Abstract
Human resources (HR) constitute one of the essential assets in a business establishment. Organizations with outstanding HR policies realize important milestones that are significantly hard to find in entities without precise personnel management. Scholars in the HR administration field help corporations transform humans into talents for competitive benefits. Promoting the spirit of teamwork, inclusivity, a sense of belonging, and mutual growth help employees become pertinent players in driving the organizational agendas. Successful HR managers mainly focus on workforce recruitment, retention, and development as the primary objective. The recruitment aspect ensures that organizations get the right people to work with, while retention and development help organizations employ outstanding talents at minimum cost. Mastering the skills of recruitment, hiring, and workforce development builds an authentic HR head. The following discussion describes my operations as the personnel Vice President of XYZ International and the various tactics employed to recruit, hire, and develop fine talents for competitive advantages.
Who and How to Recruit the New Employees
Understanding the nature of activities undertaken at XYZ International and the organization’s vision and mission is crucial to recruiting the right persons for the business. XYZ is a U.S.-based company specializing in smartphone and PC software development. The entity’s market is highly competitive, demanding, and rapidly developing. The sector requires goal and future-oriented employees with an above-average desire for change. Workers in the sector also need to work without supervision, while integrity and self-discipline are highly relevant personal traits (Dilchert, 2018). Moreover, the software industry offers substantially higher remunerations, making many young individuals desire to work there. Targeting every job applicant in the sector can lead to failure in the long run. That is because of the industry’s sensitivity and demand for fine talents and determined persons. The standard norm in the sector involves the recruitment of fresh graduates from colleges and poaching outstanding innovators from rival organizations. However, the practice exposes many firms in the industry to the risk of hiring disloyal employees who struggle with a superiority complex and insubordination.
The current recruitment goal at XYZ International is to establish a team of highly motivated talents who co-share the organization’s ownership. The entity desires to have employees who are proud to work for the organization and serve as the entity’s ambassadors to the world. Consequently, the organization seeks to work with all fine talents with controlled aggression and treasure perpetual growth, integrity, and dominance. Being a free thinker and innovator, besides exhibiting the earlier traits, further makes one an excellent target of the organization. An individual must also yearn to grow academically and become a personal leader to fit well in XYZ International. Having the picture of the person to hire and getting that employee involves a wide gap that HR heads and organizations must work hard to bridge, according to Dilchert (2018). XYZ’s desired workforce is not readily available, while almost every organization is out to hire such personalities. The matter puts significant pressure on the HR department to ensure that the targeted parties do not end up with competitors due to challenging hiring processes or tactics.
Using a combination of hiring strategies is crucial for our organization to acquire the anticipated new employees. Examples of recruitment schemes to use for the entity include cultural development, external and internal brand improvement, succession planning policy, competent leadership, and high standards maintenance. Other crucial recruitment tactics to adopt include focusing more on negotiable skills, establishing constant networks, rewarding recruitment referrals, simplifying the recruitment process, enlisting for potential rather than roles, and establishing clear career trails. All these tactics are researched-backed ways to allow XYZ International to realize competitive advantages through its human resources. Improving the organization’s culture will help XYZ attract and retain talents, as advised by Gallardo-Gallardo et al. (2020). Meyer and Xin (2018) say that employees in an organization play a crucial role in attracting or repelling talents from the employer. The present-day digital platforms allow workers to rate their employers for the world to see. Entities with attractive organizational cultures receive appealing ratings and descriptions online, making every fine talent who desires to last and grow in an organization seek the employer.
The brand improvement facet further connotes selling an organization to the public. Many people know about XYZ International as a major player in the software development industry, but the story almost ends there. Very few people visit the corporation’s website and social media platforms, making it hard to acquire the necessary publicity. The point that XYZ International’s customers are well-established hardware developers significantly contributes to the organization’s quiet operations. However, my plan as the new human VP is to publicize the business’s achievements and the central role of teamwork and innovation for shared success. The strategy will make it easy for talents seeking to work in environments such as the one in the organization to seek it for possible hiring. The successful promotion of an organizational brand will also make referrals easy and more promising, as Meyer and Xin (2018) reiterate. The succession policy at XYZ International will aid the firm in establishing an ever-available multigenerational talent pool. The pool will save the entity from the risk of employing a poor character while rushing to fill a blank post.
Concentrating more on passable skills will help XYZ International access a broader list of potential employees with the targeted fine talents. Stahl et al. (2020) argue that many businesses with the potential to hire great workers fail to do so because of listing a perfect employee skillset. Stahl et al. (2020) insist that the mistake eliminates the most talented individuals and grants access to the skilled biased fellows. The changes in job markets resulting from the entrance of highly educated individuals with limited experience require organizations to balance hiring skilled and educated groups. The different sects have strengths and weaknesses, with the educated lot exhibiting more potential to advance contemporary organizations such as XYZ International. Establishing constant networks at XYZ further promises to develop a steady pipeline that handles recruitment issues proactively. The organization will create a talent identification and development channel to realize a pipeline for easy recruitment. Moreover, recompensing recruitment recommendations involves issuing referral bonuses to employees endorsing fine talents they have worked or interacted with, which helps to avoid is-hiring due to unmatched personality and job descriptions.
