JJCs Relocation and Recruitment Drive - Case Study Example

JJC’s Relocation and Recruitment Drive – A Case Study Table of Contents Introduction 3 2.JJC’s Relocation Strategy & Other Options 4 3.JJC’s Planned Recruitment Process 5 4.Conclusion 9 5.Recommendation 9 Reference List 11 1. Introduction In the present age of globalization, the factors of mobility and relocation are very important for the succession and strategic advancement of a company. On the other hand, relocation provides ample opportunities for career advancement and performance improvement to employees. In total, proper recruitment and selection practices maximise benefits for the enterprise as well as its employees. While recruitment is a process to encourage the right employees to join the organization, selecting the right candidate is a necessary approach in forming the talent pool for the enterprise (Sudhamsetti and Raju, 2014). A medium-sized multinational financial enterprise, such a JJC, is aiming to diversify beyond the realm of financial sector services. It is trying to tap the consumer needs in an outskirt belt of London by planning to expand. This move is similar to one key business units with unique financial capabilities, such as the UK’s most recommended and award-winning internet-based retail bank, FirstDirect. FirstDirect made a similar attempt to plan a provision of ‘life management’ services in the 1990s to expand its deliveries beyond the mere financial mould (Bell, 1999). JJC’s primary focus is on delivering quality innovative financial solutions to its customers in the usual geography, while simultaneously exploring new markets at a place some 200 miles from its present base in London. This would be a vivid move on the part of the decisions of JJC management which has not previously made geographical moves of large scale. 2. JJC’s Relocation Strategy & Other Options It is interesting to note that the topics of job mobility, emigration and immigration are becoming pertinent subjects of social science and management research. Domestic relocation is always challenging as there are complicated organizational interventions involved in relation to the staff as well as the occupational segment, in particular. A recent finding on the theory of force field analysis has established that the traditional options of relocation and organizational intervention are becoming less effective with time (Saunders and Thornhill, 1998). Hence, this internal transfer of employees, especially managerial cadre, by JJC could be intriguing and the relocation policy needs to be designed appropriately to target the needs of those who would be affected by such a change. Karim (2002) exerts that career anchors are important in understanding employee motivations behind geographical mobility, in terms of job satisfaction and positive career choice outcomes. More than personal priorities and motives, there are other values that influence individual carrier choices. Career anchors matter only when an individual is confronted with choices between individual growth, family value and personal career growth. In case of a relocation opportunity within the organization for individuals with managerial competence, the career anchors may influence the mobility. The cadre of employees are ambitious and status conscious, and seek income and higher levels of responsibility. Therefore, JJC’s senior management, along with a stable and secure job, may gain from the advantages of a sprawling business habitat from the planned translocation. A thorough empirical validation would help establish the fact that the support from the organization is extremely important in determining managers willingness to relocate. Similarly, according to Karim (2002), extrinsic work factors influence external mobility and intrinsic work factors determine the willingness of employees to relocate in hope of getting a satisfactory professional position for themselves within a company. The small managerial cadre would be placing a lot of dependence on JJC, including a considerable trust in the hands of the company while relocating to this new wing, in the outskirts of London. Christersson and Rothe (2012) explain that relocation has various levels of impacts on an organizational identity. Ranging from macro-economic constructs of social, economic and environmental to micro-economic elements of costs, time, space, relocation has impacts upon the element of Triple Bottom Line in business, from a sustainability standpoint. Short-distance relocation is in one-way advantageous as it ensures employee retainability, with not much disruption on their original homes. However, distance is not much of relevance when micro-location factors can implicate a catapult impact. 3. JJC’s Planned Recruitment Process Recruitment and selection plan for any company are the two most important functions of human resource management. The entire process includes a step-wise flow of finding, developing and nurturing the prospective employees and alluring them to get absorbed into the intended jobs. Acquiring the appropriate talent pool is the sole objective which begins with the recruitment and placement of the right candidate (Sudhamsetti and Raju, 2014) A comprehensive recruitment plan encompasses a thorough recruitment process and a hiring technique. Qualification and experience are important attributes in the selection and recruitment. Although it is an informal norm to give preference to experienced candidates, JJC in this expansion phase plans to explore with deserving candidates without industry specific