Managing Human Resources
Managing Human Resources
Pearl & Mutual Benefit is an insurance corporation that has been recruiting expensive and competent graduates. Nevertheless, after an assessment process was conducted, it was established that there exists a retention issue in the firm. The assessment established that more than sixty percent of the staff left the organization in 2005. Remarkably, the personnel joined organizations that do not operate in the financial sector. The organizational structure of the company that is engaged in the recruiting process is challenged by the low level of retention. This report is intended for the Human Resource Director of the Pearl & Mutual Benefit and Insurance Company. It conducts a comprehensive evaluation of the process of graduate selection in order to focus on recruiting capable and proficient candidates only. Additionally, the report works on establishing the time and cost of instituting the changes.
The Existing Graduate Selection Process
Presently, the graduate selection procedure at the company entails a panel that is overseen by a senior manager. The approach includes the panelists assessing the interactive and motivational abilities of the candidates. Next, the members of the panel isolate the applicants with the best qualifications and offer a score to each of them. Nonetheless, it has been observed that diverse ratings have been offered by individual panelist. This indicates that there is either a bias in the selection process since the panelists greatly differ in the scores they provide for the candidates. Thus, there is no proof that the selected candidates represent the qualities that the panel was looking for since the major decision lies with the senior leader.
Workers are the supreme asset that an organization can attain (Hall, Pilbeam & Corbridge 2013). Therefore, it is important for Pearl & Mutual to reevaluate the graduate selection process to ensure that the hired candidates will stay in the company for a sufficient period of time. An ideal procedure for selecting candidates will result in a staff that is motivated not only by financial rewards, but also by advancing of their careers. The HR department is accountable for this procedure in the organization (Armstrong & Taylor 2014). Nevertheless, the senior leader that has the final say is responsible for the low rate of retention that is evident in the organization.
First, an evaluation based on skills should be conducted to ensure a successful selection procedure that will enhance the rate of retention. This analysis should deliberate the requirements and description of the task as well as a specific abilities appraisal. Moreover, the analysis should investigate the communication abilities of the applicants. Torrington (2011) indicates that the preliminary phases of the selection procedure must be easily understood and practical. The HR department should be aware of the optimal number of candidates and the capabilities required. This will help in setting a limit on the number of shortlisted candidates that will take part in the selection process.
The skill based analysis procedure should be complemented by an evaluation of HR prerequisites in order for the organization to be sure that the applicants have the necessary abilities to achieve the objectives of the company (Rivera 2012). Additionally, a job competence matrix is available to survey the potential future capacity of occupation roles and to link this to impending career development prospects (Lievens & Sackett 2012). This entails a matrix which records the abilities of staffs against the aptitudes and skills Pearl & Mutual Benefit and Insurance Company may require or want on a permanent basis.
After evaluating the elements of the job description, the organization should establish standards. These are different reports despite the fact that they are frequently planned together (Armstrong & Taylor 2014). The expected set of job functions portrays the specialized and technical role of the position, being as exact and comprehensive as possible (Hall, Pilbeam & Corbridge 2013). Therefore, the applicants will apply for jobs that they have the necessary skills to handle. This will help prevent situations where the employees feel pressured and may opt to leave the organization.
The organization should use the Delphi approach in determining the final candidates that will be hired. This approach involves the panel having a consensus on the final candidates that will be selected (Armstrong &Taylor 2014). The Delphi approach was launched by the RAND Corporation. The procedure involves the panel going through various rounds in determining the suitability of the candidates. Once the panel has investigated all the applicants, each panel member will select their preferred candidate. The above procedure occurs in the first round. During the second round, the candidates who received the highest scores are again considered by the panel (Armstrong &Taylor 2014). All the candidates that received low ratings are immediately given a notice indicating that they have not been selected for the next stage. This process repeats in the second and subsequent rounds until the number of candidates decreases to two. Once there are only two applicants left, they will be taken in as interns and observed during a real life situation. Depending on their quality of work, the organization may opt to keep both interns or select the intern that performs better. This process would be effective since no one would have a greater say in the selection of applicants that get hired. This process ensures that candidates are selected purely on the basis of merit (Wilton 2013).
During the selection process, the panel will investigate the aspects that motivate the employees. All the employees that appear to be motivated solely by financial rewards will not make it to the next stage. For instance, the panel should ask the applicants where they would want to be in several years. All the employees that indicate financial aspects like having a lot of wealth will also not make it to the next round. This is because employees that are driven by financial rewards are easily enticed by organizations that offer more money (Armstrong &Taylor 2014). The employees that indicate career prospects like furthering their education and gaining non-academic skills such as working in teams will make it to the next round. This is because these employees will not be easily enticed to work for organizations that pay better. These employees are interested in developing their careers and helping other employees develop their careers. This helps the organization attain increased income since helping other employees improves the productivity of the organization. The Delphi approach would eliminate all the bias in the selection process that is evident in the organization at the moment (Suff 2012).
