Organization Business Strategy the Organization

Organization Business Strategy

The organization will choose to develop rather than acquire talent. By developing talent, the organization will be able to save on costs incurred to acquire talent while at the same time it will be able to train and develop their employees to suit their needs. The organization will choose the lead system whereby staffing decisions become fundamental to the organization's strategy. This will help the organization to find the right people with the skills that match the skills required for the organization to prosper. The organization will choose to hire internally. This will complement its decision to develop talent allowing the company to create a stable workforce that is committed to a long-term career in the organization. The organization will have a core workforce. This will help the organization to have a strong workforce that is fundamental to the core activities of the organization. The organization will choose to have a high employee retention rate. This will complement the organizations' strategy to develop talent and hire internally. The organization will have a low employee turnover rate and will be able to control its human resource needs. The company will hire nationally since most of the skills that it requires are available within the country. The company will choose to attract employees by offering competitive remuneration rates. This will reduce costs to be incurred by the company relocating. The company will choose to be understaffed since it will develop talent and will enable a flexible staffing arrangement with temporary employees when they need to increase the number of staff. The company will choose to hire talent then develop it.

In regards to staffing quality, the organization will choose to have a person/job match meaning that each person will be assessed for their skills to match the position they are to fill. The company will have specific KSAOs which allow it to focus on competencies that are specific to each position. The company will have an acceptable workforce quality and will have active diversity thus making it an equal opportunity employer.

Administrative issues in planning stage of external recruiting

One administrative issue in the planning phase of external recruiting is timing. As the staffing manager, it will be important to know when the right time to look for applicants is. The two primary considerations in regards to timing to be made are what the lead time concern is. This is where planning is important. The staffing manager will need to decide when is the right time to begin looking for applicants. The second consideration is the time sequence concern. Here, the staffing manager needs to create a staffing flowchart which will help to time the activities involved in the recruitment process.

The second administrative issue is on the number and type of contacts. The staffing manager needs to find the yield ratio which is the actual number of applicants to the position divided by the variable of interest. Therefore, the staffing manager needs to know the best yield ratio that gives the best possible staffing outcome. The staffing manager needs to know the exact type of contacts to find who complement the KSAO requirements for the position advertised. This is also influenced by the applicant search process.

The budget is also another important administrative issue. The staffing manager needs to establish their recruitment budget and choose whether they use a top-down or bottom-up approach in budgeting. They also need to incorporate recruiting costs in the overall budget. The staffing manager will thus be able to evaluate the source cost per hire which will enable them to know how much they need to spend in order to fill the available positions.

The staffing manager also needs to create the recruitment guide which will be essential to outline the processes followed in order to attract, select and hire employees. This document will be based on the staffing flowchart and will contain essential elements of recruitment planning. It clarifies the roles, person expectations and accountability of each position and ensures there is consistency across all recruitment processes and that there is compliance with the law.

The last administrative issue is process flow and record keeping. The staffing manager needs to ensure that the recruitment process is consistent no matter which position they are recruiting for and that proper records are kept. This ensures there is transparency and accountability in the recruitment process.

Guidelines on oral and written communication with job applicants

One important guideline is that the human resources department is solely responsible for setting the policies and procedures regarding staffing and management of all aspects of the staffing process. Therefore any written or oral communication to job applicants should come from the human resources department except where the management team may need to reply to an item that they are formally delegated for.

The second guideline is that all oral and written communication with job applicants should be clearly stated and in a conspicuous manner in the appropriate document. This is in order to prevent any misunderstandings or misinformation that comes from the job applicant not receiving or comprehending the message. The members of the organization should require the job applicants to acknowledge receipt or the message being passed and they should be given an opportunity to ask for clarification where it is needed.

All staffing procedures should be recorded in writing. When oral communication is used, it should be properly documented so as to ensure proper record keeping. All communication should pass through a review by a member of the human resources department before it is conveyed to the job applicants. The departmental managers are allowed to use HR procedures to help them create requests for filling positions and to participate in the staffing process. However, they should consult with members of the human resources department.

How to get individual managers aware of legal requirements of staffing systems

One method to raise the awareness levels of individual managers on the legal requirements of staffing systems is to send out a memo to pass information on the importance of managers being accountable and transparent in their staffing activities. Another method would be to schedule a training program which will be attended by all managers within the organization. The training program will be designed to educate the mangers on the laws and regulations surrounding the staffing system in the organization and the negative consequences that are associated with violating the staffing laws and regulations.

The training program can be divided into two parts based on the objectives of the training program. The first would be to help the managers to understand the laws and regulations in the staffing system and the second part would be to understand the impact and consequences of complying with laws and regulations. The training can be done using case studies, role plays and hand on training to enable the managers gain an in-depth understanding of the legal requirements.

Another way to get individual managers to understand the legal requirements of the staffing system and for them to take the appropriate steps to engage in legal staffing decisions and actions is making it part of their job description. This will make them responsible for the staffing decisions in their department.