Technique For Retaining Employees And Increasing Firm Performance Essay

Question:

Discuss about the Technique For Retaining Employees And Increasing Firm Performance.

Answer:

Introduction

Different people work with various organizations at different designations handling their job profiles. Some work happily and some work with grudges against the corporation. However, there are some organizations with which both the type of employees loves to work or are their dream companies. The International Event Centre, Napier is one of those companies in the hospitality industry. Such companies are dream companies because they require something special to be their part. This assignment will discuss the pre, during and post-hiring process in an organization. It will include the creation of the position, inviting applications, scrutiny, and selection of a candidate (Sherkar, 2015). The challenges faced while recruiting, defining the roles and responsibilities of the talent manager and onboarding process of the Talent Manager for this company. The roles of a human resource manager are ever evolving. The managers have to keep them aware of all the latest changes taking place in the in human resource world and modify their plans and policies accordingly.

Talent Management Portfolio

A major challenge faced by Human Resource Manager.

One of the many greatest challenges faced by any human resource manager during the talent attraction and selection like retention, productivity, efficiency vs. effectiveness, etc. is the inability to find the perfect candidate for a certain position (Wright, 2017). The hr managers receive so many resumes and applications for the jobs. But the irony is that when a vacancy is advertised, they receive so many applications with irrelevant qualifications. It becomes a nightmare for the managers to find out the relevant applications/resumes with the required skill set and qualification for the current opening. It becomes a major issue especially in case of limited budgets for the recruitment. After making so much of efforts, the managers select the candidate after following the due processes. But there is always a fear lurking in the mind of the recruiter, i.e., whether s/he will perform or not. If performance is good, then there is fear of attrition vis-a-vis retention of the employee. And if there are any relevant and experienced candidates for the posts their salary expectations at times cross the upper limits of their budgets. But it is always suggested that recruitment should never be a hasty process. Proper time should be given. The recruiters should keep a long lead time so that even if mistakes happen there is enough time to rectify those (Newby & Sallee, 2011). But with the passage, if time the recruiters have also become smart. The recruiters have found a solution to this problem. They have started recruiting smart and talented candidates who can be trained and developed according to the need of the organization. Another solution can be that

Importance of planning while recruiting

To have a correct mix of human resource is the key to organizational success. Planning is the process of developing strategies to arrange the number and skills of the human resources as per the needs and requirement of the organization (van Dierendonck, 2015). It helps in forecasting, recruiting and retaining the manpower required for the efficient and effective working of an organization. Planning is putting the right person in the right place at the right time. Proper planning in human resource recruitment is essential so that there is no under or overstaffing. Having talented staff in today’s world is a competitive advantage for the companies. It is essential for the organization growth. All the assets like technology, policies, procedures, infrastructure, etc. are handled by the human resource, so it is necessary to have best people around. Planning includes focusing on needs and the environment (Zomorrodian, 2017). It is the plan to hire and retain the best. Unplanned recruitments are the cause of the high attrition rate in the organizations. Planning is important and required to create synergy between the recruits and company goals. Planning is required before the jump lest to repent later. Planning recruitment helps in achieving the company goals.

Position description of the current opening

The position created is the talent manager (Arocas & Morley, 2015). The manager would be required to develop and formulate new strategies and policies relating to the health, happiness, well-being, and welfare of the staff. In addition to the various responsibilities on the routine basis, the manager will be responsible for organizing and maintaining diversity committee, cultural club activities and internal events. His job will also include interaction with the customers and to ensure a high satisfaction level. He will cater to their needs by setting highest quality and service benchmarks with the aim of enhancement of the customer's experience. He will be the trouble-shooter and will resolve the conflicts in a subtle and graceful manner. He will assist and organize the staff and social events, compiling payroll, updating the salary and benefits in the HRMIS, managing contracts and liasoning, etc. and ensuring the statutory compliance (Singh, 2012). Lastly, he will help in promoting and establishing the products and services of the organization. For the support and result oriented working with the manager a team comprising of hr executives, marketing executives and accountants will be provided to bring desired results in less time.

Selection method its importance, comparison of resumes and justification of selected candidate.

The Human resource managers all over the world follow different methods of recruitment like direct/indirect recruitment, internal/external recruitment, third party recruitment, etc. For filling a major post like that of a talent manager flipping through resumes is not sufficient (Wiley, 2011). Selection is to be made by core competencies, educational credentials, and relevant experiences.Selection is the process of selecting a candidate from many applications whom the manager thinks fit to do the required jobs. It would be external and indirect recruitment. The process has been explained in detail with the help of a flow chart which is as under:

This method has been selected because it is the most comprehensive method of selection. External recruitment provides ample scope for fresh and suitable candidates with better qualifications and more creativity. It is a fair mode of recruitment as the biases or favoritism does not get a chance to affect the process. It also reduces the resentment amongst the current team as no one from the inside is promoted which creates a jealousy factor. Contrarily it motivates the existing employees to perform better and creates a healthy competition (Yen, Murrmann & Murrmann, 2011).

