Eighty percent of companies say that attracting and retaining good people is a real challenge today! How can we foster employees’ loyalty to ensure their longevity in the company?
In some sectors, staff fluctuations have reached a truly worrying level. At the same time, there is not enough available workforce. In this context, it is very important to invest in staff retention and motivation of employees, because it can contribute to organizational effectiveness.
In the company where I work, which is Securitas, the variety of employees and the differences between employees give rise to diversity at work. Thus, people from different cultural and social backgrounds, from different generations or from different nationalities and ethnicities, work together and form teams.
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Four of the benefits of attracting and retaining a diverse workforce can be said to be:
• Work productivity, as a general definition, productivity means the yield by which the factors of production are harvested in the economy. This productivity is expressed by the relationship between the product and services – and the respective factors, identifying capital productivity, investments, raw materials, work done by employees. as an example, a security officer is productive when the contractor for whom he works has a small loss of stock due to the way the security officer fulfills his / her functional responsibilities through his / her activities of preventing and removing theft.
• Low Absenteeism. There are cases where some of the employees have well-founded motives that cause them to absent, sometimes even constantly. For these cases, managers and supervisors are working to find a compromise solution with the employee. This solution is often easier to find in a conversation with the employee. It is good for managers to attach importance to this problem because an absenteeism can influence a company in the sense that the gravity of such a phenomenon increases inversely in proportion to the size of the company. The smaller the company, the more it will be affected by the absence of employees. The abilities of an employee at work can lead to losses registered by the contractor and implicitly image of the company for which he works, the image being that of a company that does not and can perform contractual duties. the company is thus obliged to send another officer may sometimes pay extra costs for his transportation to the workplace. This HR strategy can be beneficial in many ways. It is meant to make the employee feel more acclaimed, to send a message of support from the company they work for. Once solved, the employee will be more motivated to return to work and will be much easier to reintegrate.
• Low fluctuation of the workforce, generally, people like to acknowledge the merits and especially to receive a form of public recognition. Starting from here, my company has set up a system to award bonuses or reward employees who have the best work in the workplace, proposed leavers to their colleagues, or in some cases by supervisors or managers. This proves that simply displaying a merit diploma at the company’s poster with the name of the person who recorded the best work experience is enough.
• Competitiveness advantage within the organization
The source of human resources available to fill a post can be, generally classified in two ways:
A. Source inside the organization.
B. Sources outside the organization.
Strictly speaking about the sources within the organization – the group of employees in the organization is one of the human resources sources. A number of people already working for the organization may be well qualified to take up a job. Although existing people are sometimes transferred sideways within the organization, most are internal transfers or promotions. Promoting from the inside is the advantage of improving the morale of employees, encouraging employees to work harder in the hope of promoting and retaining employees in the organization due to the possibility of future promotion. Thus, when a vacancy occurs, employees are encouraged to apply for those posts that can bring a better payment combined with a better program or career promotion on a senior position of supervisor, team leader or even manager.
1.2; 1.3 Identify and explain at least four factors that can affect an organization’s approach to talent planning and describe the key factors that can affect an organisation’s recruitment and selection policy
Talent management can be defined as a process, a sum of interventions that guarantees a company’s access to the employees they need; and the ability to recruit, hire, retain, develop. Talent can be defined as an elitist concept whereby the top performers are identified and nurtured or as an inclusive concept where everyone is recognized as a talent. The latter definition is acknowledged in the quote below from Jong.
“Everyone has talent. What is rarely encountered is the courage to follow him in the unknown places where he bears you ” Erica Jong
Talent management involves taking account of internal and external factors which impact on it and these will be considered in relation to my company. Internal factors can include the organizational climate and can be influenced by managers and employees. They also influence each other.
A. Internal factors,
1. Training and development, growth opportunities: There will always be a competition for talented employees who choose to stay only where they can express and experience. Securitas unfortunately does not develop such opportunities. It does not organize specialization courses or pays for courses where employees can develop professionally. Maybe from the managerial level up there are these opportunities but for the vast majority there are no such opportunities.
2. Budget . Financial and material resources: influence the results of the
organization. Without money, the organization can’t exist and can’t grow. The number of opportunities that can be exploited increases when the organization has cash. Material resources are procured and used by allocating funds, according to people’s decisions. Being a large global company, there are enough material resources to meet the company’s goals. Employees benefit of free work equipment, wages are paid on time.
