Talent Management - Telstra - Case Study Example

TALENT MANAGEMENT By Name Course Instructor Institution City/State Date Table of Contents Talent Management - Telstra Executive Summary At Telstra, employment interview is one of the most useful selection techniques, particularly for entry-level employees. Even though the reliability and validity of interviews are somehow disappointing, the company prefer interviews more than other selection instruments. Work samples, resumes, and interviews are the most favourable appraised methods. Telstra can improve its hiring process by enhancing the quality of employee selection and making sure they hire candidates that best fit with the company’s long-term goals. 1.0 Introduction 1.1 Objectives To determine the strategies utilised by Telstra for interview panel selection. To examine the approach utilised by Telstra to obtain referee response or feedback on an applicant. To determine the programs utilised by Telstra to reach potential applicants. 1.2 Description of Company Telstra is one of the largest telecommunications providers in Australia, offering different telecom services across the country. In addition, the company offers the majority of businesses and homes in Australia basic access services, long-distance as well as local telephone call services, and internet and mobile services. The company offers wholesale services to Internet service providers (ISPs) and Retail Service Providers (RSPs) while subscription and advertising television services are offered by the subsidiary companies. 1.3 Research Methodology The study utilises systematic quantitative literature review approach since it is an effective as well as smart technique for gathering information. This method was selected because it is reproducible, quantifiable, and reliable. More importantly, this method bridges the gap between meta-analysis and traditional narrative review methods. 1.4 Limitations Given that information in this study was not gathered first-hand, we have to depend totally on other studies and the company’s reports. The primary researchers could have been biased or utilised questionable techniques to gather data. 2.0 Organisational Findings Telstra Group had approximately 39,017 employees as of 2015, which was a 12.5% increase as compared to the previous year (see Appendix One). Basically, this growth was attributed to acquisitions that the company made during that period and the existing operations’ expansion, which was in line with its international growth ambitions (Telstra, 2015). 2.1 Strategies used by Telstra for Interview Panel Selection Telstra’s selection panel consists of members who are committed to interviewing as well as selecting candidates for the vacant position. Telstra selection panel normally have a minimum of two people within the inner panel, a male and female. The panel normally comprises of hire manager while the other two people could be a female or male as well as a representative from business division with the aim of ensuring that the interview process is fair and accurate. The hire manager normally chooses the members of the panel. Selection panel process, at Telstra, is beneficial since it offers the company different perspectives, facilitates the elimination of biases, and is beneficial to the department since employees are involved in the hiring decision. The hire manager, as the chair of the selection panel, normally offers leadership to the members of the panel and ensures that the hiring process is effective and efficient. 2.2 Approach Used by Telstra to Obtain Referee Response or Feedback on an Applicant Telstra normally makes a reference check through email. In this case, reference emails are sent so as to gather information which could help the selection panel to make analysis. As pointed out by Telstra (2017), employment reference checks are normally carried out by two referees that the applicant had in the past worked for. For applicants with no professional referees, they are required to supply a personal or an educational referee. Given that Telstra normally get large number of applications, reference checks are normally carried out after the interview with the aim of narrowing the field prior to listing successful candidates. More importantly, reference checking enables Telstra to make sure that they find the most qualified candidates. 2.3 Programs Used to Reach Potential Applicants The Company normally utilise advertisement method and career portal (careers.telstra.com) to reach potential applicants. Besides that, the company utilises online advertisements, especially on www.seek.com.au to advertise the vacant positions. As mentioned by Hardy (2013), Telstra engages in the Yalari internship program, which is a program that offers the Indigenous graduates an opportunity to work at Telstra before taking the next step in their lives. The company also takes part in the Careers Expo, whereby they hold employment stall together with other organisations with the aim of talking directly to young Australians about Telstra employment opportunities. 3.0 Comparison between Relevant Theories and the Findings from the Selected Organisation 3.1 The Concept of Recruitment and Selection As mentioned by Adeyemi et al. (2016), recruitment is a set of processes and activities utilised with the aim of legally obtaining adequate number of qualified persons at the right time and place in order that the organisation and people could select one another in their own interests. More specifically, the process of recruitment offers companies like Telstra with a pool of job candidates that are potentially qualified. Adeyemi et al. (2016) emphasise that successful recruitment can be achieved through sufficient employment forecasting and planning. During the staffing process, it is imperative for the company to come up with plans to eliminate or fill future job openings according to the analysis of the talent available, future needs, and the anticipated and current resources which could be expanded in order to attract as well as retain talented people. The process of recruitment and selection are crucial HRM practices, and are important in influencing the organisational success. Given that companies are continually supported by IT to become more competitive, Telstra can use technology to re-organise its hiring process by means of making effective decisions. 