Against the advertisement floated, three resumes were received. They have been scanned and analyzed on the grounds of core competencies and key responsibility areas. The first resume received was of William Dawson. He is not a citizen of New Zealand but is authorized to work here. This candidate is not fit for the position of the Human Resource Manager because he does not have any specialized degree or certification in HRM or Hospitality Management which is a core requirement for the post (Kalargyrou & Wood, 2012). Moreover, his date is available in six weeks. Also, his salary expectations are on higher side vis-a-vis his qualifications. Although he possesses the relevant experience he fails on the grounds of the eligibility qualifications. The second candidate is Kent Mentor. Like the previous candidate, this one is also not a citizen of New Zealand but is authorized to work here. He fulfills the qualification requirements for the post. He has done BA (Hons) in International Hospitality Management. He has also done Advance HR policy certification course from Human resources Institute of New Zealand and the High school performance has also been good. Although there is only one relevant referencebut his experience is highly relevant i.e. as an assistant manager in two great hotel chains of the world. He is also readily available which is an added advantage as we have to fill this post immediately. This means there will not be much of training required for him thus saving costs for the organization. Although he is asking for $70, 000/- but it can be negotiated and reduced. The third candidate is Dave Quinlin. Unlike both, he is a citizen of New Zealand. He has a degree in hospitality management but nothing in human resource management. His experience is also not relevant and he is not a consistent worker. He has been jumping from one organization to another and this questions his loyalty towards the organization. Graph of consistency is declining from 3 years to 2 and then to 1 year of stay in the previous organizations. Moreover, he is also a convicted felon. Though the nature of the offense is traffic violation only, no one knows when the offenses take serious turns. Thus after the analysis of all the three applications against the job requirements and qualification, Mr. Kent Mentor is selected for the post of the Talent Manager.

On-Boarding Process:

Onboarding is the process of welcoming, acclimatizing and inducting the new employees in an organization (Hosain, 2015). It provides the required tools and resources for being successful. It starts with the hiring process and continues up to 1 year from the day of joining. Goals of on-boarding are to adjust, engage and retain employees. It is essential to plan effectively to have a successful onboarding plan.

Hiring and onboarding are generally treated differently but there is only a thin line difference. The selected candidate starts getting the feel of the company culture in his first impression during the recruitment procedure. So it must be as good as the rest of the process. Crisp list of duties, recruitment stages, resolving the queries as early as possible, proper follow-up and communication are some of the features it must have (Wickramasinghe & Samaratunga, 2016). If the offer is extended through a telephone call rather than a mail is gives a more personal touch. It should include details like joining date, salary details, terms & conditions, benefits, entitlements, etc. Giving it in a written form creates a stronger bond between the new hire and the organization. After salary negotiations are done the information should be circulated to all the departments regarding the new joinee.

A couple of weeks before the joining, all the paperwork formalities must be completed and ready on the organization’s part (Nalband, 2017). It can include documents like employee’s agreement, company handbook, and a diary, joining kit, compliance forms, stationery, etc. The required hardware like workstation, computers, extensions access and identity card, mail id and password, bank account details etc and other minor things must be ready. Most importantly the schedule with an hr for the onboarding meeting should be fixed.


Before the first day or day of joining final checks must be made like getting the workplace cleaned, rechecking if all the things are working properly. It can also include a welcome kit on the table including things a company mug and t-shirt, organizational charts and departmental hierarchy chart followed by a week’s schedule (Halevy, Y. Chou & D. Galinsky, 2011).

On the day of joining someone must be present to welcome Mr. Kent. It should start with a detailed office tour and enlighten him about the organization he would be working for. He should be explained his KRAs on the basis of which his performance will be examined. A formal onboarding meeting with the hr must be conducted so that queries can be resolved.

During the first week of the selected candidate, he must be taken to the meeting so that he understands the way of working of the organization (Karambelkar & Bhattacharya, 2017). His goals must be set for 3, 6 and 12 months. Proper evaluation and feedback must be given to him about his performance. It will make him clear about the company’s expectations from him (Binyamin, 2018).

First three months are the most crucial part in deciding whether the employee will stay for a lion time or not. The meeting should continue. Now the evaluations should be done on monthly basis and feedback provided to the new hire. Contrarily, the feedback of the candidate must also be taken for the on-boarding process.

The same process should be reputed every month for the rest of the year for successful completion of the on-boarding process (Klein, Polin & Leigh Sutton, 2015).

References

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