Employee recruitment and retention strategies in organizations 2005-2015

Recruiting and Retaining Employees

Despite the fact that organizations are all diverse, their general mission and objective is to recruit and retain professional personnel. They undertake this aspect by implementing and executing innovative approaches and strategies. The purpose of this study is to cultivate an understanding of the elements linked with staffing and retaining of personnel in organizations through analyses of published research studies obtained in the literature. In this particular paper, a methodical examination of articles published in the period between 2005 and 2015 was conducted and those that precisely place emphasis on recruitment and retention approaches in organizations. Importance of these articles was to discover and examine pioneering or inventive recruitment and retention approaches in organizations. Discoveries from these articles offered businesses and corporate organizers with information that was essential and was required to make decisions concerning recruitment and retention to improve employability at places of work (Khattak & Rehman, 2014).

Introduction

The recruitment and retention of employees is a developing purpose in the corporate realm. With the growth and increase in globalization, there has been a drastic change in the business setting. For this reason, it is imperative for organizations to ascertain the manner in which it can retain workers. Fresh and novel initiatives for recruitment and retention are necessitated to enhance the quality levels and the professional behaviors of the personnel at workplaces. However, this cannot be attained devoid of a well-made and designed procedure for recruitment. Recruitment that is effective and productive is a basis for talent management and supervision program. Organizations execute effective human resource approaches in order to be able to compete in the global marketplace. The retention of personnel is an imperative aspect to business organizations. There are numerous direct and indirect expenses that are linked with the turnover of employees. Management practices that are concerned with and focused on employees enhance and boost the behaviors of the personnel at the workplaces (Kijpokin, 2013). The main purpose of this paper is to offer a report with regards to papers that have been published in popular research journals. In this particular paper, a methodical examination of articles published in the period between 2005 and 2015 was conducted (Khattak & Rehman, 2014).

Proper recruitment and retention methods and approaches that are suitably planned enhance organizational culture and guarantee the future performance of the company. It has been additionally concluded that strategic human resource undertakings can bring about competitive advantage. These SHR practices cultivate and advance organizational leaders. Retention strategies that are effective are significantly linked with systematized package retention ingenuities (Allen et al., 2010). Methodologies that take into account several factors have a substantial role to play in staffing (Ngozi et al., 2011; Khattak & Rehman, 2014).

Employee Recruitment and Retention: Issues to consider

According to a study undertaken by Lubna et al. (2014), the reliability and honesty of the recruitment and retention of personnel is the idea and conception that these two aspects are not two individual procedures but are more of an activity that is unified. The following are issues that ought to be considered when it comes to the recruitment and retention of employees.

Employment Costs:

The firms ought to make considerations of the financial outlays incurred in the employment of new personnel as well as other expenses incurred during the recruitment process. More so, there is a need to calculate and ascertain the total cost incurred for a new employee being recruited. The organization also has to consider its reputation in the marketplace. The total financial costs signify the importance of a recruitment process that is well-designed (Lubna et al., 2014).

Smart Salary Package:

Another aspect to consider is that a proper amount of money ought not to be the only reason for employment, but also should not be a cause to disregard exceptional talent eagerness. For example, if the current general salary on the market is about $30,000 and an organization makes an offer of $31,000 for the individual they want to recruit, it would make sense. In a simple manner, if an organization finds an individual to link their purposes well, then they ought to ensure that they have a satisfactory salary. According to a survey undertaken in the United Kingdom in the past twenty years or so, results indicate that in all classifications of jobs, the benefits and salaries of the employees are considered to be the most important. This does not imply that organizations should always pay more or higher, it simply implies that they should have a payment that is enough or satisfactory (Mohlala et al., 2012; Lubna et al., 2014).

Time and Attention:

It is important for managers to make time to communicate and interact with new recruits when they join the company. The new members of a company have better performances when their concerns are taken into consideration and managers pay attention to their concerns and needs. The managers who do this know and understand the importance of the new recruits as they are a long-term investment to the company (Lubna et al., 2014).

Money Cannot Be a Reason:

An organization should pinpoint those who are eager to join the company not just for the money being offered alone. This is because if this is the main factor, they will be easily swayed away from the company in the near future. When the employer and the employee come to an agreement in terms of objectives, beliefs and values, it is expected that that will grow into an employment association that is successful and effective. The organizations ought to run through a comprehensive and exhaustive professional ruling so as to discover and pinpoint the real impetus and reasons of their personnel to join the cause. If the ultimate outcome is a question of money, then the organization should not take any action (Lubna et al., 2014).

