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Answered: - STRATEGIC RECRUITMENT STRATEGIC RECRUITMENT GB540 STRATEGIC


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STRATEGIC RECRUITMENT

 


 

STRATEGIC RECRUITMENT

 

GB540

 


 

STRATEGIC RECRUITMENT

 


 

I. Introduction

 

Did you know that for most firms today, success or failure is determined by the ability to

 

find, attract, and develop some of the most talented individuals in the workforce internationally?

 

What exactly should these firms do not only to recruit these talented individuals but to also retain

 

the employees? There is a very competitive job market available, it is hard for employers to

 

retain their staff when better opportunities are offered. One area that has changed drastically over

 

the past few years is the way the human resource department carries out its role during the hiring

 

process. In order to recruit and retain talented people, employers have begun to take some

 

strategic approach when filing a vacant position.

 

II. Effective Approach for Human Resources

 

While human resource offices have always been an important part of every business,

 

exactly how important they were to the organization and its overall goals were not really

 

analyzed through until recently. The reason probably is due to a higher turnover rate among

 

disgruntled and dissatisfied employees. Each time an employee departure, the companies

 

experience increased workloads which in turn increase stress among those that are picking up the

 

slack. Then the company must face additional expenses to locate, interview, and hire a new

 

individual to fill the vacant position. In prior years, the human resource departments would

 

receive notice of the vacant position, list the position in a local newspaper under classified

 

advertisements, and give the offer to the most qualified candidate the position. Although this

 

seems to be a harmless approach, it can end up costing companies more money in the long run

 


 

STRATEGIC RECRUITMENT

 


 

since the employee that was the most qualified might not be the best fit for the position or the

 

company.

 

As in any market, demand ebbs and flows in a talent marketplace. The task of putting a

 

price on talent, however, needs to be quite different from what it is in normal markets. It usually

 

employs prices to determine where resources are best allocated. The objective of a business,

 

however is to maximize profits per worker rather than wages per worker. An additional

 

alternative for pricing talent is common among professional firms, particularly for jobs where

 

assignments are temporary: per diems set at the estimated opportunity cost of deploying the

 

talent elsewhere. The advantage of an opportunity-based way of pricing talent is to recognize its

 

value more than the wages paid to employees (Bryan, L., Joyce, C., & Weiss, L., 2006, 102).

 

III. Attracting the Right Talent

 

A company?s reputation is the key to attracting the right talent when positions become

 

vacant for various reasons. A 21st-century company should put as much effort into developing its

 

talented employees as its put into recruiting them. Companies that understand the value of

 

talented people in generating brands, reputations, and other intangibles often spend considerable

 

time recruiting such workers but drop the hall in providing them with opportunities to develop

 

and grow. (p.109)

 

When an established company that has a reputation for being as loyal to their employees

 

as the employees are to the company lists a vacancy in the local Sunday newspaper the outcome

 

for talented applicants will increase and have a variety to choose from. This method gives the

 

company the upper hand to ensure this will be a recruitment rather than just another replacement

 

for a few months. As global markets become more dynamic and competitive, companies will

 


 

STRATEGIC RECRUITMENT

 


 

need to deploy talent even more flexibly across broader swaths of the organization. Talent is

 

becoming more critical to corporate performance, specific needs for talent are more

 

unpredictable, and companies must develop talent more rapidly than ever.

 

Each person in the human resources office needs to have a similar idea of what

 

qualifications the perfect candidate would offer as well as determining who will be the best

 

candidate overall for that particular position. Recruiters are the ones out these on the frontlines of

 

the workforce, trying to bring talent into organizations. And though there voluminous of

 

qualified people from a credential standpoint. The ?fit? is where the true challenges lies. Will this

 

person fit our organization? Recruiting and staffing is often seen by the organization as an easy

 

thing as a lower level skill. To the contrary, identifying the right match of talent to the

 

organization and the hiring manager that needs that talent is probably one of the hardest

 

objectives under the umbrella of talent manger. The best way to find those candidates is to grow

 

them. It is impossible to just hire them; because going outside the hire means that they had to be

 

?poached? from elsewhere, which costs money and is not a long-term solution to a recurring

 

problem (Odom, C. L. 2013, 61-62).

