Factors Affecting Talent Planning And Recruitment Policies

Benefits of a Diverse Workforce

A diverse workforce is defined to be the people those who comprise different values and attitudes whether such values and attitudes are derived from nationality, religion or race. When all these factors combine together brings benefit to the organization while working with a wide range of people internationally (Sparrow et al., 2015).

1. Productivity and creativity:An individual with different background possess different thinking style, ideas, and views that result in an increase in productivity and creativity.  
2. Growth in profit: The employees must be guided by the organization to make them understand the requirements of the multicultural community.
3. Service to customers:The levels of the customer service will be increased by the diverse workforce that could help by providing the understanding of the different requirements in the culture and language barriers.

Factors that affect an organization’s approach to talent planning are as follows:

1. Branding: Good reputation could be achieved by the organization by attracting the right talent. For this, a company highly depends upon to be perceived that is to possess as a good employer and by providing career opportunities along with offering rewards and remuneration. For doing all this an employer requires to grab the proactive approach.
2. Benefits: For an organization, a benefits package is considered to be the added value. If the package offers flexibility that reflects upon the lifestyle, family needs, sex and age of an employee it will help to retain existing employees and attract a wide range of applicants (Turner, 2018).
3. Development and training:This will attract people who tend to achieve in their careers and improve their skills. It could help to retain the employees within the organization by enhancing them to move within the company and apply for promotions.
4. Culture: Culture plays a significant role in making the company differ positively from candidates and engaging the employees. For instance to engage the employees an organization could be collaborative and friendly and seek flexible working hours and staff bonus and inputs.

Factors that affect an organization’s recruitment policy are as follows:

1. Demographic components: Demography is considered to be the study of the human population based on ethnicity, composition, religion, occupation, sex and age and so on. The recruitment process are influenced by the demographic factors.
2. Labor market: The significant force of supply and demand are constituted by the labor market. For example, for the particular skill, if the demand is high as compared to supply, the process of recruitment needs more efforts. Thus, if the supply is higher than demand the process of recruitment will be simpler.
3. Unemployment conditions: The recruitment process is influenced by the unemployment rate of the specific area. The recruitment process will be easier if the unemployment rate is high.

Factors that affect an organization’s selection policy are as follows:

1. Increase unemployment:It usually means an increase in the number of qualified people those who are searching for jobs. The candidates appointed at the time of high unemployment have more chances to leave the jobs if paid more. It is because if the organization strategizes to hire the workers for the lower wages and take benefits of the economic conditions.
2. The process of hiring: Seasonal employment like holidays by the end of the year for the retailers needs a rapid process to hire the employees (Reilly, 2018).
3. Organization competition:The process to choose potential employees are influenced by the organization competitors that provides guaranteed opportunities, generous benefits, and better pay. Changing the process of hiring in the organization involves streamlining of the selection policy.

Different recruitment methods are as follows:

1. Internal recruitment:The internal recruitment is used when the personal information’s are already recorded that is beneficial for the HR (Bruk?Lee et al., 2016).
2. External recruitment: The external recruitment is in the form of advertisements for the job. It is utilized in different places like recruitment fairs, notice boards, national and local newspapers.

Different selection methods are as follows:

1. Practical test:This is usually done for executing the secretarial and manual jobs.
2. Telephonic interviews:It is used to ensure whether the candidate is applying for the job (Nikolaou, 2014).  
3. Test of aptitudes and abilities:On the bases of skills it is used for easy screening of the candidates.

Job description and person specification:

Retail Group

Job Description

Job Title: Human Resources Officer

Reports to: Store Manager

Department: Human Resources

Company: Retail Group

Job ad:

Job Title: Human Resources officer

Company: Retail Group

Closing date: 2^nd November 2018

Interview Date: 24^th November 2018

Salary: $25,000- $35,000

Retail group is a brand which is constantly evolving and has shown considerable growth in the past few years (Boxman and Flap, 2017). We are need of a creative, dynamic and talented candidate to join our organization. We are looking for experienced and enthusiastic HR officer to join our store team. Our organization provides the employees with all the facilities based on their performance. Also, we possess a pleasant environment and provide a competitive salary. This opportunity could be beneficial for you if you are passionate, forward-thinking and ambitious of offering outstanding customer service and possess experience of working in the role of HR.  

