(Name) (Instructors’ name) (Course) (Date) Recruitment and Selection Strategies at Rent-A-Car Rent-A-Car is a car dealership enterprise that was established in 1957 by Jack Taylor in a car dealership’s basement in St. Louis, USA. To start with, the business only had seven cars…
The company has the following operational units: Enterprise Fleet Management, Enterprise Car Sales, Enterprise Rent-A-Car, and Enterprise Rent-A-Truck. In spite of the fact that a customer within each and every one of these markets is in need of different products, every customer, whether private or business, requires a convenient, speedy and reliable service. Car rental as a business continues to be competitive. Enterprise is continually expanding the range of services it has, in a bid to meet the needs of the consumers (Kazanjian 40). Apart from business rentals at city and airport locations, the company also avails replacement cars for the repair of accidents, holiday rentals at short-term intervals for special occasions or breaks, and courtesy cars to be used in garages. Moreover, the enterprise offers a service of collecting consumers and taking them to their cars for hire. Upholding high customer satisfaction levels is an essential proponent of growth within the company. Enterprise’s emphasis is delivering high-class customer service. It has on regular occasions won awards to this accord. The small and local office structure of the company and their entrepreneurial teams of employees have the capacity to whip out crucial decisions independently, and are, as such, able to attain their goals. The case study herein examines the manner in which the enterprise is able to screen and recruit the right personnel and skills in order to attain its business objectives and aims (Kazanjian 44). The Human Resource Management’s Role The human resource management’s purpose is to hire, consequently train, and ultimately develop staff. Where necessary, the department disciplines personnel or dismisses them. Though comprehensive training and development, the enterprise’s employees are promoted in the company and attain their full potential. This modus operandi reduces the company’s need for recruiting external personnel by making maximal use of the existent talent (Compton and William 36). In terms of cost effectiveness, this is an effective way in which a business can manage its personnel. The human resources department not only functions to manage present staff but also plans for approaches of effecting changes bound to affect its staffing needs in the future. This phenomenon is referred to as workforce planning. For instance, the business may accrue growth into emerging markets such as truck rental. It may also adopt the use of new technology that necessitates new skills, such as global positioning. Moreover, personnel can retire or may be promoted, hence leaving gaps that have to be filled (Kazanjian 48). External changes in the labor market may occur, and this means that fewer skills will be available in a particular area, with other areas being inundated with professionals. Human resource management takes charge of planning for all tenets that define the company’s strategy for planning and recruitment. The human resource management function of the company, therefore, plays a focal role in the business since all the managers make use of their expertise in their quest to acquire staff. The enterprise has an intrinsic policy of manager promotion from within its existent workforce. What this means is that the business has an obligation to recruit individuals who exhibit potential for growth. On an annual basis, an average of 1,000 employees is recruited into the ...
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(Personnel Economics Essay Example | Topics and Well Written Essays - 1750 Words)
“Personnel Economics Essay Example | Topics and Well Written Essays - 1750 Words”, n.d. https://studentshare.net/marketing/86577-personnel-economics.
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