Example Of Argumentative Essay On Human Resource Management
On the modern stage of economic development companies experience a shift in the relationship between physical and human resources with the latter becoming a key to organizational success and prosperity no matter what industry and country the company operates in. Headhunting becomes increasingly competitive and, therefore, companies should change their recruitment process according to new trends if they want to hire only the most talented employees and respectively adopt consistent talent management strategy for achievement of their overall business strategic goals.
It is essential for any company to target the most suitable and qualified candidates and deliver right message about what company needs and what it can offer. Carefully designed process begins with goal setting. First of all, company should define the number of candidates it wants to attract, time frame for the campaign, requirements to new hires and certain expectations regarding their performance in the new workplace. This should be followed by development of recruitment strategies that go prior to all recruitment activities. Before proceeding to all recruitment activities managers should ask themselves 2 questions: “what characteristics are they seeking in new employees and what types of people will be attracted to what the organization has to offer?” . This will help them identify whom to target, what message to communicate, what ways to use in order to reach best candidates and eventually how to make them take job offer The last but not least important step in this model is evaluation of results that will help improve future campaigns.
Employers have a wide range of recruitment methods at their disposal. They all differ in terms of reach to target applicants, main focuses and overall cost for the campaign and it is impossible to select only one of them. Each company should create a set of options that harmonizes with its defined strategy and after all attracts the strongest and the most talented candidates. Recent researches show that using employee referral program becomes more popular, since, compared to other methods, it engages applicants whose performance is better and retention rates higher. Industry-oriented job boards are helpful in targeting qualified individuals who possess certain professional skills and are very educated though may lack relative experience. Many employers have established relationships with colleges offering internships and full-time positions to their graduates. Such long-term cooperation allows managers to evaluate the level of new hires based on experience of previous years and by organizing different activities for students to get to know them before they join the company. Other effective methods worth mentioning are social networks and unusual options such as finding potential candidates among consumers, in places where they may demonstrate desired qualities and skills. Many talented individuals may be currently employed somewhere else or just not active in their job search. It is the recruiters’ task to determine where they can find the type of future employee they need and how to attract his/her attention. Besides that, companies should constantly monitor the situation on the market or in the region where they are located and follow the most successful examples in line with their own strategy.
Attraction of talented candidates requires though also paying due regard to a couple of very important variables that influence candidate’s decision if to apply and if to consider the company as the main or back-up plan. These are their perception of the position and likelihood of job offer. Therefore recruitment managers should make sure that their actions during the whole process reflect genuine interest of the company in potential new hires who thus become more exposed to accept job offer.
What every recruiter should keep in mind is that there are many opportunities to find new talents or regain old ones; they just need to have a clear vision of the person they seek for and work on creation of network of channels and contacts that potentially may lead to desired outcome.
But finding the right employee who completely fits organizational culture does not guarantee success itself. Efficient recruitment process that is not followed by proper talent engagement and retention will definitely bring to naught all efforts. Crisp and Reid (2007) claim that in order “to succeed, a company needs strong, supportive leaders and a caring, innovative culture”. Hence, company needs, first of all, strong leaders who know how to strike a balance between employees’ expectations and company’s interest which in the long run lead to organizational success; and a culture which enables employees to meet their needs and by doing that work for the benefit of their company. From this perspective managers should be “emotionally competent” – they should understand how to create a culture that provides a platform for good relationships within the company and becomes a favorable environment for development.
When new hires come to a company, they come with their baggage. They already have their certain values and their vision that should perfectly fit into corporate vision; they have their willingness to be engaged and contribute to common good, to make difference and to be rewarded for their efforts, they already have their life outside of working hours that also takes some time and should be respected. Once clear corporate goals are set, it is manager’s task to evaluate employees’ performance and to show them that they are valued and it is their hard work and commitment that helps company to move forward. Therefore, though there are still many of those who hold the view that manager should be controlling and monitoring, more companies’ practices prove that success will be with those who create a collaborative and cooperative culture. Moreover, they demonstrate “a strong correlation between employee satisfaction, customer satisfaction and financial results” .
Once employees and managers perceive that their objectives and interests are extremely interdependent, the latter get new task to work on. Company will not succeed if it does not care about its human resources and mutual respect is vital in their separate pursuit of happiness. Through day-to-day communication leaders should make sure employees understand strategic business goals and should create favorable conditions for individuals to do their job and make own contributions in the best possible way. It is essential to understand hires’ strengths and skills and by well-targeted development turn them to advantage. In fact, this should be a consecutive and never-ending process naturally flowing as external and internal circumstances change. Because what is common for each and every success is constant endeavors of innovation and improvement.
It is also a common knowledge that people leave bosses and not companies. If a company has strong leaders who through active dialogue and interaction with employees have managed to create a environment that is pleasant to work in, nobody will leave. And if you stay and you are satisfied with your workplace – you will only try to do it better and to add more value. And that is how company will achieve its goals. It is that simple.
Since effective talent management is the key to business success, its strategy should be consistent with the main strategy of organization and when speaking of companies with complex corporate structures – announced at the highest level by senior management. Such approach will give more significance to the issue and it will attract more attention. Still, talent management will bear more fruit only when its value and general importance are equally understood across whole organization.
On the other side, senior managers who are aware of talents they have on their disposal will get more flexibility when making decisions concerning further development. Some companies encounter financial difficulties preventing them from business growth and progress, others have insufficient human resources for business expansion. Given the fact that modern markets are extremely competitive and companies cannot afford losing valuable employees who may become leaders of tomorrow, that are initially hard to find, creating talent pools is one of the best ways leading to business prosperity.
Companies looking into the future should have certain plans towards positions that will become relevant and towards number of people that will be needed. Hence, investments into human capital come long before capital investments and managers should be highly interested in the development of employees that will drive further changes. “While in the past succession plans were primarily focused on key leadership roles, organizations are now establishing leadership development and succession planning initiatives early in the process of employee career development” . With new hires coming to a company, it is managers’ task to conduct talent audit, evaluate their strengths and weaknesses, take into consideration their generational, gender and cultural peculiarities, define long-term objectives and needs and come up with employee development initiative that will prepare those who currently perfectly fit into corporate culture harmoniously move along with arising organizational needs.
It is difficult to overestimate the importance of the role that managers play in talent satisfaction and retention. For employees who feel that company puts significant efforts into their coaching, education and development, who are given opportunity to make difference and whose work-life balance is respected it means that they are valued and company cares not only about its own short-term benefits, but about mutual gain in the long run as well. Besides that, a balanced system of recognition designed to reward employees for their good performance will definitely lead to further improvement of results. Satisfied employees will become more loyal to their organization and that is a win-win situation.
Therefore, talent recruitment, engagement and retention are separate links of a single interdependent process that requires coordinated actions across all levels of management and may bring benefits for both employees and organizations as a whole as well as enhance competitive positions of the company on the market if designed with due respect to interests of all parties.
Breaugh, J. (2009). Recruiting and attracting talent: a guide to understanding and managing the recruitment process. SHRM Foundation’S Effective Practice Guidelines Series. Retrieved from http://www.shrm.org/india/hr-topics-and-strategy/talent-acquisition-and-people-flows/sourcing-and-recruiting-external-and-internal/Documents/1109%20Recruiting%20EPG-%20Final.pdf
Crisp, D., & Reid, J. (2007). The talent challenge: creating a culture to recruit, engage and retain the best. Ivey Business Journal Online
Lockwood, N. R. (2006). Talent management: Driver for organizational success. SHRM Research Quarterly, (2). Retrieved from http://www.shrm.org/Research/Articles/Articles/Documents/0606RQuartpdf.pdf
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