Engaging Employees : A Case For Improved Recruitment And Retention

More and more each year we seem to experience what can only be stated as a growing talent shortage throughout all departments of our company; so starting today we will be implementing a comprehensive change to our strategies for finding exceptional talent. According to Winston & Gallagher (2014), a ManpowerGroup report shows that 36% of managers in all industries are reporting a major shortage of the talent pool and have come up with several ideas on how to correct this issue. We are a small city trying to compete with large cities such as Houston, Dallas, and Austin just minutes and hours from our front doors. So starting today we will implement what will be known as the “Woodlands Initiative” that will play off the incredible lifestyle available here in The Woodlands Texas.

In order to be considered a candidate an applicant must posse the basic qualifications of the position. If Eastern Washington can find a way to encourage or give incentives their employees to refer only those qualified for the position, it will greatly strengthen this method. This is because it will cost Easter Washington less money due to the fact that they will not have to sift through a bunch of resumes of under qualified candidates saving them a great deal of time. Referrals have a very high one year retention rate and also a very low cost for a one year survival compared to kiosks and media. If Eastern Washington is able to recruit more through referrals they will have more employees who they can retain for longer periods of time. This is important because Tanglewood’s main recruiting strategy is to promote from within.

Section 1: Introduction The theme for this paper is to select an organization that I 'm familiar with, which is recruiting and retention for the state of Georgia. I will identify an existing performance gap that can be closed by developing a training program. I will also describe how I would develop an effective training program. The references for this paper will come from Chapters 8-10 of the textbook and other resource materials.

The City of Grande Prairie HR Department differs from most organizations in its role of recruitment. Managers are responsible for their own recruitment, interviews and orientation. During the recruitment and selection process, the right type of applicants is far more important than the number of applicants. If hiring managers do not support or understand the importance of diversity or rush the process it can has negative impacts, both short and long term. Often a variety of factors including financial constraints, stiff competition for talent, mandates for efficiency and effectiveness and the decision making structure make service delivery and recruitment challenging. To ensure that a diversity policy and program becomes a part of the organizational culture management will need to be educated and supported in regards to the importance of hiring and effectively managing a diverse team.

Health care organizations in recent decades have found they must do more with fewer resources, in particular fewer human resources. Economic instability in the United States coupled with governmental changes in health care reimbursement structures have compelled considerable reductions in force in health care organizations and in some instances elimination of services previously provided. In this economic environment, dedicated and motivated employees in health care facilities are the most valuable resources of the organization. However, for employees to be valuable to the organization they must be engaged in the goals,

Even though employee retention starts with attracting potential employees, today’s society has placed a new and greater demand for skilled and educated employees as new hires for their companies. These employees, however, are starting to become harder and harder to find. So

The assessment and selection of personnel for any organization are crucial steps that should be taken carefully to ensure that the organization has the right human resource capital to fulfill its goals and objectives. From case four of Tanglewood, it emerged that the company has an increasing rate of employee turnover and personnel reorganization is a constant in the company which means that the organization does not have the right human resource management tactics to keep employees satisfied with their jobs and to keep the employee turnover rate low ADDIN EN.CITE Kammeyer-Mueller2009572(Kammeyer-Mueller, 2009)5725726Kammeyer-Mueller, J.Tanglewood casebook2009New York, NYMendota House, Inc.( HYPERLINK l "_ENREF_2" o "Kammeyer-Mueller, 2009 #572" Kammeyer-Mueller, 2009). Consequently, there is more pressure on Tanglewood and its human resource management staff to fill the vacant positions and find the right people for the position. Any decisions made regarding the candidates should be based on the recommended KSAOs for the position and future work behavior of the candidates. Tanglewood should also make steps towards improving the career progression and job satisfaction of employees in order to reduce the staff turnover rate. This is a detailed plan that gives recommendations on the selection decision making for the manager position in Spokane. A selection panel will be developed who will be involved in decision making and developing

Organizations often experiences staffing issues; therefore, one department will be asked to cover for another. However, these issues can be generated from several aspects within an organization such as staffing issues, financial issues, and organization retention. Subsequently, the organization administration must endeavor to sort out the best strategy to resolve these issues. In this particular paper the underlying issues involves staffing. “Strategies for improving the employee selection process include tracking recruitment sources; using realistic job previews (RJPs); using assessment tools and interviews to predict turnover; and hiring for fit and

While staffing any organization, you want to find the most qualified candidates to fill your positions but you must be mindful of diversity and non discrimination at all times. “Knowing how to “hire smart” is a must for any employer. A company that does not think strategically about recruiting could miss out on the best candidates, fail to hire a diverse workforce or worse - expose itself to liability for discriminatory hiring practices.” (Berkowitz, n.d.)

