Recruitment and Retaining Top Talents
Don Upul Rathnayake
Recruitment refers to the process of locating and enlisting the services of the people that an organization need. The element of the hiring process associated with determining which applicants or prospects should be hired is known as selection. It is possible that recruiting will be substantial (Armstrong 2014).
In some industries, most notably printing and construction, trade unions have traditionally had significant control over external recruiting. Trade unions are also concerned about human resource development. They make an effort to guarantee that training opportunities are dispersed fairly and that the employer conforms to the principle of maintaining or improving earnings while in training (John 1999). The human capital theory emphasizes the extra value that people may provide to an organization. It views employees as assets and emphasizes that firms' investments in people will yield good results. As a result, the theory underpins human resource practices and workforce management ideologies Armstrong 2006) According to Armstrong, (2009), the optimal method is one that is based on contingency theory. It highlights the importance of aligning HR initiatives with the organization's context and circumstances. The term 'best fit' refers to the vertical integration or alignment of an organization's business and HR goals and Lifecycle, competitive strategy, and strategic configuration are the 3 main ways. Brown (2001), states because of the high cost and bad repercussions of replacing employees, most businesses concentrate their efforts on employee retention, a combination of measures meant to keep talented employees after they've been recruited. And furthermore, shifts in economic circumstances and product demand may compel organizations to lower their worker size. The process of quickly and effectively removing employees is known as employee separation.
Armstrong (2006), states Understanding the elements that influence retention should be the foundation of any retention strategy. Career progression is important for employees in their early careers (30 years or less). The ability to manage one's career and job happiness is key for mid-career employees (ages 31–50). Security will pique the interest of late-career professionals (those over 50). A younger workforce will also change occupations and employers more frequently than an older workforce, and workforces with a high percentage of part-timers are less stable than those with a majority of full-time employees. Company image; recruiting, selection, and deployment; leadership - 'workers join firms and leave managers'; learning opportunities; and performance recognition and awards are some of the particular elements that affect retention.
Choudhary (2012) claim studying the reasons why employees stay and how these
retention elements differ in two firms, as both may value various components
when deciding on retention measures. Two heavy engineering manufacturers in
north India provided the population for the survey.
Figure
1.0: Employee perception about recruitment and selection of Talent
(Source: McKinsey Global
Survey, 2012)
Figure
1.0 highlight the ten most basic issues facing leaders in their book
Leading Organizations. attracting and retaining talent, developing existing
talent, managing performance, creating leadership teams, making decisions,
reorganizing to capture value quickly, reducing overhead costs for the long
term, making culture a competitive advantage, leading transformational change,
and transitioning to new leadership roles.
Video 1.0
https://www.youtube.com/watch?v=9bVIqtDGO4c&t=115s
https://www.youtube.com/watch?v=9bVIqtDGO4c&list=TLPQMTcwNDIwMjKmiwrwyx2PwA&index=1
The Georgia Society of CPAs, 2018
GSCPA In Focus speaks with the Director of Diversity
and Inclusion with AICPA, Kim Drumgo, about how to recruit and retain diverse
talent. video 1.0 shows how
a company approach students in colleges and universities to get diverse talents
to recruiters organizations by meeting there satisfaction on the job and the in
house social culture including Gender equality simply with the idea of ‘’show up where they grow up ‘’Recruitment and
retaining diverse talents, how should companies recruit diverse talents, how do
companies retain diverse talent
References
- Armstrong (2014 ) Handbook of Human Resource Management Practice 13th edition, London: Kogan Page, Limited.
- Armstrong (2006 ) Handbook of Human Resource Management Practice 10th edition, London and Philadelphia Kogan Page, Limited.
- Armstrong ( 2009 )Handbook of Human Resource Management Practice, 11th edition London: Kogan Page, Limited
- Armstrong (2006 ) Handbook of Human Resource Management Practice 10th edition, London and Philadelphia Kogan Page, Limited
- Bratton, John (1999 )MACMILLAN PRESS LTD London, Lawrence Erlbaum Associates, Inc. , New Jersey
- Choudhary 2012, International Journal of advance research – Study on retention management and how to keep your top talent, Vol 4, No 3
- Scott Keller / Mary Meaney/ Organization November 2017 – page 5 Attracting and retaining the right talent, Designed by Global Editorial Services Copyright © McKinsey & Company
- SIL - School of Inspirational Leadership - #employeeretention, (20 Dec 2017) https://www.youtube.com/watch?v=YYNtTay1ySE
- Stewart, Brown (2011) Human Resource Management Linking Strategy to Practice SECOND EDITION, George Hoffman / John Wiley & Sons, Inc / United States
I like the fact that you shared about understanding the element of retention strategy from (Armstrong, 2006) There you stated that when setting up strategy we should think about the elements of employees so I would like to know more about ways for planning of retention strategies considering these elements. Good Luck.