B. External factors ,
1. Organisational Branding, reputation:
Brett Minchington, a well-known specialist in the field, defines the employer brand as “the image of an organization to be a great place to work” and the employer branding as “the sum of the company’s efforts to convince existing staff and the prospect that a particular organization is the ideal place to work “. Beyond these definitions, in practice, the role of employer branding extends to that of an important tool for motivating employees. In the case of the company I work in, I can say that the employer branding has a good reputation in that the company runs a contractor awareness policy to make a difference between the minimum wage and the living wage, so many companies with whom they work will gradually introduce the living wage as a minimum payment with which an employee will be paid.
2. Political:
How will Brexit’s decision affect my company where I work? Because the circumstances are still unknown, it is only possible that by leaving the European market the pound suffers a devaluation, which will negatively affect the company’s productivity. being an international company, most of the headquarters are in Europe, leaving the EU will create a barrier in how to do business in and outside the EU.
Recruitment policies and managerial practices in the field of human resource
recruitment is influenced by a number of factors such as:
1. Conditions and changes in the workforce market, through changes and manifestations over time, when the workforce market is showing a relatively low offer of personnel, especially qualitatively, and the level of unemployment is relatively low, the recruitment activity is quite difficult. For certain categories of staff, the workforce market is reduced to the local market, while for other categories of staff, the workforce market may include the availability at national or regional level.
2. Attractiveness of the area or locality, as well as additional benefits: housing, transport, retail networks.
The factors that affect organisational policy:
– Employing the right people: not only the expert has to cling to the culture of the company but also the company must be the ideal environment for his personal development
– Respecting promises: it is vital to building a long-lasting professional relationship
– Recognition of merit: appreciation, motivation and rewards at the right time, encourages performance
– A positive working environment: talents need the ideal conditions for maximum potential development
– Growth opportunities: There will always be a competition for talented employees who choose to stay only where they can express themselves and where they can experience
– recreational activities: more responsibilities must be accompanied by complementary recreational activities (teambuilding, free days, providing a recreational space in the company)
2.1 An explanation of the benefits of 3 different methods of recruitment
Recruiting and staff selection is a crucial step in order to find the right candidate for the right place because this process has a vital impact on the entire business of the firm.
Recruitment as a process consists of promoting job vacancies using the most abundant and effective channels, means and tools that will allow the rate of attraction for candidates of the most suitable candidates to be increased, addressing the target group of potential candidates to meet as many of the conditions and the criteria provided in the job sheet.
The company I work on uses almost all recruitment methods, but I will talk about internal and external advertisements, the internet site, and job fairs.
As a benefit of internal advertisements, we can emphasize low costs with posting the ad, and especially with the post-selection integration process. It is motivated for employees to notice that they have priority in accessing
career development opportunities, provided that the appointment / promotion / relocation is
considered fair, just, based on exclusively meritocratic criteria.
External advertisements. Although it was clearly overtaken by online recruitment in the last few years and seems to lose more ground as an audience, written press is maintained between employers’ preferences due to its accessibility for certain categories of staff.
Depending on the target audience, the most suitable recruitment channel is chosen: economic press, business publications are recommended for positions requiring high qualification (management positions or specialist without duties).
Internet site.
The company owns an online portal for employees and there is a section of vacancies. It’s easier for employees to apply because their data is already in the company’s archive and they are known, so there’s no need to complete an application form, it’s just the selection process.
The company website – the Careers section.
On this website there is a Career section where vacancies, locations, and job descriptions are listed. After identifying the job you can apply online for that job on an online application form.
The official website of the company is a recruiting channel accessed especially by candidates with developed digital skills and with high level of qualification. The direct application on the company’s website generally indicates a high level of interest from the candidate for the company, because submission of the CV takes time and additional effort put into completing a custom application form for needs of that employer.
Job fairs and other career events (conferences, workshops, seminars, open days to visit companies)
This recruitment method is believed to be used when the company is in a shaded time, as a possibility to attract candidates for vacant positions, by using this method it is desired to convince potential candidates to come to a meeting they are dealing with company recruiters who, if they see potential candidates, will use arguments to persuade them to apply for one of the vacant positions. At the same time, it gives a picture of the company, it can be seen what kind of people are working there and potential candidates can convince themselves about the team they will work with.
2.2 An explanation of the benefits of 3 different methods of selection
The success of the recruitment campaign depends on the efficiency and effectiveness of the selection process, which follows (logically and chronologically) the recruitment process.
