Employer branding refers to the unique characteristics of a firm during the recruitment of employees as compared to its competitors (Chaneta, 2014). The special job offering requirement by the firm is usually depicted clearly in the employment brand as compared to other firms’ considerations during the recruitment of employees. From the human resource perspective, employer branding facilitates the achievement of loyalty among the employees which in turn results to their commitment in the organization (Coller, Cordero and Echavarren, 2018). Branding of the employees by the employer plays crucial role during recruitment of employees because most the employees will be willing to work with such as an organization and after recruitment such employees are usually retained by the organization hence minimizing the rate of job turnover among the employees due to job satisfaction as a result of branding by their employer. Employee branding increases their morale at the work place (Noe, Hollenbeck, Gerhart, and Wright, 2006). This is because the employees will integrate the idea about them by their employer into their self-concept and become aligned with it making them even more willing to work in the organization.
Many organizations today usually attract employees through recruitment who are later interviewed so as to select those who are fit for their positions. A brand is used as a tool for recruitment to outline special traits that need to be portrayed by the recruits so as to be fit to work for the organization. Various forms of recruitment adopted by many organizations are: advertisement through the online platforms, campus recruitment, inbreeding, recruitment fairs and use of recruitment agencies. In all these forms of recruitment, the organization outlines the job description and job specification for various vacancies which enhances the organizations to obtain the brand it needs. Many of the organizations focus on brand and they usually regard it as representation of premium and quality and the employees perceived as the foundation of the organization’s brand. Each organization usually recruit the employees basing on the core values such as; employee commitment, ability to work in a team, employee integrity and courage to face daily challenges at the work place.
Organizations have various approaches used during the selection of employees for various positions. After the recruitment the employees are interviewed and undergo various selection tests to determine the most suitable candidates for the advertised positions. There are various arguments regarding the criteria which most organizations used when selecting the employees for various positions within the organization. The first argument outlines that selection is usually in relation to the unique HR initiative brands where candidates are selected according to their ability to depict certain traits and attitudes that are usually in line with the brand – based organizational values. This is achieved mainly through inquiring the previous work experience of the candidate where there characters are evaluated and desirable brand selected for the positions. Brand based selection is usually beyond the academic achievement of the candidates and does not also entail how best the candidate responded to the questions during the interview process but it mainly focuses on the practical knowledge and skills that an employee has in relation to the job. This implies that prospective employees can even be fired before been hired in the organization. The employees are also assessed whether they have a capability of been brand ambassadors for their various organizations.
After been employed, the organization usually seeks various ways on how the new employees can be integrated into the organization as the new brand ready to raise the organization’s banner. They are incorporated into the organizational culture through corporate workshops culture play.
Conclusion:
Employees should also brand the organization by consuming the organization’s products in their homes as much as they want to be branded by the employer. Organization should also create a good brand of its name which shall always sell its products in the market. This depends on how it responds to consumers grievances in relation to the product quality and nature of offered services.
Diversity is very crucial aspect for an organization because during recruitment, individuals who apply for various positions in the organization do a thorough analysis to establish whether the organization appreciates certain core values which affect their lives. Once they are done with the analysis they are usually ready to apply for the advertised positions in the organization.
According to Taylor 2014 the organization fit theory outlines that individuals carry out an assessment of the correlation between their personal values and the core values of the organization. There decisions regarding the job are based on the results of the assessment that they have done. Many employees preferred to work in an organization that appreciates diversity as one of its core values. Organizations that desire to attract a pool of qualified employees must be diversified in terms of gender, nationality and race of its employees. According to Ferdman, 2018 employees cannot tolerate to work in an environment where they are discriminated on the basis of ; race, age, sexual orientations, religious background or ethnicity basis hence organization enhance diversity in its corporate values . Through diversity management, all the employees in the company have their concerns addressed whether religious, ethnic and many other concerns which usually motivate the individuals to give their best to the organization.
Individuals are usually very keen when choosing the organization they would wish to work for the same way they are when choosing positions to apply. When individuals make choices regarding the jobs they do consider the following: the policies of the organization, the organizational image to the corporate world and the organization’s corporate performance. The perception of employees regarding such factors enhances their application decisions.
This refers to the tendency of people to assess themselves as to whether they are can rhyme with the organization’s values to enhance their choice of the organization they are interested to work for. According to the research done by Heilman, Manzi and Braun 2015 it was discovered that individuals preferred to work in the organizations that fulfilled their needs and usually avoided the organization that never satisfied their needs. Most organizations also tend to employ people with the specific skills required for production leaving those who do not meet the organization’s skill requirements (Hirschberg, Bishop and Van Den Brink, 2017).
