Retaining and Recruiting the Right Personnel - Essay Example

? Retaining and Recruiting the Right Personnel October 28, Introduction and background information. One of the company’s strategiesis to hire and retain the best individuals. The research delves on describing the hiring and retaining process. The research delves on improving the current hiring and retaining strategies. Some companies cannot hire or retain the right persons for the vacant job. Some job applicants focus on the salary and fringe benefit as basis for applying for a company’s vacant job. Different individuals have different personal biases, when choosing a company. Enhancing the hiring and retaining process enhances organizational goal achievement. Relevant theories. Many job applicants lack the expertise to prepare an optimum resume. Some job applicants do not emphasize their skills, experiences, leadership skills, and other relevant factors in their resumes or pass the job interview (Rivenbark, 2007). The company should implement the open or competitive hiring theory. The theory states that each company must hire the best and the brightest job applicants (Glaser, 2007). Federal agencies find hiring college graduates more difficult today, compared several years ago. Today, fewer college graduates prefer to apply for a government job. The government’s hiring debacle includes low salary, hiring and retaining red tape, slow promotion, and other unattractive employment conditions. (Starks, G., Brooks, E., 2009). Another research states the job applicants’ resume will play a significant role in the hiring of the job applicants (Pelczarski, 2008). Many companies, including oil companies, choose the best job applicant by reviewing the applicants’ resumes. In the real estate hiring environment, many real estate companies find hiring of qualified employees a difficult process. There are fewer job applicants vying for a real estate job. Most job applicants prefer to work in more lucrative and higher paying companies. Consequently, the real estate companies must create innovative strategies to persuade qualified applicants to work for the company. The recruitment process must attract the Generation Y qualified individuals. To succeed, the company must implement knowledge transfer technologies and reverse mentoring to magnetize their targeted individuals to apply for the company’s offered jobs. The innovative human resource process includes attracting, selecting, engaging, developing, and retaining the best the brights individuals within the company’s fold (Phillips D., Roper K., 2009). A. Issue or Problem statement. Some companies cannot hire or retain the best and the brightest individuals. For example, the government must implement effective hiring and retaining strategies to ensure more qualified individuals will eagerly apply for teaching jobs (Painter S., Haladyna T., Hurwitz Sally, 2007). B. Importance of the issue or problem. The above issue or problem statement is important. Hiring unqualified employees will translate to poor quality products and services. Hiring the best and the brightest employees translate to top quality products and services. However, the companies cannot force their targeted individuals to apply for the company’s vacant jobs. The job applicants have personal reasons for applying for a vacant job. Some individuals prefer high remuneration and stability when choosing a company. Others prefer job conditions as a basis for submitting their application letters. Management’s poor hiring and retaining policies will translate to the company’s poor customer image. Thus, management must take high quality care in implementing its hiring and retaining strategies. The scope of the problem. The scope of the problem includes the hiring and the retaining activities within the United States. Hiring includes persuading a special individual to apply for the company’s vacant job. In addition, the companies must reduce employee turnover. The scope of the problem relates to company strategies that will successful hire and retain the best and the brightest persons. C. Stakeholders and potential opposing perspectives. The stakeholders have different perspectives. Organizations prefer to hire the best and the brightest employees. To achieve this goal, the company must meet the hiring expectations of their chosen individuals. In the same light, the employees will select the company that offers the best job salaries, perks, promotion, working conditions, and other fringe benefits. The public prefers to buy products from companies that sell the best products and services. Both poor customer service and product quality drive away the company’s current and future customers. Unqualified employees normally generate poor service and produce poor quality products that discourage the company’s customers, the public. The United States government, through its public management /administration employees, usually steps in to help all three stakeholders exchange quality services and quality products. D. Relevance to Public Management/Public Administration. Enhancing the hiring and retaining process is relevant to public