Employee Recruitment and Retention - Research Paper Example

? Employee Recruitment and Retention The interview focused on the personnel department where I targeted the personnel manager Mr. Jack Goldsmith. As a personnel manager, Mr. Goldsmith is concerned with the organization, planning, directing, coordinating, and controlling of the employees. The organization lacks proper employee recruitment and retention policies that will help get the best and keep the employees working for them for a long time. Because of poor personnel management policies, employees do not commit to working in the organization for long since it does not represent their needs. Inability to retain workers has lowered the quality of services offered to customers, as the company does not have enough personnel to handle the number of customers. Part of the cause of low quality is also losing their best workers who feel that they need to work for a company that will appreciate their qualities. Inability of the organization to respond in a timely fashion to the need for more employees to fill the vacant position strains the available human resource, as they have to cover the functions that other employees should have taken care of. Overworking the available employees also contributes to employees resigning from their work place since they do not want to work more than their fair share. In order to retain more employees, the organization came up with incentive measures that were aimed at motivating the workers to remain committed to the organization. Employees whose departments recorded improved level of production after a given period were awarded for their efforts. The management also decided to relax the dress code standards so that employees will be comfortable and confident in what they put on. Previously, many had complained that having to wear work cloths that included a cap, a shirt, blazer, and trouser or skirt made them uncomfortable. It was agreed that that employees could put on the company shirt and then choose one other item to put on to protect the company identity while at the same time giving them the chance to choose what they preferred to wear. To solve the problem of frequent employee resignations, it was decided that working with recruitment firms would ensure that we get the best-suited employees for our organization. Outsourcing recruitment functions was the best viable option for the organization. The organization has made some achievements in the issue of employee retention since the introduction of incentives. Some of the workers now feel appreciated for their contributions in the organization. As result, service delivery has improved ad we are now able to serve most of our customers in good time. However, the company still loses some of the best employees to the competitors, which calls for further assessment of how best to look at their needs. Employee recruitment is still an issue for the organization as we still get employees who are not suited to the demands of the organization. There is a need for the organization and recruitment firm to share more on the kind of employees necessary for the job market. Through engagements with the employees, the organization can listen to employee needs so that the working environment suits their needs. Many approaches can benefit both the organization and employees through finding the best way to ensure available talents offer their best. For example, the organization can introduce flexible working conditions for their employees that include annualized hours, part-time work, and compressed workweeks that are able to solve employee needs and demands. Through this strategy, the employee will dedicate the available time to offering their best to the organization while vat the same time engage in other aspects of their social lives. Through such initiatives, the organization will retain the best talents since workers will be satisfied with way the organization was taking care of their needs. Flexible working conditions are important given the number of female employees in the organization. This strategy will benefit female workers who have a family to take care of as it offers them a chance to balance between their professional life and their availability in the family (Lewis, 2003). The organization should explore other recruitment techniques that will have greater impact on employee retention. The best recruitment policy for the organization would be to involve those present ion the organization to find those who are interested in taking up the available vacancies in the organization. Hanisch (2008) notes that research had found new employees who were recruited through use of inside sources such as employee referrals or rehires spent longer time working in the organization while their work rate was also higher compared to those who were recruited using outside sources that included employee recruitment affirms, or recruiters. Further, employees recruited through inside sources agreed to take up the available vacancy after receiving more accurate information about the job from employees who were already working in the organization compared to those recruited through external sources. This recruitment strategy can be enhanced further by offering rewards that includes vacation, cash, and raffle tickets for prizes like television sets and so on to employees whose recommendation leads to hiring of the applicant. The company has also failed to maintain its work force because it has not established an organizational culture that employees will be proud of. According to Hanisch (2008), organizational culture includes the common beliefs and conventions of an organization. These understandings then impact the organizational actions and behaviors which dictates the norms for the organization. The importance of culture is reflected on the organization’s expectation while at the same time it affects how employees think and behave. The organization is failing to attract and keep its best workforce because the founders did not establish a culture that will maintain the happiness of employees. The organization needs to change the way it treats employees through means like allowing them to set to set their own wages and make decision on the hours they work. Further, asking employees to join unions that will inform the management of their needs plays a big impact in employee retention. These changes in organizational culture can result in improved morale thus increasing productivity. Employee retention is also related to their commitment to the organization, the organization does not retain its employees, as it does not establish commitment to the organization policies. Employee retention is only possible when they have an emotional attachment to the organization which makes them want to work in the organization for a long time. According to Meyer and Herscovitch (2001), there are different types of employee organizational commitment. Firstly, they claim there is normative commitment which is based on feelings of responsibility. Secondly, continuance commitment which is a consequence of employee remaining with the organization because of the high cost of losing membership in the organization which includes monetary benefits of like pension and social benefit like friendships. Depending on employee profile, they may engage in a number of behaviors that includes quitting or helping out the organization. The organization should put measures that take care of these types of employee retention to keep them working for them for a long time. The above recommendations will change the fortunes of the organization as they will attract the best talents and retain them. The organization should look at effective measures that will establish a culture which will make employees feel proud of their organizations due to their improved morale. Reference Hanisch, K. (2008). Industrial, and Organizational Psychology. Stamford: Cengage learning. Lewis, S. (2003). Flexible working arrangements: Implementation, Outcomes, and Management. International Review of Industrial and Organizational Psychology, 18, 1-28. Meyer, J. P., & Herscovitch, L. (2001). Commitment in the workplace: Toward a general model. Human Resource Management Review, 11, 299-326. Read More