing in new ways of doing things that is suitable for employees. UCS innovative strategy in this case was developing an excellent program and facilities that would definitely increase the company outcome. From this point, they can apply strategic remuneration policy where employee remuneration is based on the organizational performance (Daft and Lane 2008, 102). The remuneration strategies also ensure employee involvement in decisions regarding remuneration. The USC recognizes the fact that organizations are all about people thus giving employees an opportunity to contribute their ideas regarding wages and salaries. This type of correlation creates harmony between employees at all management levels (Pollitt 2011, 67). Involving employees in the monitoring and establishment of remuneration makes them appreciate the amount offered and work hard towards developing the organization to greater heights. They thus develop commitment, appreciation, and understanding to it regardless of how meager it may be. The USC remuneration strategy also had an element of organization support. Suppose remuneration strategies adopted by an organization do not support. The goals, visions, and remuneration are among the things that foster organizational development (MüLler 2011, 65). In most cases when the remuneration policy is not related to the business key drivers, there is a possibility of failure. The USC strategy that involves the management therefore acted to lure easily these two men with great potential and talents (Arthur 2008, 58). 3. How did these recruitment and remuneration strategies contribute to the strategic objectives of USC ? Strategic objectives of an organization are always of great importance. The organization will run for a given period, normally three to five years through these values. Most of these objectives are normally with financial and non-financial values and measures (Elias and Michael 2008, 248). Below are the ways through which the recruitment and remuneration contributed to the USC strategic objectives. One of the most evident ways was to realize the competitive advantages and the chief competencies of the organization. By hiring these new personnel, the university was going to have a competitive advantage over their competitors since these were the best in the region. This would thus enable them become among the most accredited institutions (Daft and Lane 2008, 120). In addition, with these highly talented professionals onboard, the organization will begin realizing its areas of chief competencies making them shine among their cohorts. They also enable the USC organization behold the current and the projected level of influence on the market and the highly competitive industry (Denton 2010, 100). The organization can easily compare itself with the others and foresee the forth-coming performance in the industry by comparing its strengths vis a vis the strengths of its competitors. By being able to project the influence they are likely to in the industry, this organization can come with various strategies on how to be market leaders (MüLler 2011, 93). The industry has various players hence making it very competitive but a company that is in a position to predict the influence level in the industry has an upper hand in dominating. The USC organization, through this process will know the resource and operation constraints that they are likely to face and then come up with corresponding solution to the same. Performing such recruitment and setting up long term organizational plans can enable an organization to sufficiently budget for its resources. In most cases, these are the material resources and the human resources (MüLler 2011, 102). They can predict the number of employees they are likely to hire and make an allocation for that. This therefore makes it easy to plan. Through these, the organization can see the various capabilities, possibilities, and probabilities of the things that the organization is likely to face. The new employees will bring in a new reinforcement that will enable them to gauge their levels of performance as well as the possibilities of them achieving their outcomes (General Electric Company 2008, 133). This will help them in planning; organizing and implementing certain policies that will see the organization develop to greater heights. The y can also tell the probabilities of the organization expanding and becoming the market warriors. The process will also act as a revelation for the organization to see how certain opportunities will work. Having successfully implemented the recruitment exercise, the company can choose to use the same and predict the success of various opportunities they are eyeing. Achievement is normally more experience presented, thus the company shall have developed the necessary know how to strategies for various opportunities that are likely to come in the future. Some that are of this similar nature will be easy to tackle (Hill 2011, 120). The recruitment process possibly led to various organizational adjustments, which resulted, into the organization realizing salient needs that ought to be met. These are the things that the organization needs or intends to have for smooth running. Due to the increase in workforce, there is a dire need for increase in resources that will be used to implement and bring the various policies to pass. The organization will thus strive to meet these needs hence fulfilling the strategic policies (Hill 2011, 220). The process also helps the organization identify the various organizational aspects that need to be changed or transformed. This comes in when the organization is putting every effort to embrace the effects of the change, as a result, the important aspects are identified and weak ones amended to enable the organization achieve its objectives (Elias and Michael 2008, 95). In most cases, the non-performing areas are always pulled out leaving only the best performers. The recruitment process also enlightens the organization on their current financial position. This comes about when the human resource department is working on remuneration scheme for the new employees. During the process, they must prepare the income statements and balance sheets then determine the financial position of the company (Elias and Michael 2008, 295). This facilitates proper planning and controlling of the organizational activities. The above also helps in analyzing the current relationship of the company in regards to revenues, profit margin; gross margin etc. these helps in budgeting and planning for various organizational needs. As a result, they help the company in fulfilling their strategic objectives. Once the organization knows or can predict its financial position, meeting of its general objectives can be easier (Bowles and Cooper 2009, 340). The points above reveal that for an appropriate strategic plan to be developed there is need for the organization to have a better understanding its internal strengths and capabilities. In addition, the management needs to know the environment in which the company operates. Furthermore, there is the need to clarify the mission statement to act as guidelines to their objectives. The aim of setting the objectives in strategic planning is for the organizational development. An organization cannot move forward without objectives hence putting the need for this. The objectives give the company specific target to work on and achieve efficiently using all the available resources (Denton 2010, 300). The strategic plans also act to motivate the management hence making them to achieve more in the organization. Furthermore, it evaluates the intents of the organization towards achieving its goals. Conclusion In conclusion, it is evident from USC case that managing human resources in an organization implies that several matters need to be put into consideration. The viable change within the company in pursuance of its goals is through the utilization of its employees who are the key pillars in the organizations’ programs advocacy. The managers who are in charge of developing human resources need to be very cautious, observant, and timely to be able to provide for the right needs for the staff in the organization (Denton 2010, 83). The human resource should relate the benefits that are perceived as the most crucial to the various cadres of employees within the organization. The human resource ought to understand that hiring the right person for the right job is paramount to the success of the organization. All employees need to be treated equally and with respect and the principles of remuneration, promotion, applying the right method of employing , and dismissing and providing for the basic rights, needs to be followed by the manager so as to have the best human resources in place in the Company ((MüLler 2011, 38). References List Arthur, D. 2008. The employee recruitment and retention handbook. New York: AMACOM. Bowles, D., and Cooper, C. L. 2009. Employee morale driving performance in challenging times. Basingstoke, Hampshire: Palgrave Macmillan. http://public.eblib.com/EBLPublic/PublicView.do?ptiID=474863 Daft, R. L. and Lane, P. G. 2008. The leadership experience. Mason, OH: Thomson/South-Western. Denton, D. K 2010. Recruitment, retention, and employee relations: field-tested strategies for the 20ths. Westport, Conn.: Quorum Books. Elias, P., and Michael, W. 2009. Recruitment in local labour markets: employer and employee perspectives. London: Employment Dept. Group. General Electric Company. 2008. Leadership style and employee morale; a research study of the effect of leadership style of foremen on the morale of employees. Hill, C. S. 2011. Employee perceptions of the use of corporate fitness programs in recruitment. New York, N.Y.: NY Publications. MüLler, C. 2011. Employee motivation and incentives at Apple Do incentives really help to motivate employees? München: GRIN Verlag. Pollitt, D. 2009. Recruitment. Bradford: Emerald Group Press. Yeung, R. 2008. Successful interviewing and recruitment. London: Kogan Page. Read More