Discuss About The Corporate Social Performance Strengths Concerns?
Recruiting an effective workforce is as tough as mining diamonds out of a pit. The modernization and globalization, which the world faces, has led to the challenges that a human resource manager faces in recruiting the workforce for a particular company.
The major impact that poses a threat to the workforce is the contrasting phenomenon apart from being diligent in their approach. The talent of the employee and its proper implementation is an important part that justifies the capabilities of the employee, which might be a restricting factor in the recruitment process as skill varies with diversity. The report aims at analyzing a case study of a company, located in Australia, and the challenges they face in recruiting the workforce there, based on a variety of different criteria.
The report discusses the key challenges that are being faced by the recruitment team or the human resource manager who is responsible for the recruitment. It enumerates certain recommendations in order to make a difference in the recruitment process and thus help the recruitment team in overcoming the challenges to recruit the workforce for the given organization.
The concerned company according to the requirement of the report is being taken as ANZ (Australia and New Zealand Banking Group). The issues that the sector faced limited its scopes in expanding, though the ANZ is being considered as the most reliable bank and ranks fourth in the world for the services they rendered to their consumers, in the particular sector (Ying Liao et al., 2017).
The recruitment industry has undergone a considerable change with respect to the changes in the requirements and the organization’s quest for searching the best talent. The change in the job market and the change in the requirements of the global clients based on the effects of globalization influence the recruitment process largely. The competitiveness and the goals that the company sets create a huge difference in the recruitment process of the firm (Rees & Smith, 2017). Similarly, the concerned company for this report is facing serious issues relating to the recruitment of the workforce. The challenges limit the recruitment process thus not only creating the issues of unemployment but also the company suffers due to the limitations in the recruitment process due to the limited workforce they could generate. The challenges that limit the scope and operations of the recruitment process of the concerned company are discussed in the section.
The workforce plays an important role in the making and the gradual progress of the organization. Therefore, in order to make the company or the firm progress well a comprehensive and competitive recruitment is undertaken. The factors that judge the workforce is the inherent talent that the workforce employs in understanding the individual job role and act accordingly (Bibb, 2016). The company faces a challenge in determining the most appropriate individuals depending on their talent and specialization thus determining the expectations from every individual is an important aspect that must be considered.
Appointing an appropriate workforce is like mining out gems, considering the capabilities of the candidates and thus allocating their job role accordingly. The concerned company, the ANZ, is looking out for people experienced in accounts and finance whereas the workforce they are looking for are not experienced enough for the job profile resulting to a diminished supply of the workforce for the company (Van Doesum et al., 2016). Moreover, the job role that the company is offering is quite complex for the common people with the specified knowledge on the banking sector. Therefore, the company faces a diminishing supply of the workforce under this criterion.
The organizational image also plays a major role in determining the recruitment of the workforce (Bibb, 2016). The company that is looking out for new candidates also carries an image in the external market. Consistency in keeping up with the organizational image is an important priority for the company, as the organizational image helps in maintaining the status of the organization in the market.
The concerned company in this report carries a well to do image in the market, and therefore it maintains a framework for recruiting the workforce. Choosing the workforce that is best suited for the organization is an important phenomenon that affects the recruiting system prevalent in the organization (Hunter et al., 2017). In order to keep up with the brand name and the image that the company has in the market, the company formulates steps in order to make its decision based on the talent and the expertise of the candidates thus helping them to meet their general targets. The discrepancy arises when the human resource is limited and majority of the individual’s skills do not match the requirements of the company. According to a recent survey that has been undertaken in Australia, around 58% of the recruiters face the biggest challenge in hiring the perfect candidate due to the lack of skilled and qualified human resource (Rothenberg, Hull & Tang, 2017).
Demographic structure of the region plays an important role in appointing the workforce for an organization. The change in the family structures influences the recruitment process adversely (Green & Vandall-Walker, 2017). The recruiter might not find the talent they have been searching for due to the single parent families, where the person whom the company might have appointed and the person who was actually eligible for the job role is busy maintaining and looking after the family. On the other hand, the age and the generation gap create a major impact on the recruitment of the individuals for the company.
The growing age and concerns of retirement pose an important threat in retaining the experienced workforce. The experienced workforce is best suited for the company’s progress as they are aware of their job role and can effectively fulfill the requirements of the company and the clients. They can also adapt to the changing situations (Collins, 2016). Recruiting the amateurs might be economic for the organization, but it involves a risk of uncertainty. The dedication of the amateurs for the company and its progress is less compared to the aged workforce and therefore the aged workforce is considered as the assets of the company (Nickson & Baum, 2017).
The concerned company, the ANZ, aims at retaining the aged workforce through proper management, as the company understands the implications and the risks involved in appointing the amateurs (Donovan et al., 2014). However, the retirement of the aged workforce leaves the company with no other options other than appointing the amateurs to compensate the retirement of the aged employees. There is an involvement of risk in the process as the company must choose the most eligible candidate to supplement the retired person as it helps to keep up to the flow of the work schedule.
Diversity in the workplace and the candidates that are being chosen by the company as its employees is again a serious point of concern as diversity in the workforce can give rise to serious issues in the management of the workforce (Frey & Osborne, 2017). People coming from different backgrounds and heritage (both cultural and ethnic) and mingling to get the job done effectively and serve the common goal is an important criteria that might work well with the company. The issues that the company might face due to the diversity arise due to the mismanagement of the diversity, resulting to fierce arguments that hamper the work and the progress of the company.