Selection criteria:

The selection procedure will comprise of the following things:

1. The candidates must have working experience as HR and possess practical knowledge.
2. Must possess essential abilities and skills

Shortlisting criteria:

The candidates those who are shortlisted for the interview are as follows:

Interview 1: John Pollock

Interview 2: Ricky Jobs

Interview 3: Mary Paul

The candidate John Pollock secured 80% as he possesses a positive attitude and looked confident. He showed an interest in working for our organization in the retail group. He has a fluency in English and has the knowledge of the duties of HR.

According to the records from the interview conducted with Mr. John Pollock and Mr. Ricky Jobs will be retained with the following are as follows: necessary competencies, person specification, responsibilities and duties, and job description.  

The purposes of the induction are to assure the new staff of how they could secure their new job (Tansley et al., 2016). They are made to understand the factors are as follows:

1. i) The company, organization structure, and policies.
2. ii) Goals and objectives of the organization.

iii) All the factors of the employment relationship.

Induction program benefits for an individual

1. The new staff receives an appropriate information.
2. From the first day, the employees are kept focused (Branine and Avramenko, 2015).
3. The new staff feels better in the organization’s environment.
4. To enhance employee’s performance clear expectations are presented.

Induction program benefits for an organization

1. By inducing the employees properly the company will possess high retention.
2. Introducing the employees of their specific role in the department.
3. The organization must be effective is the significant tool for success (Greiner, 2015).

Induction could lead to securing expectations and clear foundations among a new hire and organization.

Induction plan is considered to be the significant process that brings the employees into the company. It introduces the working environment of the organization and helps in setting up the staff in the organization (Shen et al., 2017). An induction plan recognizes the areas that are to be covered, timelines and those are included in the particular process.

References

Boxman, E. and Flap, H., 2017. Getting started: the influence of social capital on the start of the occupational career. In Social capital (pp. 159-181). Routledge.

Branine, M. and Avramenko, A., 2015. A comparative analysis of graduate Employment prospects in european labour markets: A study of graduate recruitment in four countries. Higher Education Quarterly, 69(4), pp.342-365.

Bruk?Lee, V., Lanz, J., Drew, E.N., Coughlin, C., Levine, P., Tuzinski, K. and Wrenn, K., 2016. Examining Applicant Reactions to Different Media Types in Character?based Simulations for Employee Selection. International Journal of Selection and Assessment, 24(1), pp.77-91.

Greiner, B., 2015. Subject pool recruitment procedures: organizing experiments with ORSEE. Journal of the Economic Science Association, 1(1), pp.114-125.

Nikolaou, I., 2014. Social networking web sites in job search and employee recruitment. International Journal of Selection and Assessment, 22(2), pp.179-189.

Reilly, P., 2018. Building customer centricity in the hospitality sector: the role of talent management. Worldwide Hospitality and Tourism Themes, 10(1), pp.42-56.

Shen, W., Sackett, P.R., Lievens, F., Schollaert, E. and Van Hoye, G., 2017. Updated perspectives on the international legal environment for selection. In Handbook of employee selection (pp. 659-677). Routledge.

Sparrow, P., Hird, M. and Cooper, C.L., 2015. Strategic talent management. In Do We Need HR? (pp. 177-212). Palgrave Macmillan, London.

Tansley, C., Hafermalz, E. and Dery, K., 2016. Talent development gamification in talent selection assessment centres. European Journal of Training and Development, 40(7), pp.490-512.

Turner, P., 2018. Attraction, Recruitment and Resourcing of Talent. In Talent Management in Healthcare (pp. 221-252). Palgrave Macmillan, Cham.