3.2 Communication and Employability Skills In Chan and Kuok (2011) study, they observed that communication skills are extremely important for career success. In the hiring process, most recruiters search for various skills such as computer literacy, communication, critical thinking, interpersonal/social, as well as teamwork. The majority of employers prefer utilising the interview and resume techniques so as to find out if the applicants have the aforementioned skills. Chan and Kuok (2011) observed that many employers see portfolio as a valuable way of offering proof of the required skills. The majority of employers consider communication skills as crucial capabilities during the hiring process. While searching for suitable technical skills amongst the applicants, employers also search for strong soft skills, which normally are challenging to measure, quantify, and observe. Some of the soft skills Telstra should look for amongst the applicants include teamwork, problem solving, leadership, and collaboration. Even though a number of such skills could be established once the new recruits start their jobs, some skills could be observed before their recruitment. Although a number of employers focus more on the values of applicants’ intrinsic qualities as compared to the examination results, Telstra should place emphasis on both. 3.3 The Strategic Recruitment and Selection Approaches In Abraham et al. (2015) study they observed that HRM recruitment and selection significance and its advancement into a strategic role is influenced largely by the HRM development as a strategic partner of the business. The HRM strategic positioning is considered as a catalyst towards placing human resource management policies as essential factors in maintaining competitiveness. Abraham et al. (2015) indicate that the recruitment and selection essence has transformed to become more strategic, whereby the focus is not only on how the applicants fit with job specific criteria but also the organisation characteristics. The integrated model for hiring process, as outlined by Abraham et al. (2015), involves three stages; Stage one point out that the potential job applicants normally decide to apply in organisations that try to generate viable candidates. The second stage involves maintaining the prospective applicants’ status, by ensuring timeliness and fairness of the selection process. More importantly, the interaction between the recruiters and job applicants is a crucial factor of the recruitment process. Telstra should understand that the effect has on the job applicant before and after the application is a noteworthy factor of the overall hiring process. Site visits, enquiries, as well as information available to the applicants could have an effect on the decisions made by the applicants. The third stage involves offering closure after the applicants have been selected for the job. In this stage, the applicants’ decision to accept the job depends on the timing as well as the competitors’ counter offers. Recruiters capable of establishing strong communication and social networking can hire talent in a timely manner. 4.0 Conclusions and Recommendations 4.1 Conclusion In conclusion, this business report has demonstrated that the effort to attract and retain employees is a challenging task for nearly all companies given that talent wars have become exceedingly competitive. At Telstra, the HRM challenges have increased because of the complexities where the company function and operates. The human factor has turned out to be a crucial component in a Telstra’s future success. Employees are considered as the most crucial asset while the company progress towards knowledge building, innovation as well as creativity. For that reason, focusing more on the significance of fit between; the job and person; the organisation and person would define Telstra’s future success as well as competitiveness. 4.2 Recommendations Telstra should come up with a suitable job description since it is the first step towards successful recruitment process. The company must offer adequate information regarding the job requirements as well as skills which are crucial for the advertised job position. More importantly, Telstra should give the interview process sufficient attention, and be ready to invite numerous candidates back for a second interview. It is imperative to determine whether the applicant fits into the company’s culture by asking questions which would elicit answers that reveal the personality of the applicants. Telstra should ensure that it stays connected with the applicant through social media networking, such as LinkedIn. This will enable the company to remain in touch with the candidates even if they have not been selected. This will help build relationships with the applicants over time; thus, improving the process of recruitment and enabling the company to build contacts network for future positions. To ensure the company recruits great talent, the hiring managers and HR department should be on the same page. This will enable the company to avoid inefficiencies, disorganisation, and inconsistent communication that candidates normally pick up during the hiring process. 5.0 List of References Abraham, M., Kaliannan, M., Mohan, A.V. & Thomas, S., 2015. Mathew Abraham, Maniam Kaliannan, Avvari V. Mohan, Susan Thomas. The Journal of Developing Areas, vol. 49, no. 5, pp.335-342 |. Adeyemi, O.S., Emmanuel Olaniyi, D. & Mary, F.O., 2016. The Influence of Recruitment and Selection on Organisational Performance. International Journal of Advanced Academic Research - Social Sciences and Education, vol. 1, pp.1-63. Chan, S.H. & Kuok, O.M., 2011. A Study of Human Resources Recruitment, Selection, and Retention Issues in the Hospitality and Tourism Industry in Macau. Journal of Human Resources in Hospitality & Tourism, vol. 10, pp.421–41. Hardy, J., 2013. Internships, traineeships and a careers expo. [Online] Available at: HYPERLINK "https://exchange.telstra.com.au/internships-traineeships-and-a-careers-expo/" https://exchange.telstra.com.au/internships-traineeships-and-a-careers-expo/ [Accessed 2 May 2017]. Telstra, 2015. Creating a Great Place to Work: Our People. Sustainability Report. Melbourne, Australia: Telstra. Telstra, 2017. Our recruitment process – what to expect. [Online] Available at: HYPERLINK "https://careers.telstra.com/Getting-Started" \l "page=/Getting-Started/Recruitment-process/Our-recruitment-process-%e2%80%93-what-to-expect&filter=*" https://careers.telstra.com/Getting-Started#page=/Getting-Started/Recruitment-process/Our-recruitment-process-%e2%80%93-what-to-expect&filter=* [Accessed 2 May 2017]. 6.0 Appendices Appendix one: Telstra New Recruits Read More