Most companies understand that recruiting, developing, and retaining talented employees is critical. Talented employees provide organizations with a competitive advantage that is not easily reproduced. However, it takes a talented Human Resources (HR) department to place the right employees in the right jobs. Talent management applies to all employees of an organization, especially the HR department. A dedicated HR staff supports the company’s vision and mission. Therefore, it is vital to have a talented HR staff in place to support the organization’s objectives. This paper will examine the staffing of an HR department at Ohio Bath Solutions, LLC. First, the paper will analyze three HR functions: recruitment, compensation and benefits, and training and development. The paper will assess the impact of each function in adding value to the company’s HR department. Next, the paper will develop a job description for a compensation and benefits specialist position at Ohio Bath Solutions. Third, the paper will identify the best recruitment method and selection method that the company uses to attract talented candidates for the HR functions. Last, the paper will develop a compensation and benefits package for the new HR staff.

The central argument of this report is to develop an in depth understanding of employee engagement and sustainable talent management. These concepts will be studied with reference to a well renowned charitable trust in the United Kingdom; known as the Dartington Hall. This report is expected to be of great relevance for more or less all those organizations that aim to work upon the proficiency and effectiveness of the engagement of their employees in the work and also upon rightfully managing the talent which they have. In this report, major emphasis will be laid upon studying how the management of the chosen organization; that is, the Dartington Hall manages its talent and keeps the employees engaged with them. In order to make the report more authentic and reliable, a detailed interview session was held with one of the key personnel of the Dartington Hall. Responses of the interviews have been utilized in this report at multiple stages so as to draw meaningful results.

Mishra and Boynton study finds that employee engagement is an important factor of internal communication. Nowadays, most organizations and their managers are looking for bridges to build trust between employees and executives. Executives and managers think employee engagement is top priority for them to build mutual trust. Engagement boosts deep relationship between management and employees. Internal communication is important for enhancing a culture of transparency between top management and employees in any organizations. Definitely, employees are happy working in an environment where they trust the people, have pride in what they do, and enjoy the people they work with. Since employees think positively in organization, which is more productive, eventually both management and employees benefit from having great compensation. Good environment is based on open communication, which brings out employee’s and management’s voice together so it is good enough to resolve any kinds of issues. When organizations take care of their employees, then employees trust their management’s honesty, openness, support, and willingness to listen to the employees’ voice. Strong internal communication works as a bridge for trust and commitment with employees and management, which can in turn lead to employees’ engagement. This honest and transparent internal communication is best received directly from managers to their employees.

The need to incorporate similar flexibility in public administration has been recognized and addressed by congressional committees, public agencies, human resources professionals, and public administration academicians. This research paper focuses on the issues, recommendations and recent initiatives to address competitive recruitment and retention in contemporary public administration.

Leaders also try to achieve the same quality for their own status, which allows them to pursue greater strength, achieve personal goals and future endeavours. According to a recent study conducted by Psychometrics Canada a pioneer in research assessment, has mentioned in one of its report that employee engagement in the organisation plays a major role in the success of any organisation. Accordingly it says that the best way to increase the relation is by working out a strategy that builds positive environment and culture relations between the workers and ensuring a good leader to fit for the purpose. Leaders in the organisation can try to achieve a better employee engagement by listening to followers opinions, communicating his vision with a clarity, providing and developing strategies and solution for the success, and finally recognising the ability of the followers and praising their contributions. Thisaspect of leadership is displayed by general feedback, generating ideas and possess enthusiastic in requesting for help (Bradley P. Owens, 2013). One example of this leadership quality is described by DAVID J. BOBB(David J B, 2013) in his book saying following servant leadership is very difficult as it is not a natural talent to anyone. He takes the example of George Washington, though considered to be a man of high temper and showing excess pride in his capabilities and qualities during his period as a freedom fighter. As he has foreseen the global position he is getting

THE INFLUENCE OF EMPLOYEE TRAINING ON EMPLOYEE ENGAGEMENT IN NON GOVERNMENTAL ORGANIZATIONS OPERATING IN MERU COUNTY,KENYA