Conclusion:
From the discussion above, organizations should appreciate work force diversity for attraction of employees. The organization should also set high performance standards to attract employees because in life each person wishes to be associated with success. The organizations should have a public relations department which its main task is to ensure a good corporate image of the organization to attract individuals.
Determination of the sources for recruitment of employees is very crucial for each and every organization. These HR practices evolve around activities such as; Human Resource planning, job designs, job descriptions and recruitment and selection process (Armstrong and Taylor, 2014).Decisions made in the process of HRPand recruitment and selection processes determine the future position of the organization in relation to the employee performance. The main purpose of HRP is to ensure that the vacant positions in the organizations are filled with skilled personnel who shall ensure that the organization is able to achieve its set goals and objectives. The recruitment process should generate a pool of applicants to facilitate the selection of the best skills among the many applicants. The HRP should be done cautiously to avoid the risk of poor decisions in relation to employee selection for various positions in the organization. To control the rate of turnover in the organization, the qualifications of various recruits should be considered. This because employing under qualified employees will result to their short term stay in the job and employing of over qualified employees shall result in turnover as they seek for greener pastures.
This refers to the process of forecasting the future man power requirements in the organization in order to fill the available skill gaps for the success of the organization. The limitation of HR planning is reliance on the past experience to determine the future progress which might not be certain. HRP ensures that the organization has the right number of employees at the convenient time for efficiency of operations within the organization.
According to Murphy2016, HRP provides the organization with the required employees with skills that will enhance the achievement of the business goals
The cost to be incurred by the organization in the recruitment process is established ion advance hence the organization can determine the number of employees to be recruited.
A performance appraisal is usually done on the current man power so as to establish the available skill gaps to facilitate action plans on the same.
The profile of the current staff is usually maintained so as to identify the skill gap as a result of; deployment, promotion or job loss by the employees.
This refers to the process of recognition, developing and retaining various skilled individuals for various positions who can facilitate organizational growth and sustainability (Al Ariss, Cascio and Paauwe, 2014). It is a corporate plan in HRP, recruitment and selection, employee retention and human resource outsourcing in the organization. USCo been an international company have 38000 workers in 120 nations. Talent management is one of the core values of the company. The talent management strategies for the company are: recruitment and selection, succession planning, performance management and development plans for individuals.
Deery and Jago 2015state that through training and development, employees become more skilled hence give their best in relation to tasks performance which results to general organizational growth.
Through training and development of employees within the organization. The scarcity of certain skills can easily be addressed especially in the IT department.
The anticipated future positions in the organization can be determined in the career development of present employees.
Individuals with outstanding performance are usually sponsored by the organization for further education who later come become crucial for organizational success.
The following should be considered:
Conclusion:
Basic HR practices like HRP and talent management are central for the success of the organization hence they should be given a first priority in organizational routine activities.
References:
Armstrong, M. and Taylor, S., 2014. Armstrong’s handbook of human resource management practice. Kogan Page Publishers.
Al Ariss, A., Cascio, W.F. and Paauwe, J., 2014. Talent management: Current theories and future research directions. Journal of World Business, 49(2), pp.173-179.
Deery, M. and Jago, L., 2015. Revisiting talent management, work-life balance and retention strategies. International Journal of Contemporary Hospitality Management, 27(3), pp.453-472.
Chaneta, I., 2014. Recruitment and selection. International Journal of Management, IT and Engineering, 4(2), p.289.
Coller, X., Cordero, G. and Echavarren, J.M., 2018. Recruitment and Selection. In Political Power in Spain (pp. 83-102). Palgrave Macmillan, Cham.
Ferdman, B.M., 2018. Incorporating Diversity and Inclusion as Core Values in Organization Development Practice. In Enacting Values-Based Change (pp. 157-167). Palgrave Macmillan, Cham.
Heilman, M.E., Manzi, F. and Braun, S., 2015. Presumed incompetent: Perceived lack of fit and gender bias in recruitment and selection. Handbook of gendered careers in management: Getting in, getting on, getting out, 90.
Herschberg, C., Benschop, Y. and Van Den Brink, M.C.L., 2017. Gender practices in the recruitment and selection of early career researchers. In Academy of Management Proceedings (Vol. 2017, No. 1, p. 10584). Briarcliff Manor, NY 10510: Academy of Management
Murphy, G.T., 2016. Methodological issues in health human resource planning: cataloguing assumptions and controlling for variables in needs-based modelling. Canadian Journal of Nursing Research Archive, 33(4).
Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M., 2006. Human resource management. China People’s University Press.
Shailashree, V.T. and Shenoy, S., 2016. Study to Identify the Relationship between Recruitment, Selection Towards Employee Engagement
Taylor, S., 2014. Recruitment and selection. Strategic Human Resource Management: An International Perspective, 10(6), pp.139-14.
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