ReplyDeleteBalaji, Kumar and Mathimaran, (2017) Employee retention methods assist firms in providing effective employee communication in order to increase engagement and worker support for major corporate projects. And Employee retention methods assist firms in providing effective employee communication in order to increase engagement and worker support for major corporate projects.
DeleteReference
Balaji, M., Kumar, A.A. and Mathimaran, K.B. (2017). Employee Retention Strategies -An Empirical Research Employee Retention Strategies -An Empirical Research. Global Journal of Management and Business Research: E Marketing,
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ReplyDeleteWell. However, I would like to draw your attention to the importance of e-recruitment. With the globalization the competition has increased substantially. Hence the emergence of e-recruitment in every part of the world can be seen (Marr, 2017). I would say out of all the methods and ways e-recruitment will supersede and establish as the standard for recruitment with in this decade.
ReplyDeleteRaghavendra, Priyanka and Chaithanya, (2018)
DeleteE recruiting is the use of technology and electronic resources to attract, select, and manage candidates in a firm and It entails training conducted by the firm utilizing technology in order to discover potential workers. Because internet connection is essential to the process, it is also known as online recruiting, However, it has certain drawbacks, such as being overly impersonal, having a huge volume of answers, and dealing with technical concerns. Much of the online recruitment revolves around big job boards, which organize open openings by location, industry, and seniority. Raghavendra, Priyanka and Chaithanya, (2018).
Reference
Raghavendra, B., Priyanka, C. and Chaithanya, G. (2018 ). A study on E recruitment. Available at: http://www.ijarse.com/images/fullpdf/1523726914_433IJARSE.pdf
Upul, Silverthorne (2004) found that the better the fit an employee is within the organization, the higher the job satisfaction, the higher the organizational commitment and the lower the turnover rate, Therefor it is important to hire the "best fit" to the organizational culture among the short listed candidates at the recruitment process.
ReplyDelete
DeleteAccording to Gardner et al., 2012) The internet might be used to find chances where new recruits could attain the best fit in an organization's current culture based on cultural preference and personality data, As an example, if an organization's culture has characteristics from each cultural type, the NEO-PI-R may be used to allocate new entrants to units that best suit their personality and cultural preferences.
Reference
Gardner, W.L., Reithel, B.J., Cogliser, C.C., Walumbwa, F.O. and Foley, R.T. (2012). Matching Personality and Organizational Culture. Management Communication Quarterly, 26(4), pp.585–622.
Agree with the above points,According to Malik, et al.,(2012), HR department has a variety of objectives and roles to fulfil, including employee selection, employee training, role and regulation implementation, salary determination, and all benefit packages related to employees who work within the organization. One of the most vital decisions made by the Human Resources department is recruitment.
ReplyDeleteAccording to Opatha, (2009) Certainly, how duties for HRM activities are allocated between human resource managers and other managers is determined by top management ideology, top and middle management awareness of HRM, human resource manager capabilities, and organization size , If senior management believes in HRM, additional managers will be encouraged to participate in HRM.
DeleteReference
Opatha, H.H.D.N.P. (2009). Human Resource Management. doi:10.31357/bkc.fmsc.00001.
Upul, you have done a good job. I will agree with Krishan's comment on E-recruitment. The recruiting process, in comparison to other employee retention management strategies, is the foundation of the quality of new recruits absorbed by a firm and, to a greater extent, indicates the level of employee retention by a firm. There is a significant relationship between the introduction of E-recruitment strategies and the influence of their implementation on employee retention in a company. As a result, human resource managers must be aware of the link between E-recruitment techniques and employee retention (Kowo, ObaAdenuga and Owotutu Sabitu, 2019).
ReplyDeleteAccording to Malik and Mujtaba, (2018) The impact of E-recruitment on a reduced recruitment cycle is accepted. It may possible, that all recruitment processes can be completed in 24 hours, E-recruitment has a significant relationship with consistency in the recruitment process and the impact of E-recruitment on consistency in the recruitment process is accepted.
DeleteReference
Malik, M.S. and Mujtaba, M.A. ul (2018). Impact of E-Recruitment on Effectiveness of HR Department in Private Sector of Pakistan. International Journal of Human Resource Studies, 8(2), p.80. doi:10.5296/ijhrs.v8i2.12869.