Overall Treatment:

The manner in which the employees are treated is deemed to be very important. This includes the kinds of incentives that are offered to the employees such as recognition of good work, team building programs and activities, prizes to the employees, extra holidays and even travelling packages. These incentives will inspire and hearten the employees to work harder and also this will be perceived by the employees as an indication of investment and devotion to them (Lubna et al., 2014).

Recommendations for managers

The following sub-section will offer various recommendations for managers regarding the recruitment and retention of employees.

Practice learning is associated with recruitment and retention of employees:

In accordance to research and study undertaken by Jonathan et al., (2006) it has been found that practice learning enhances and boosts the pool of probable employees and it generates teams and work groups. In addition, it increases the level of employability at the organization and heartens and inspires team building (Doel, 2005). More so, practice learning opportunities are vital and significant for the retention of employees as they are deemed to be fruitful aspects for the recruitment of employees. It also augments the skill set, expertise, outlook and behavior of the employees ((News Items, 2005; Khattak & Rehman, 2014).

Well-defined recruitment policy as a basis:

A recruitment policy that is defined and designed in a proper manner is a basis for a recruitment process. The advancement of recruitment aims, methods, activities and assessment of recruitment outcomes are the elements of a recruitment procedure. A policy that is clear and well defined offers guidance to the strategic recruitment process. It is important to note that the retention of employees comes as a consequence of a recruitment procedure that is effective. The role of strong and distinct recruitment policy cannot be overlooked for the reason that human resource management practices have a straight effect and impact on the performance of the organization (Khattak & Rehman, 2014).

Corporate objectives, the base of strategic recruitment and retention of employees:

Professional employees with great talent and expertise help in the attainment of organizational objectives (Francis et al., 2012). Strategic and organizational objectives offer awareness to the recruitment personnel regarding probable deficiencies and excesses. Organizational policy plays a vital role in the institution and advancement of strategic human resource management (Esther et al., 2012). Tactical recruitment stresses why it is essential to have a corporate plan and purpose (Armstrong, 2009). Therefore the general theoretical aspect of HRM process is the incorporation of all HRM tasks, devotion to comprehensive organization objectives and receptiveness to the external environment (Armstrong, 2009; Khattak & Rehman, 2014).

Internet/online recruitment:

In the forthcoming periods, the internet will be an important and effective tool for recruitment. This is for the reason that it is economic and time efficient. Nevertheless, the significance of customary approaches ought not to be disregarded. Recruitment through the internet is growing into a prominent source of recruitment but as a result of the lack of technology, expertise and experience, staff and awareness, this method is rarely employed by organizations. Nonetheless, electronic-recruitment is a strategy that is emerging at the current moment. Lively and dynamic communication between applicants and the employers can be attained by making use of e-recruitment tactic (Lux et al., 2013). It is additionally established that internet recruitment or electronic-recruitment and social recruitment methods ought to be considered and applied as extra implements. They are strategic recruitment implements for the reason that they are an effective way of appealing and attracting job candidates (Hassan and Batool 2013).

Conclusion

In conclusion, the cultivation, advancement and sustenance of a mature HRM and organizational development structure are advantageous and of great benefit to the organization. What are greatly needed are inventive and original recruitment and retention organizations. Planners of organizations and human resource managers ought to focus or place emphasis on controlling all of the elements of the process of recruitment in an effective and efficient manner so as to attain the best results in recruitment. The incorporation and assimilation of HR practices with the company strategy is vital for the success of the organization. The proper management of talent is using a recruitment and retention method that is effective for realizing sustainability for the organization. In the present day business setting that is very competitive, the management of careers and succession development and scheduling play vital roles in HRM. Therefore, it is imperative for HR managers to cultivate the best and well-developed HR practices to take into account the new actualities of competition in a global aspect. The creation and forging of healthy working relationships and association between the employer and the employees is substantial to the employee's strategic recruitment and retention. In addition, a strong organizational culture also aids in recruiting and retaining employees in an effective manner (Khattak & Rehman, 2014).