Employment and Talent
Talent Planning : Talent planning is the first and hardest step of recruitment. It means deeply understanding the organization’s business goals and the competitive environment the organization functions in. It is a combination of understanding and predicating demand, while at the same time being educated and aware of the talent supply situation from all the sources that are available. 1. rganizational Benefits of Attracting and Retaining a Diverse Workforce Businesses are recognizing the need and importance of investing in diversity and inclusion as part of their overall talent management practices and to continually hallenge their organizations to make the connection between those principles and their corporate performance.. Diversity is especially crucial in todays global marketplace, as companies interact with different cultures and clients.
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The payoffs touch every area of the business by potentially resulting in increased creativity, increased productivity, new attitudes, new language skills, global understanding, new processes, and new solutions to difficult problems. Greater agility, better market insight, stronger customer and community loyalty, innovation, and improved employee recruitment and retention. The businesses that fail to see the importance of Diversity and inclusion might find them unable to attract and retain the kinds of customers, employees, and business partners that constitute our changing world in 5 to 10 years.
Among the advantages of diversity in the workforce are: l. Introduction of New Ideas and Processes Organizations that attract a diverse workforce will have access to a wide talent base. New employees within an organization may bring with them fresh and new ideas and process, as well as cultural and educational experiences which can benefit the workplace II. Increased Productivity:Diversity and Inclusion brings in diverse different talents together working towards a common goal using different sets of skills that ignites their loyalty and increases their retention and productivity Ill.
Increased creativity and Problem solving: With so many different and diverse minds coming together many more solutions will arise as every individual brings in their way of thinking, operating and solving problems and decision making ‘V. Attract and Retain talent that add a competitive edge to any organization. Feeling included and appreciated increases loyalty and feeling of belonging. Language skills pool is increased and propels organization forward either to compete in the International global world or to increase its diverse customer base V.
Help to build synergy in teams and enhances communication skills that brings in new attitudes and processes that profit the whole team VI. Applying the proper diversity& inclusion management strategies does not only save money on litigation expenses generated by discrimination lawsuits but is the right thing to do for the business. VI’. It increases market share and create a satisfied diverse customer base by relating to eople from different backgrounds.
It does propel the United States and its status to advantages of diversity& Inclusion embracing affects the base line revenues of any organization and can be the make or break of any business. Ignoring the effects or the existence of diversity in this global new market will only keep organizations back loosing on all the productivity and most important profitability of any business and its core of existence. 2. Factors that effect and organization’s approach to attracting talent This report identifies and assesses factors that affect an organization’s approach to both ttracting talent and recruitment and selection.
It also explains organizational benefits of attracting and retaining a diverse workforce, as well as methods for recruitment and selection. I. Attracting Talent An organization needs to consider the current supply versus demand for a role in the marketplace. If demand is very high and supply of talent is low, an organization might choose to structure a remuneration package likely to attract the type of candidate sought. In addition the terms of the employment offer could be tailored to suit a certain type of candidate.
An organization might also look at new channels to attract talent such as via social networks or encourage and reward referrals from existing employees. ll. Recruiting Talent If as the previous example suggests, there is a shortage of candidates in the marketplace, an organization might look to utilize the services of specialist headhunting firms to identify and take the first steps in the recruitment process. Ill. Talent Selection An organization may decide to expand into a new business market.
The organization will need to look at their business strategy and think about what type of candidates hey will require for the new role, and where they are going to find them. 3. Different recruitment/selection methods The channels available for communicating to applicants with advantages and disadvantages described, respectively: 1 . Walk-in / Email-in contacts – An inexpensive but less useful method for professional, technical, manager, and supervisor positions; 2.
Referrals from employees, vendors or customers – The recruit is less likely to leave in the first year, but recruits from referrals tend to reflect current age, race, and gender characteristics of current employee population, instead of diversity argets; 3. Internal staffing – This is a good source of applicants, especially for managerial positions, but internal staffing requires overhead of internal recruitment, selection, and separation processes; Still, it is possible that no internal candidate may have appropriate skill set to fill the position; 4.
College recruiting – An active college viability of organization, but the process is expensive to select candidates, and cultivate and maintain relationships with colleges and universities; 5. High schools / Vocational schools recruiting – The sheer number and close proximity of these chools make them less expensive but there are often basic skill deficiencies among such applicants; 6. Public employmentagencies – Agencies that serve the public are widely available but these sources are often the best source for clerical workers, unskilled laborers, and production workers and technicians; 7.
Privateemployment agencies/Search firms – search firms and headhunters are very effective in that they can respond to targeted needs for executives but the service is very expensive; 8. Professional associations – This can be important services for locating and etworking with professionals and employers, which are often available, even through the Web, but with irregular meetings these are sometimes not readily available; 9.
Web portals – There is the potential for very efficient information exchange for employers or employees in the recruitment or search process, but minorities may be under represented due to unequal access to Internet services; 10. Newspaper advertising – The most effective source of candidates for all Job classifications, except for managers or supervisors, is newspaper advertising, but tudies show that advertising often produces low performing employees and high rates of separation; 11.
Immigrant recruitment – An important source of scientific and professional talent can be found through bringing employees in from foreign countries, but sponsors often required; moreover, legal restrictions exist; 12. Outsourcing or Off-shoring Agencies – significant professional, managerial, and technical talent can be secured by working with agencies specializing in outsourcing the business process to a foreign country or establishing independent business units in the target country.