The recruitment process undertaken by the ANZ involves a series of steps in order to judge and determine the authenticity and the capability of the candidate. The complete process examines the candidate’s capabilities in understanding and maintaining the job role and that the candidate is capable of fulfilling the expectation that the company holds (Cohen & King, 2017). At the first stage, the candidate applies for the job. The second step includes an interview of the candidate based on the competency level that judges the talent and the resourcefulness of the candidate. Under this step, the candidate is required to answer a competency question, which helps in determining the talent and the skill of the candidate (Davis & Davis, 2017). The third step, being the most general step, helps in determining the background of the candidate and the origin, which again helps in determining the capabilities of the candidates.
The problem arises when the competency question limits the candidature, tough enough for the candidates to surpass (Borodai, 2017). However, the competency question is a necessity for the company as it helps in determining the capabilities of the candidates. It also helps in choosing the right candidate from the million others applying for the job. There are agencies, which help in undertaking the complete recruitment process.
Conclusion
Therefore, from the above analysis it can be concluded that the banking organization, named ANZ, faces a series of issues in the process of recruiting the workforce. The organization aims at recruiting the right person for the right job thus making it a point in maintaining the organizational image and the brand name. The recruitment process that the organization undertakes is viable for choosing the skillful human resource and therefore faces the limitations due to the lack of skilled and experienced labor.
The issues and the challenges that are being faced by the organization are being listed in the section above. It aims at discussing the important lags that the company faces in recruiting the appropriate human resource determining the capabilities of the candidate and the job role they would be offering to the candidates. At the time of recruitment, the candidate sells himself to the needs of the company. On the other hand, the company too sells itself to meet the needs and requirements of the employee.
Recommendations that might be helpful in outnumbering the issues and challenges in the recruitment of the workforce are being discussed in this section of the report. In order to take hold of skilled labor and appoint them for the respective job role in which they expertise, the company must consider using the social media to advertize about their requirements in the certain fields relating to their own requirements and stating therein the expectations that it holds from the candidates. Undertaking open interviews can also be a measure that the company can consider while undertaking the recruitment process.
Formulating proper incentive plans too can help in resolving the issue of recruiting skilled labor for the company. In order to undertake the proper recruitment, the company can formulate tests that will help in determining the capabilities of the candidates and thus portray their skill and talent in the particular fields. The company can also take help from the freelancers and the young generation that works on a part time basis in order to improve the recruitment status. It helps in maintaining the human resource of the company according to the requirements. The above-mentioned recommendations and the case study aims at discussing the challenges that the concerned company faces in recruiting the workforce and the solutions to overcome the challenges respectively.
References
Bibb, S. (2016). Strengths-based recruitment and development: a practical guide to transforming talent management strategy for business results. Kogan Page Publishers.
Borodai, V. (2017). Crowd recruiting as the competence assessment of applicants service company. International Scientific Review, (1), 46-47.
Cohen, E., & King, D. (2017). Human resource management: developing sustainability mindsets.
Collins, C. (2016). Challenges of recruitment and retention in rural areas. North Carolina medical journal, 77(2), 99-101.
Davis, P. J., & Davis, P. J. (2017). How HR can create competitive advantage for the firm: Applying the principles of resource-based theory. Human Resource Management International Digest, 25(2), 4-6.
Donovan, J. L., Paramasivan, S., de Salis, I., & Toerien, M. (2014). Clear obstacles and hidden challenges: understanding recruiter perspectives in six pragmatic randomised controlled trials. Trials, 15(1), 5.
Frey, C. B., & Osborne, M. A. (2017). The future of employment: how susceptible are jobs to computerisation?. Technological Forecasting and Social Change, 114, 254-280.
Green, C., & Vandall-Walker, V. (2017). So you think you’ve designed an effective recruitment protocol?. Nurse Researcher, 24(4), 32-34.
Hunter, S. T., Shortland, N. D., Crayne, M. P., & Ligon, G. S. (2017). Recruitment and selection in violent extremist organizations: Exploring what industrial and organizational psychology might contribute. American Psychologist, 72(3), 242.
Nickson, D., & Baum, T. (2017). Young at heart, but what about my body? Age and aesthetic labour in the hospitality and retail industries. In The Palgrave Handbook of Age Diversity and Work (pp. 539-559). Palgrave Macmillan UK.
Rees, G., & Smith, P. (Eds.). (2017). Strategic human resource management: An international perspective. Sage.
Rothenberg, S., Hull, C. E., & Tang, Z. (2017). The impact of human resource management on corporate social performance strengths and concerns. Business & Society, 56(3), 391-418.
Van Doesum, K. T., Riebschleger, J., Carroll, J., Grové, C., Lauritzen, C., Mordoch, E., & Skerfving, A. (2016). Successful recruitment strategies for prevention programs targeting children of parents with mental health challenges: An international study. Child & Youth Services, 37(2), 156-174.
Ying Liao, Y., Soltani, E., Wang, W. Y., & Iqbal, A. (2017). The dynamics of workplace relationships in a diverse internationally staffed organisation: a qualitative ethnographic assessment. The International Journal of Human Resource Management, 28(8), 1182-1211.
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