experience too. In the recruitment method, it is necessary to be aware of the fact that JJC at this extension unit would not be having too many helping hands to plan out the recruitment process. Therefore, a critical analysis of the key elements of cost, time, coverage, reach of applicants, quality of response and impact on corporate image might be necessary. There are several implications surfacing from the current research on descriptive online recruitment which have established the benefits of technically recruiting people, such as e-recruitment, cyber-recruitment, and internet-recruitment through an online formal job sourcing. This also imparts the scope of providing the possibility of conducting remote interviews and assessments, including psychometric and aptitude tests, through an interactive web-application (Galanaki, 2002). Recruitment Plan Sample Goal: To recruit a total of 100 staffs for various levels as graduates, senior executives and for middle-senior management positions. Recruitment strategy To concentrate equally on fresh graduates and experienced candidates as JJC brand image is still new to the destined locale. Online job contracting agencies with reliable staffing potential would be outsourced for hiring the right candidates. The recruitment cycle is planned to be continuous, year-round, at this for the first quarter after moving in the new space. Recruitment Structure - Positions Incentive , & Payment Criteria Agreement Type Payment Mode Fresh Graduates 10-15 % of the basic pay multiplied by the number of years, not exceeding more than 2 years Industry-relevant experience is not mandatory. Relevant educational background is desirable Service agreement to range from 6 months to 1 year Monthly salary and quarterly incentive Executive/ Senior Executive 15-20 % of the basic pay multiplied by the number of years, not exceeding more than 2 years Preferably with 1-3 years of service industry experience. Formal education in finance, management and accountancy is necessary. Service agreement to range from 6 months to 1 year Monthly salary and quarterly incentive Middle – Range Managers 20-25 % of the basic pay multiplied by the number of years, not exceeding more than 2 years 3-5 years of service industry experience is preferred. Relevant educational background in finance, management and accountancy is mandatory. Service agreement to range from 1 year – 2 years Lump-sum, monthly instalments or combination of both. Senior Managers Beginning with the service period, may not exceed 20-25 % of the basic pay multiplied by the number of years, not exceeding more than 2 years 3-5 years of service industry experience is preferred. Relevant educational background in finance, management and accountancy is mandatory. Service agreement to range from 1 year – 2 years Lump-sum, monthly instalments or combination of both. 4. Conclusion Through a thorough analysis of the problems and prospects of exploring a new geography, JJC has been able to devise a robust recruitment plan and have analytical suggestions on the relocation benefits, with a special focus on the trends so far. It is a well established fact that often reluctance of the employees, especially senior and managerial level, could be of significance and has to do more than financial aspects of the move. Through this organisational intervention and a comprehensive relocation policy, JJC is going to appropriately benefit the target group. 5. Recommendation It could be well interpreted by now that relocation or mobility in a job is a complex process. Problems back at home can sometimes interfere with the work performance of employees and vice versa. Therefore, proper support and assistance measures as been laid out by JJC through a robust recruitment plan would be important in determining employer and employee success. However, in the case of a small-scale domestic relocation, by ruling out contracting competition, could be impending on the success of the new corporate brand image, as aspired by JJC. While diversification is inevitable, it is needless to say that a well structured employee recruitment, incentive plans, alternative options and a relocation policy should also take into socio-demographic and the economical factors, viz-a-viz the personal career aspirations of the target community, to be impacted by the change. Some empirical validation might be necessary at a later stage in the timeline of JJC to assess the impact of the planned expansion. Reference List Bell, S. (1999) First Direct moves into & rsquo; life & rsquo; services, Marketing. Available at: http://www.marketingmagazine.co.uk/article/62221/first-direct-moves--rsquolife-rsquo-services (Accessed: 02 January, 2015). Christersson, M. and Rothe P. (2012), ‘Impacts of organizational relocation: a conceptual framework, Journal of Corporate Real Estate, 14(4), pp. 226 – 243. Galanaki, E. (2002) ‘The decision to recruit online: a descriptive study’, Career Development International, 7(4). pp. 243-251. Karim, M. (2002) Understanding willingness to accept domestic relocation: the example of French managers, Career Development International, 7(6), pp.359 - 370. Saunders, N.K. M. and Thornhill, R. A. (1998) ‘Assessing the effectiveness of relocation support: Some evidence from the UK’, Personnel Review, 27(2), pp.124 – 142. Sudhamsetti, N. and Raju, D.N.M. (2014), ‘A Study On Recruitment & Selection Process With Reference To Three Industries, Cement Industry, Electronics Industry, Sugar Industry In Krishna Dt Ap,India’, IOSR Journal of Business and Management, 15(5), pp. 60-67. Read More