Challenge Response Paper - Essay Example

Creating a Consistent Corporate Culture According to the research findings by Society for Human Resource Management(SHRM), one of the problems the human resource executive is creating a corporate culture that attracts the best employees to the organizations. The study which was based on a sample of about 250,000 human resource professionals found 36 percent of those sampled by the researchers singled out the creation of organizational culture that attracts and retains the best employees as the main hindrance to the achievement of organizational goals ("Workplace forecast." 7). Organizations that fail to establish a consistent culture that attracts and retains employees face a human resource challenge especially in their turnover rates.

Among the disadvantages of having a high employee turnover for an organization is the costs of recruiting and hiring new employees. Many employees leaving an organization means the organization has to spend a significant level of resources to replace and maintain the level of customer service. Apart from spending organizational resources during hiring, high turnover can also be time consuming given that every time a new employee is recruited there may be a need for training. The consequence of such training is that the new employee gets paid to learn while other employees are taken away from their daily organizational responsibilities for the purpose of training the new member of staff (Phillips 34).

Even when the organization is not forced to spend in the hiring the new employee, the organization stands to lose the tacit knowledge that the employee had. An employee accumulates a level of experience during the employment period, which becomes a valuable asset for the organization. The specialist knowledge accumulated is lost in addition to the risk that such an employee might be tapped by a competitor therefore putting the organization at a risk of losing out some of its clients who will walk away the employee (Phillips 34).

Given the importance of becoming an employer of choice, business organizations need to put a culture of attracting and retaining best employees at the heart of their human resource practices. Therefore, attracting and retaining the best employees becomes an organizational human resource strategy and not a simple tactic. Several organizational strategies can be used by the human resource departments of organizations that aim to be employers of choice to make them successful in their approaches.

For the human resource department of any organization to establish a consistent culture that attracts and keeps its employees, it must start with an internal assessment of how it should keep the existing clients before exploring ways of attracting new employees. Consequently, organization faced with high employee turnover, must explore what is not working within the organization before looking at possible external marketing. In exploring internal solutions for employee attracting and retain skilled employees, the organization can undertake measures such as providing flexible work arrangements for employees.

This flexibility will ensure employees who cannot be at the work place in normal working hours get convenient time to perform their tasks. Such measure will help the business organization that seek to keep highly skilled female employees who have recently given birth and therefore need some time with their children ("Workplace forecast." 18). Consistent organizational culture that attracts and retains employees is important to organization as it makes it an employer of choice for most people searching employment.

The best organization for potential employees is one that has in place practices that encourage a healthy, innovative and encouraging workplace environment. Most talented and highly skilled employees are attracted to organizations that have established clear strategic plans of where the employers expects them to take the company in a given period of time. Additionally such employees prefer an employer with proper training programs during employment. Therefore, business organizations offering a clear vision of employee contributions retain the best people as workers make the employer of choice when other choices of employment are available (Choo and Bontis 286).

Establishing a culture of trust, open communication and fairness can also go an extra mile in keeping employees satisfied while attracting more talent to the organization. This fairness, openness and trust enable the human resource managers to establish a workplace environment that relies on consistent interaction among employees of different organizational ranks. Employees will be able to communicate their needs to the managers without fear of discrimination which will give the management a chance to make the necessary adjustments where necessary.

Organizations that listen to their employees will create a workplace environment build on trust therefore ensuring both the management and employees work for the common benefit (Cardona and Michael 93). From the foregoing, attracting and retaining the best skills and talents in the employment should be an undertaking of any organization that seeks to be a front runner in the competitive business environment. It is evident that organizations needs to look inwards at their practices that will improve chances of retaining best employees before setting sight on the market.

Losing employees as seen from the above discussion presents multiple challenges to the organization that will have to spent in making a replacement in addition to a possible lose of employee experience to a competitor. Consequently, establishing a consistent culture that attracts and retains the best skills becomes an essential strategic undertaking. Strategic measures that includes training, having a clear vision, workplace flexibility in addition to establishing a culture of trust, open communication and fairness can help human resource managers keep employee turnover low will also attracting more skilled once.

Works Cited Cardona, Pablo, and Michael J. Morley, eds. Manager-Subordinate Trust in Different Cultures. London: Routledge, 2013. Print. Choo, Chun Wei, and Nick Bontis, Eds. The strategic management of intellectual capital and organizational knowledge. Oxford: Oxford University Press, 2002. Print. "Workplace forecast: The Top Workplace Trends According to HR Professionals. Society for Human Resource Management", 2013. Web. 26 Nov. 2013 Phillips, Jack J. Investing in your company's human capital: strategies to avoid spending too little--or too much.

New York: Amacom, 2005.