 

IV. Ways to Retain and Maximize Talent

 

According the article published by forbes.com, one of the main reasons big companies

 

lost their talent is due to their failure to find a project that ignites their passion. The number one

 

reason is the big company bureaucracy because no one likes rules that make no sense. But, when

 

top talent is complaining along these lines, it is usually a sign that they did not feel as if they had

 

a say in these rules. They were simply told to follow along and get with the program. Many

 

people leave and open their own company where they make the rules themselves with no boss.

 


 

STRATEGIC RECRUITMENT

 


 

You would be amazed at how many companies do not do a very effective job at annual

 

performance reviews. Or, if they have them, they are rushed through, with a form quickly filled

 

out and sent it off to human resource department, and back to the real work. Then, the impression

 

is left is that the employee does not have a career with the company. This happens in many

 

companies to include government and military units. From military experience, some military

 

personnel receives an annual performance report from the supervisor, but never really worked

 

with that person doing the year. That seems unfair to the individual receiving the report because

 

it is not fair game at that time.

 

Also, the article gives a secret for most bosses: most employees do not know what they

 

will be doing in the next five years. Statistics showed that about less than 5% of people could tell

 

you if they were asked. However, everyone wants to have a discussion with you about their

 

future. The downside is most bosses never engage with their employees about where they want

 

to go in their careers even in the top talent pool. If your best people knew what you think their

 

path going forward with the company, they will be more likely tend to hang around longer. Top

 

talent has to assume some responsibility as much as the organization. This should never be a oneway street for employees and employers. Smart Organizations are the ones who get out in front

 

of these top ten things named on the forbes.com website article, rather than wait for their people

 

to come to them, asking to implement these top ten items (www.forbes.com).

 

V. Lack of Appreciation

 

Sadly, there are several people I know personally that hate waking up and dealing with

 

another day of office drama and lack of appreciation. Satisfied employees can have a positive

 

impact on customers? satisfaction with the firm and its products. Companies must put employees

 

first because only satisfied employees can most effectively serve customers. Companies that

 


 

STRATEGIC RECRUITMENT

 


 

consider people their most valuable asset will survive and thrive in the 21st century. Unless

 

service employees are happy, customer satisfaction will be difficult to achieve. Employees who

 

believe their company values them highly will treat customers with excellent respect (Kundu, S.

 

C., & Vora, J. A., 2004, 42).

 

In some companies, management has a tendency to really bring the company down and

 

increase the turnover to an astonishing number. Sometimes, so much money, time and effort is

 

being allocated to replace the staff on a continuous basis instead of trying to solve issues within

 

the company with no job replacement. Some employees find it very comforting to receive words

 

of encouragement, compliments on the job, accomplishments being achieved, rewards, and

 

incentives. In contrast, without these items implemented in the company, the employee

 

sometimes feel like they are just coming to a job with no appreciation.

 

VI. Conclusion

 

Talented employees work hard to be very successful when given the right opportunity. It

 

takes time and effort from the company members or management to enable the talented

 

employees the ability to use their talent and skills to their full potential. When companies provide

 

a nurturing and appreciated environment, opportunity will present itself for the employees to

 

release their best potential on every project. Sometimes, having an open-mind and listening ear

 

to complaints from your employees will assist the managers in creating the most talented

 

individuals. Furthermore, the turnover rate would decline and have a higher retention rate.

 

I have discussed the success or failure of a company when it comes to the most talented

 

individuals. I briefly talked about the competition and utilizing the talent within your company. I

 


 

STRATEGIC RECRUITMENT

 


 

explained the ability to find and attract talent to your company. I spoke about the ability to retain

 

and develop talent for any company.

 


 

References

 

Bryan, L., Joyce, C., & Weiss, L. (2006). Making a market in talent. Mckinsey Quarterly, (2), 98109.

 

Jackson, E. (2011). Top Ten Reasons Why Large Companies Fail to Keep Their Best Talent,

 

Retrieved October 1, 2013, from:

 

http://www.forbes.com/sites/ericjackson/2011/12/14/top-ten-reasons-why-largecompanies-fail-to-keep-their-best-talent/2/

 

Kundu, S. C., & Vora, J. A. (2004). Creating a Talented Workforce for Delivering Service

 

Quality. Human Resource Planning, 27(2), 40-51.

 

Odom, C. L. (2013). Hiring the Best Candidate Not the Best Resume. Financial Executive,

 

29(2), 61-63.

 

Wells, R. J. (2007). Outstanding Customer Satisfaction: The Key to a Talented Workforce?

 

Academy Of Management Perspectives, 21(3), 87-89. doi:10.5465/AMP.2007.26421243

 


 

 


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