management /public administration. The public wants quality service and quality products. The public can file a complaint against companies that offer sloppy services and sloppy products. The government steps in to improve the company’s delivery of quality products and services by helping companies hire qualified employees. The companies must hire the qualified employees in order to retain their current and future customers, creating quality customer experience and favorable internal culture. Analysis of the Problem with stakeholders specifically identified and their positions. The above problem can be easily resolved. The management can hire the best and the brightest individuals. The companies must offer salaries and additional benefits that are higher than the competitors are offering in order to attract and retain the best qualified individuals. Many job applicants use salary, fringe benefit, work condition, promotion, and other offers as basis for applying, accepting, and retaining a job. Management position on the issue/problem. Management must allocate substantial e time and budget for the hiring and retaining responsibilities of the human resource department. The policy of filling a vacant job with just anybody who applies may backfire against the company’s rushing the hiring and retaining process (Levoy, 2007). Management’s aim in the hiring and retaining process is to increase current output and maintain high quality output. The best and the brightest employees increase production by as much as 40 percent. The same cream-of-the-crop employees increase company profits by 50 percent. The same elite employee group increase company revenues by more than 65 percent. On the other hand, poor quality employees offer poor quality customer service and unsatisfactory or mediocre company production quality (Hor, 2008). Conclusion: Managers’ assumptions and implications. Managers will allocate time and budget to hire the best and the brightest persons to fill the company’s vacant jobs. Management assumes that investing in elite employees will increase production output, production quality, and enhance the current company image. An expert employee shows the company is an expert. An unqualified, sloppy, and ill-trained employee will give an impression on the current and future customers that the company has a poor quality, sloppy and ill-training image. Another research focused on improving the hiring and retaining aspects of the human resource departments (Keller S., Ozment J., 2009). The current pool of possible job applicants differs from the hiring and retaining scene of 50 years ago. The more than 39 years of United States labor and other related laws focus on eliminating discrimination in the hiring, retaining, promotion, and removal of individuals. Workplace discrimination may include age, religion, gender, ethnicity, and color factors. Managers accept the implications of the assumptions. Failure to hire the best employee will reduce customer demand for the company’s products. Failure to hire the brightest employees will generate to product returns of poorly manufactured products. Failure to hire qualified employees will translate to sales reduction and declining profits. In the same manner, Negligent Hiring theory states that management will suffer if it hired the wrong person for the job. The customers can sue the company for poor quality service (Colaprete, 2012). Recommendations to solve the problem. There are recommendations to solve the hiring and retaining issue or problem. Management must offer high salaries to attract their preferred individuals. Management must offer additional fringe benefits such as paid vacation, scholarships, bonus, and other rewards to retain its qualified employees. Management should promote the deserving employees to reduce employee turnover (resignations). REFERENCES: Colaprete, F. (2012). Pre-employment Background Investigations for Public Safety Professionals. New York: CRC Press. Hor, J. (2008). Finders Keepers: How to Attract and Retain Great Employees. New York: CCH Press. Glaser, B. (2007). Organizational Careers. New York: Transaction Press. Keller S., Ozment J. (2009). Research on Personnel Issues Published in Leading Logistics Journals: What We Know and Don't Know. International Journal of Logistics Management , 20 (3), 378-407. Levoy, B. (2007). 222 Secrets of Hiring, Managing, and Retaining Great Employees. New York: Jones & Bartlett Press. Painter S., Haladyna T., Hurwitz Sally. (2007). Attracting Beginning Teachers: The Incentives and Organizational Characteristics That Matter. Planning and Change , 38 (1), 108-127. Pelczarski, K. (2008). Recruiting and Retaining Young Technical People. Tribology & Lubrication Technology , 28-35. Phillips D., Roper K. (2009). A Framework for Talent Management in Real Estate. Journal of Corporate Real Estate , 11 (1), 64-65. Rivenbark, L. (2007). Recruiting, Retaining and Promotin Culturally Different Emplyees. HR Magazine , 53 (3), 132-133. Starks, G., Brooks, E. (2009). Strategic Human Capital Planning: Recruiting and Retaining New Federal Employees. Public Manager , 38 (1), 60-67. Read More