Adding further to your topic Recruitment, According to (Kapur,2017), in processes of recruitment and selection, there are number of factors that need to be taken into consideration. These include, educational qualifications, competencies, experience, personality traits, job expectations, and organizational goals. The first and foremost step is analysis needs to be conducted in terms of job duties, then the processes of recruitment and selection are put into operation.
ReplyDeleteAccording to Mohammad, (2020) Many variables influence the organization's decision to use internal or external, Motivating factors on the recruitment and selection process have been mentioned in more than one study, but we find that there is a great similarity between those factors and differences that may occur based on the nature of each organization's work and the environment Work in which the company does its business.
DeleteReference
Mohammad, A. (2020). (PDF) A Review of recruitment and selection process. [online] ResearchGate. Available at: https://www.researchgate.net/publication/341787517_A_Review_of_recruitment_and_selection_process.
I agree that with the current job market and the scarcity for skills and quality resources, an organisation simply cannot afford to lose talented employees because of an unsatisfactory physical workplace. Yet, creating a positive workplace involves so many variables that it can become a daunting and frustrating task.
ReplyDeleteRelated to recruitement and retention, Earle (2003) further concludes that the work environment is not, nor it will ever be, the sole factor upon which people base their employment decisions. Quality of life, is something that dictates into every major decision that is made, and it is something that is profoundly affected by the environment.
Earle, H.A., 2003. Building a workplace of choice: Using the work environment to attract and retain top talent. Journal of facilities management.
According to Allen, (2008) When appealing alternatives are numerous, people are more likely to hold their existing work environment to a higher standard than when possibilities are few and It may become more difficult for their company to keep them content, which is especially tough with highly valued employees in high-demand roles.
DeleteReference
Allen, D.G. (2008). SHRM Foundation’S EFFEctivE PRacticE GuidElinES SERiES Retaining Talent A Guide to AnAlyzinG And MAnAGinG eMployee turnover. [online] Available at: https://www.shrm.org/hr-today/trends-and-forecasting/special-reports-and-expert-views/Documents/Retaining-Talent.pdf.
According to Mngomezulu et al.,(2015) The most pressing challenge confronting business sectors today as a result of brain drain is the retention of skilled workers. Talent has evolved into the driving factor behind company success and Most employees quit owing to a lack of professional difficulties, little or no recognition, and a lack of opportunities for career advancement and development. Mngomezulu et al.,(2015)
ReplyDeleteReference
Mngomezulu, N., Challenor, M., Munapo, E., Mashau, P. and Chikandiwa, C. (2015). The impact of recognition on retention of good talent in the workforce. Journal of Governance and Regulation, 4(4)
Job satisfaction is something that working people seek and a key element of employee retention which is possible only by making the employee feel comfortable physically and psychologically (Sandhya, K. and Kumar, D.P., 2011).
ReplyDeleteDear Rifki , According to Allen, (2008) Organizations can act at various phases in the turnover process to affect turnover decisions , Key attitudes, such as work satisfaction and organiational commitment, are extremely important throughout the transition process and should be given extra consideration.
DeleteReference
Allen, D.G. (2008). SHRM Foundation’S EFFEctivE PRacticE GuidElinES SERiES Retaining Talent A Guide to AnAlyzinG And MAnAGinG eMployee turnover. [online] Available at: https://www.shrm.org/hr-today/trends-and-forecasting/special-reports-and-expert-views/Documents/Retaining-Talent.pdf.
good Blogging. And I must add Recruitment methodologies must be fair and comply with the relevant legal and regulatory frameworks and activities must contribute to corporate goals, reflect organisational brand and values whilst also being efficient and cost effective (Foot & Hook, 2008). Further Recruitment can be costly. The 2009 CIPD survey of recruitment, retention and turnover (2009a) found that the average cost per employee of filling a vacancy was £4,000. (Armstrong, 2010).
ReplyDeleteAccording to Muduli and Trivedi, (2020) Recruiters' decision to deploy recruiting techniques (RMs) is influenced by numerous expected results, including the quantity of applications, the quality of candidates, the speed with which vacancies are filled, post-employment work performance, absenteeism, commitment, and applicant satisfaction and RMs may differ from one another in their ability to convey various types of information.
DeleteReference
Muduli, A. and Trivedi, J.J. (2020). Recruitment methods, recruitment outcomes and information credibility and sufficiency. Benchmarking: An International Journal, 27(4), pp.1615–1631. doi:10.1108/bij-07-2019-0312.