Strategic Recruitment and Retention

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StrategicRecruitment and Retention

StrategicRecruitment and Retention

Recruitmentprocesses and the strategies adopted by the human resourcesdepartments and professionals to attract and retain employees in theorganization are critical management functions. In any entity thatseeks to develop competitive advantage through increased efficiencyand productivity in all aspects of its operations, it must recognizeits staff as the most important resource. However, labor markets arefaced with numerous challenges, which have effects on recruitment andretention. For example, there has been an increased rate of employeeturnover, where employers are losing talent at an unprecedented pace.As a result of globalization and integration of human societies, themodern workplaces are becoming more socially and culturally diverse.Managing diversity is a major human resources issue. Additionally,the cost of selecting and hiring new workers has expandedsignificantly. Consequently, there is a need to adopt strategies thatenhance the effectiveness of recruitment processes and strengthen theability of employers to retain staff (Valentine, 2013).

Thedemand for talented and experienced professionals in the labor markethas grown in the recent past. This is due to the role of the qualityof individual employees on the performance of the organization.Additionally, the increased labor mobility has resulted in a highernumber of experts moving out of their home countries. This mainlyaffects high tech jobs, which requires advanced knowledge and skills(Tung, 2016). These factors have made recruitment and selection anexpensive and demanding process. There is a call for to adoption ofapproaches which will ensure that the selected candidates are themost qualified and the undertaking is cost effective (Valentine,2013).

Humanresources departments can implement several strategies. The mostimportant approach to recruitment and selection is the identificationand nurturing of talents within the current workforce. This willensure that workers who have experience with the operations of theorganization can take critical positions in the future. It reducesthe need for seeking candidates outside the organization (Akingbola,2013). For example, some companies have management trainees programswhere they recruit young and talented graduates and prepare them forsenior positions. However, this depends on the ability of theemployer to retain them. It is also important to exploit the role ofreferrals. The use of social networks among workers and managers isan easy and efficient way of accessing appropriate candidates,especially those who are not actively seeking new opportunities. Itis also less costly compared to other methods (Valentine, 2013).

Asa result of increased competition in the labor market, how anorganization communicates with potential employees has immensesignificance. A well structured and informative job description caninfluence the decisions and preferences of the candidates. Althoughthe majority of hiring approaches are effective, using a wide rangeof channels increases the potency of the process. For example,referrals can be combined with website adverts and other onlineplatforms. Additionally, building a good relationship with applicantsand other outreaches enlarges the pool of talents for futureconsiderations. Most importantly, having a well-trained interviewteam and a consistent model can influence the outcome of the process(Valentine, 2013).

Retainingemployees is a more demanding task, compared to recruitment andselections. It mainly involves activities and strategies that areadopted by the management to ensure that workers do not leave.However, it also includes the outcome of plans and decisions by theadministration. As a result of the high rate of employee turnover inthe modern workplaces, retaining talent has become increasinglyimportant (Snell &amp Bohlander, 2012). There are several waysthrough which human resources departments and professionals can dealwith employee turnover.

Oneof the main reasons why employees make a decision to leave is lack ofjob satisfaction. This is largely associated with inadequate careerdevelopment and other organization related factors. Thus,understanding the professional paths of workers can motivate theemployees to work harder and stay longer, because their personalgoals will be fulfilled (Snell &amp Bohlander, 2012). For example,promotions and additional responsibilities based on experience canhave positive impacts.

It is also essential to ensure that employees are able to fit in theorganizational structures and culture. This can be done throughmentorship and coaching. For instance, mentors can assist othermembers of staff to enhance their competencies. This increases theireffectiveness and capacities to assume leadership roles in thefuture. Other strategies may include multigenerational andmulticultural approaches to management and decision making, whichcreates a working environment that tolerates diversity. In somecases, entities can use the services of consultants to devise ways ofencouraging their workers to stay (Snell &amp Bohlander, 2012).

Human resources departments and professionals have tremendousresponsibilities of ensuring that they recruit and retain the besttalent available. However, due to the increased rate of employeeturnover and competition in the labor market, this has evolved into achallenging task. Several strategies can be used to deal with theseissues. Nonetheless, it is important to note that there are uniqueorganizational and individual factors that influence staffing.Consequently, there is no quick fix to workers related problems.

References

Akingbola,K. (2013). A Model of Strategic Nonprofit Human Resource Management.Voluntas:International Journal of Voluntary &amp Nonprofit Organizations24(1): 214-240.

Snell,S. &amp Bohlander, G. (2012). Principlesof human resource management.Mason, Ohio: South-Western.

Tung,R. L. (2016). New perspectives on human resource management in aglobal context&quot. Journal of World Business. The World of GlobalBusiness 1965-2015. Perspectiveson the 50th Anniversary Issue of the Journal of World Business.51 (1): 142–152.

Valentine,S. (2013). Humanresource management.Mason, Ohio: South-Western.