The selection consists of the evaluation, deliberation, grading of the applications received, including the resume phase of the CVs, as well as the support of successive rounds of interviews.
Recruitment and selection are inter-linked processes, reunited under the sourcing of staff, which expresses a match-making approach between people who need jobs and jobs that need people. Sourcing has a central purpose ensuring the necessary quantitative and qualitative labor force for filling vacant positions, in other words, placing the right man in the right place at the right time and for the time appropriate or in the required conditions, mutually beneficial to the employer and the employee.
As the selection methods, the most frequently used are:
? One-to-one selection interview or panel of evaluators;
? Tests (occupational or psychological);
? Work samples;
? Evaluation Centres;
? Check the references (recommendations from former employers or, in the case of graduates, from the licensor coordinator or other educational mentors);
? Application forms
I’ll talk about the Selection Interview, Checking References, and Application Forms.
Selection Interview
The merits of this selection method include augmentation inter-evaluator validity and prevention of favouritism or subjective interpretations to which they are vulnerable individual interviews, between four eyes. The decision-making process is accelerated, and rapid communication of the verdict is popular among the candidates.
As soon as possible after the selection interview is completed, the interview sheets are displayed in which the “hot” impressions of the interview are marked, the grade in which the technical and transversal skills, the attitudes and features of the candidate correspond job requirements, availability and wage expectations of this candidate. Based on these notes of the interview, departs between applications and short list. It is essential that all candidates who participated in the one at least one interview to receive feedback, within a reasonable time horizon, specified in the discussion with the selection specialist (usually within two weeks). In fact, the candidate has the right to take a correct picture of the next steps in the process. That
standard procedure, positive feedback is communicated by phone and the negative one – by e-mail.
References
Recommendations received from employees are also taken into account and sometimes treated priority by recruiters. Often, internally recommended candidates are invited ex officio to
an interview or a discussion of knowledge, for example if they are at least minimally compatible with the required standards. This decision is strategic because it is due the motivational value of the meeting itself for the employee who made the recommendation (especially if it is considered to be performing and therefore valuable to the company). The motivational value of loyalty to employees by including recommendations, is complemented by a number of other benefits.
Compared to applications received from outsiders, the recommended candidates are more confident, because an employee interested in staying in the company guarantees for their performance.
On the recommendations from former employers. Employers are generally reluctant when asked to provide detailed references about the character and performance of a former employee. For a fair recommendation, employers by using clear and precise statements of high grade of objectivity, they will write about the history of the functions, the manner in which they have fulfilled the job-specific tasks, the guarantee of the protection of personal data and the marking of the references as confidential and exclusively addressed to the recipient’s attention.
There are also disadvantages related to suspicion of fraud or preferential treatment for
the recommended candidates, namely that the employee who recommends may overestimate the grade of eligibility and compatibility, competence and integrity or professionalism of the candidate proposed. The risk of over-estimation of skills is amplified when the employee and the recommended candidate only interact in personal contexts, from the position of neighbours, relatives, knowledge or friends. The risk is somewhat lower (but must be carefully considered) in
the case when the employee and the recommended candidate have been mainly involved in contexts professional, for example having the status of former service colleagues, members in the same team, having the opportunity to get to know their work style, strengths and limitations in the treatment of tasks concrete. Another drawback of excessive or exclusive use of the recommendations is that the employer will have access only on a limited basis of CVs and the most suitable candidate for the vacancy you may not know that this job exists and therefore never be discovered.
Application forms
This more laborious and sophisticated selection procedure introduces a auxiliary filter and an extra motivation test, and the company has multiple benefits using own website compared to commercial recruitment sites:
? It generates traffic and visibility for all career opportunities, promoting it
employer brand;
? Simplifies application processing by making it easier to import them directly into the database;
? Ensures to maximize the share of eligible applications they receive
? Collects CVs from authentic candidates motivated by the selection process, reducing the risk of random applications;
? Introduces relevant filters tailored to targeted recruitment goals (example: mini-interview and personalized questions to the standard questions grid
? Last but not least, the costs for posting the recruitment announcement are diminished through call for internal resources.
For the candidate, it is indicated to apply directly to the website, especially in situations where the same ad has already received hundreds of applications on established recruitment sites and targeted application to the employer will be much more visible and thus increase the chances of access to the later stages of the selection. The recruiter will usually deal with the applications received with more attention and promptness directly on the website, and, once inserted into the database, your CV will be viewable later on for other available posts appropriate to the profile.