Determining Which Individuals to Hire
The placement process allows HR personnel to undertake a more focused search for the most fitting candidates from the established pool of potential workers. Resume screening, interviewing, testing, and reference checks are used for hiring at XYZ International. The approaches allow the HR team to investigate the potential workers’ credentials and education, relevant work experience, personality compatibility, and self-confidence. Resumes contain job seekers’ qualifications and other essential personal information. Screening the documents thus helps the HR personnel to compare the individuals’ credentials with the established list of must-have training for the particular available job (Stahl et al., 2020). Consequently, candidates whose resumes lack the critical qualifications the firm seeks are excluded from further considerations, doing the search for specific talents finer.
Moreover, interviewing helps HR officers to test job applicants’ skills and knowledge. Griffiths et al. (2020) cheer the method as one of the best tactics for the job applicant to defend the knowledge and skills that one claims to have in the resume. Moreover, the scholars maintain that interviews create an unmatched chance for employers to evaluate the potential employees’ attitudes. Skills, attitude, and knowledge are the three most crucial elements a candidate must have to secure a job. However, testing the three aspects through a single method is never easy. Therefore, the combination of resume screening and interviews offers an excellent chance for the human resources team to get closer to suitable candidates. As the new human VP at XYZ International, the 80/20 interviewing rule forms an excellent method to sieve job applicants. The approach allows individual job applicants to do eighty percent talking while the interviewer does twenty percent, mostly posing open-ended discussion queries on past behavior and acquired skills.
Testing and reference checks are the last two processes in XYZ International’s new hiring process. The former mainly involves having the candidate perform a practical task related to the responsibilities under the available job position. The testing process at XYZ mainly involves programming activities for the persons hired to fill software development posts. Subjecting the job applicant to the actual task makes it easy for the hiring team to prove the candidate’s appropriateness beyond doubt (Griffiths et al., 2020). Reference checks further allow the employer to verify the truth in the provided potential employee’s information. This last step filters candidates with overstated employment history, leaving the organization with the best possible candidate for the position available.
Incentives and Practices to Utilize to Help Build Relationships with All Employees to Ensure They Stay with the Organization
The smartphone software development industry is highly competitive and lucrative. Organizations offensively target performing employees in their rival entities to seek market dominance. Most players in the division thus use money and hefty remunerations to maintain their talents. However, the industry’s excessive continuous innovation pressure leads to workers’ short and long-term mistreatment. That explains the significantly high turnover rate in the sector, as reported by Srinivas (2019). Understanding the market and the desire to become a market leader informs current XYZ’s intentions to apply superior incentives to manage our talents. Therefore, I recommend a combination of various practices and incentives to adopt for the firm to realize that unique competitiveness.
Offering employees’ bonuses, establishing a student loan settlement plan, stock alternatives, paid time offs, vacations, and family leaves, growth opportunities, fitness incentives, and flexible working are examples of the incentives offered by XYZ International. The incentives’ amalgamation attracts all the generations currently employed by the organization. About seventy percent of the workers in the software designing industry are graduates from colleges and universities bearing hefty education loans (Velez, Cominole & Bentz, 2019). Failing to care about the matter causes substantial financial pressure on the young generation, forcing them to leave their jobs. However, supporting the lot on this matter promises to retain them for over ten years, thus boosting the entity’s growth. Allowing the workforce to work at most four days a week from home and pegging bonuses to every innovation also stimulates the team to last in the organization. Similarly, the stock option creates room for the many young workers to co-own a superior brand, which motivates the group to work hard to develop what they own.
References
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Gallardo-Gallardo, E., Thunnissen, M., & Scullion, H. (2020). Talent management: Context matters. The International Journal of Human Resource Management, 31(4), 457-473. Web.
Griffiths, A. J., Hanson, A. H., Giannantonio, C. M., Mathur, S. K., Hyde, K., & Linstead, E. (2020). Developing employment environments where individuals with ASD Thrive: Using machine learning to explore employer policies and practices. Brain Sciences, 10(9), 632. Web.
Meyer, K. E., & Xin, K. R. (2018). Managing talent in emerging economy multinationals: Integrating strategic management and human resource management. The International Journal of Human Resource Management, 29(11), 1827-1855. Web.
Srinivas, S. (2019). The Information Technology (IT) industry in Bangalore: A case of urban competitiveness in India? (pp. 163-184). Routledge.
Stahl, G. K., Brewster, C. J., Collings, D. G., & Hajro, A. (2020). Enhancing the role of human resource management in corporate sustainability and social responsibility: A multi-stakeholder, multidimensional approach to HRM. Human Resource Management Review, 30(3), 100708. Web.
Velez, E., Cominole, M., & Bentz, A. (2019). Debt burden after college: the effect of student loan debt on graduates’ employment, additional schooling, family formation, and home ownership. Education Economics, 27(2), 186-206. Web.