The organization should also advertise positions effectively. The internet should be used as the primary platform for advertising vacancies (Stone 2010). Once again, this process would ensure that a wide range of competent applicants get a chance to apply for vacant positions. On numerous occasions, advertising through posters in the workplace and word of mouth reduces the number of people that get the message. Moreover, it increases the bias in the selection process since the leaders can ensure that the vacant positions are not made public so that their preferred candidates can have a higher chance of being selected for the job. Advertising the job through the internet will ensure that people with the right abilities apply for the job. People that apply for the job will have a better attitude as compared to people that are hired through a biased process. Thus, they will be more likely to stay in the company for a longer period of time (Lievens & Sackett 2012).
The graduate selection process should be complemented by an effective strategy that will ensure that the employees do not leave the company frequently. Applicants may have been enticed by the organization by the information they receive on public media. Nevertheless, when they enter the organization, the organization’s structure may fail to motivate them to stay with the company. Consequently, Pearl & Mutual should engage in employee development. This strategy will ensure that the selected candidates gain new skills that motivate them to stay within the company. When the hired applicants are trained, they feel a sense of fulfillment and appreciation that will make them stay in the company longer.
The selection process should also consider co-curricular activities like sports. The employees interested in these activities will be involved in the teams of the organization. Thus, they will develop a sense of belonging in the company. This will make them less willing to leave the organization even if they are offered a better financial package by different firms. For instance, the organization can form a basketball team that would be comprised of employees. The team would participate in competitions against teams of other businesses. This move would create efficient social interactions amongst the employees (Hall, Pilbeam & Corbridge 2013). Therefore, the panel should ask the employees what hobbies interest them.
The time that will be required by Pearl & Mutual to carry out graduate selection will shift contingent of the position and the process used previously. The Delphi approach will take approximately three months. This time will allow the panel to conduct a comprehensive analysis of the applicants and reach a consensus. Choosing a single candidate will be the most difficult part of the process, because the panel members may be looking for different qualities. Nevertheless, the process ensures that the panelists attain concord on the applicants that will be employed. Employee training will be conducted on an annual basis. The process will last for one month and will entail professionals teaching the employees on new skills.
It is vital to take into consideration the expenses incurred by the firm due to the recommended graduate selection procedure. A significant amount of money will be spent on the Delphi approach. Since obtaining consensus is a difficult procedure, money will be spent on catering for the panelists. Employee training will also be costly since it will be necessary to pay the experts that will teach the employees and for conference rooms in hotels where the training will take place and . Nevertheless, the recommended graduate selection procedure is worthwhile considering the benefits of the process (Hall, Pilbeam & Corbridge 2013). First, the organization would experience higher productivity from retaining competent employees. Second, the amount of money spent on hiring and training new employees when the current employees leave the company would be substantially reduced. Furthermore, the positive work environment prompted by the co-curricular activities will enhance the productivity of the organization (Phillips & Gully 2014).
The graduate selection process proposed to the HR Director of Case & Mutual Benefits and Insurance Company can be successful. This is because the Delphi method has been utilized before in attaining concord by a panel of experts and leaders (Phillips & Gully 2014). Even though the method may be complex, when conducted appropriately, it attains optimal results. On the other hand, the skills based analysis will ensure that the organization hires employees with appropriate skills. Employee training will motivate the employees to stay in the organization. Finally, co-curricular activities will create a positive work environment that will make the staff hesitant to leave the organization. Previous research conducted on the workplace environment indicates that organizations with positive work environments free from conflicts experience higher retention rates (Hall, Pilbeam & Corbridge 2013). This is because the employees help each other and feel like they belong in the organization.
The essay has evaluated the current procedure involved in selecting employees in the organization. It has been established that the procedure is ineffective since it is reliant on the decision of a single manager. Thus, recommendations have been provided on how the organization can restructure the graduate selection process to ensure a higher retention rate. A skills-based analysis, Delphi method, and co-curricular activities have been identified as effective ways for the organization to ensure that the employee retention within the organization is high. The above recommendations are complemented by employee training which motivates employees to stay in the organization. Therefore, the adoption of the above recommendations will raise the retention rate since the graduate selection process would ensure that the right applicants are hired for the vacant positions.