Retirees Recruitment in Strategic Management

Integrating the recruitment of retirees to return to the organization with an organizational SHRM strategy

Many business organizations continue to face the challenge of the ever-changing state of affairs in the employment and selection of qualified personnel. As such, strategic human resource management plays a critical role in the provision of prospects that enhance the operational tactics of business in the recruitment and selection of staff (Pynes, 2009). In this regard, the organization must lay out its objectives and future aspirations to facilitate the alignment of recruitment requirements to the company’s strategies. Also, in the employment of retirees, the organization requires to recruit proficient and qualified people as well as provide training and educational support to align them with the organizational needs (Pynes, 2009).

For the organization to ensure the triumphant employment process of retirees, efficient planning is inevitable. For this reason, the firm’s hiring processes must incorporate the organization’s mission and goals. In essence, the retirees must be recruited based on the clear comprehension of the job requirements (Pynes, 2009). Further, the hired retirees should be subjected to screening to enable the company to select only the most proficient and qualified candidates.

The company can also integrate the employment of retirees through computer-based kiosks that relay information on job vacancies. Through the system, the applicants can find data of the available jobs. Further, the company should make use of advertising as a significant process of recruitment. On this note, the firm can design adverts that focus on the job specifications, thereby attracting applications from the proficient and capable retirees.

The firms should also integrate the retirees into the organization by adhering to the requirements of equal opportunities. Through compliance with the specifications, the firm can integrate retirees into employment without discrimination based on age, sex, religion, or race. Further, the company should carry out honesty and integrity tests to the retirees to review their attitudes towards immoral deeds. Physical agility tests are also vital in the integration of employees into employment since it enables the organizations to gauge the capabilities in performing their tasks. Interviewing the retirees forms the cornerstone in deciding the most suited person for the job. As such, the selection panel can review the applicant’s analysis of the job (Pynes, 2009).

Strategies that organizations can use to attract retirees

Recognition, as well as respect to the older employees of a firm, plays critical roles in influencing their retirement decisions (Dychwald et al., 2006). In essence, lack of respect and value for the aging employees reduces their scope of involvement in the company’s state of affairs. Therefore, organizations have a role of eliminating the stereotypes of disrespect and lack of recognition to the aging personnel. In this regard, firms devise diverse strategies to entice retirees back to the operations of such organizations (Dychwald et al., 2006).

Studies have documented that aging personnel are unable to acclimatize with varying expertise. As such, they are often deprived of training opportunities. Initiating training courses for aging personnel is fundamental for their attraction and retention in the workforce. Through the training programs, the workers can build workplace appraisals that are vital in the revitalization of their decisive dexterities (Dychwald et al., 2006). Further, the training initiatives provide workers with the necessary skills in their career development endeavors.

Another important strategy employed by the organizations involves presenting a work setting that is elastic to the older staff. Through this tactic, the employees can ensure stability between the individual and the job aspects of their lives. Also, a flexible work environment provides the workforce with an opportunity to develop their proficiencies by sharing different tasks. As a result, the aging workforce continues with their tasks for longer durations (Pynes, 2009).

Snowbird initiative is also a tactic used by organizations to attract retirees. Through such a program, the older workers are provided with the prospect of shuttling to areas with diverse climatic conditions that are appealing. As such, the workers can extend their working stints in the firm (Dychwald et al., 2006).

Screening techniques used in the selection step of the recruitment

The success of any business organization depends on the effective screening of the people who apply to contribute to the firm’s state of affairs as employees (Brown, 2011). In this regard, there are diverse techniques used in the selection process of recruitment. First, the organization can embrace the behavior technique where the contenders are put to task explaining their past employment deeds and the correlation to the present positions (Brown, 2011).

Further, the comprehensive, structured screening method allows the interviewees to elucidate their comprehension of the job specifications and how to deal with the obstacles that may be encountered in the execution of their functions (Brown, 2011). The organizations also use the oral screening boards system where the interviewers rate the candidates based on the interviewees’ oral responses of job history, creative thinking, inspiration, and appearance (Brown, 2011). Moreover, the situational screening technique is critical in judging the irrefutable attributes of the candidates ranging from professionalism to the applicants’ handling of problems. The technique is also useful in gauging the candidates’ collegiality as well as personalities (Brown, 2011).

References

Brown, J. N. (2011). The complete guide to recruitment: A step-by-step approach to selecting, assessing and hiring the right people. London, UK: Kogan Page Publishers.

Dychwald, K., Erickson, T. & Morison, R. (2006). Workforce crisis: How to beat the coming shortage of skills and talent. Cambridge, MA: Harvard Business School Press.

Pynes, J. E. (2009). Human resources management for public and nonprofit organizations: A strategic approach. San Francisco, CA: Jossey-Bass.