Factors that affect an organization’s approach to attracting talent
If the cost incurred in attracting new employees is high; the company may choose for cheaper earnings. Companies would result to earnings that are less expensive and effective this to ensure that it does not reduce their overall profit.
• Media outlet
The media outlet with the widest coverage will be used by companies so as to reach out the talent they are in search of. Companies would use the social media if they want to attract the youths.
• Corporate culture
The culture of an organization influences the companies approach in attracting talent. Since history, the company may have been relying on one strategy to attract talent and which has been effective hence changing it would be hard (Sim, 2002). May be the company has been relying on agencies hence advertising on the newspaper would less likely to be used.
• Size of the company
Small companies and big companies use different strategies due to their financial power. Big companies may use expensive earnings than the small companies. Bigger companies have the upper hand than the smaller companies.
Refer – The answer provided demonstrates some confusion of the question and would benefit from the 4 factors being more clearly identified and assessed to ensure the answer is focussed on points that ‘attract’ candidates (or not) to apply for a role in an organisation.
In your next submission, please reflect on the discussion in class and present 4 factors that are more likely to attract (or not) a candidate to apply to an organisation and explain why e.g.
1) Salary Package and benefits
(then explain why this may attract or not, new candidates)
2) Image of the Organisation
Benefits of attracting and retaining a diverse workforce
• Increased productivity
Workforce diversity brings with it increased productivity and adds competitive advantage to the company. Employers are able to offer more solutions to the customers due the new ideas and process that a diverse work force brings to the table. It also helps in improving the employees’ morale and motivates them to work more efficiently.
• Increased creativity
The varied groups within the company are able to come up with innovative ideas of how the firm may work more efficiently and increase their overall bottom-line. According to Ethno Connect, a consulting company specializing in workforce diversity, employees from different backgrounds bring in a variety of solutions on how to achieve a common goal. The more diverse the ideas, the higher chances of finding a lasting solution within the company. The team is able to brainstorm through all the ideas until they arrive at one answer that stands out.
• Positive reputation
Those in search of new jobs are attracted to companies that have a diverse workforce since it’s a sign that the company does not discriminate any one. Potential job seekers would be interested to know that the employer is fair to the employees regardless of their social, ethnic or race background. These types of companies not only attract new employees but also retain the existing ones due to high morale within the workforce. Available research has proved that top talent is not represented by a similar group but represented by people from varying background and the experiences of life.
Refer – The answer provided demonstrates some confusion between the 1st question and this question. This question relates to an organisation’s ‘approach’ to R&S. Your point regarding the ‘image’ of an organisation is more relevant to question 1.
It is also not clear as to why you would comment on Indian labour law rather than UK or UAE labour law to support your example of legal factors that might affect an organisation’s approach to R&S.
In your next submission it is suggested you consider the points discussed in class and present 3 factors e.g.
1) Legislation (how it might affect an organisation’s approach, considering UK legislation or UAE legislation).
2) Advertising budget (how would this affect an organisation’s approach to R&S?)
Department Activity Person in charge Duration
HRD o Send an email to new employee with joining date and location and details of first day to be prepared. Recruitment officer Three days before joining
HRD o Sign the contract and finish all recruitment formalities process ( final medical check-up & employment) Recruitment officer 3 days
HRD o Introduce new employee to him division and HR focal point Recruitment officer 1 day
Accounts o The new staff would be able to learn the various software’s used in accounting
o Procedures used in preparing the financial statement
o How the financial books are updated on a constant basis Senior Accountant 2 weeks
IT department o Understanding how it supports other department
o How it safeguards important information for the company Deputy IT Manager 1 week
Purchasing o How the company makes orders
o Procedure followed in ordering
o How the company conducts stock taking Assistant purchasing manager 3 weeks
Human resource o How the company ensures that its hires qualified personnel
o The process involved in training the staffs
o How the company conducts performance appraisal HR manager 2 weeks
Refer – an induction plan has been provided but In the context of the subject of ‘integration’ covered in the CHRP qualification; the plan submitted does not reflect best practice principles discussed in class, including a programme designed to cover a 3 month period.
You are required to provide a generic plan which could provide the foundation for all new employees in any organisation. So I would suggest you design a general plan which is not specific to a specialist role.
In your next submission it is suggested that you –
• Ensure that your plan covers a time frame of 3 months. You are not required to provide a detailed time schedule for each day and therefore it is suggested that induction activity is divided into chunks of activity such as –
1. Activity before starting
2. Activity delivered by end of month 1
3. Activity delivered by end of month 2
4. Activity delivered by end of month 3
• Ensure that your plan clearly states who will be involved in each area of activity. Remember that the plan should be seen as delivered by the business and not HR.
• Your plan can be presented in table format with the following columns – Timescale / Activity / Responsibility
• It is important that the content of your plan is focussed on engaging the new employee to the organisation and therefore the induction plan should be business focussed and not HR / administration focussed. policies and practices; though important, these can be delivered in more creative ways such as e-learning and should not be the main focus of induction.
Induction is an important first step to employee engagement and should not been viewed as an HR administration event. It can be designed by HR in partnership with the business, who ‘own’ the event and have a significant role in delivering the activities during the 3 month period.
The plan should look at increasing the role of the business – especially in the delivery of business vision etc. and including other managers from the organisation. Other activities can include meeting senior management / meeting the team / review of JD /objective setting / career planning / review of induction event etc.
• Base the content of the induction plan on the content that we discussed in class. The Bradfield slides on this subject highlights ‘old’ outdated induction content and ‘new’ best practice content. Please read the comments on the slides about the research done on induction and how new employees are very demotivated by old traditional content.
New on-boarding induction designs are recognising that new employees should not be bombarded with HR paperwork,
Question 4 ( Advertisement)
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Refer – the panel have produced a job advert, however it lacks some basic best practice content to attract candidates to apply.
In your next submission it is suggested that you reflect the following points –
• The role of Office Manager is a part-time. This is stated on the advertisement but is not reflected in the salary e.g. £30,000 pa (pro-rated for part time position). Otherwise candidates may think that this full time salary is what you will be offered for working part time!
• There is no information / brief description about the role you are advertising for? Your advert should have a brief overview of the main responsibilities of the role? You have only listed what competencies you are looking for.
• Even though ‘Harrods’ is a well know brand, there should be at least a sentence to introduce the organisation and of course mention where the job will be located.
A small point, as discussed in class. In the UK, benefits such as air tickets would be very unusual unless the role was in the air industry.
Shortlist form Criteria
((1) Weak (2) moderate (3) average (4) Much better (5) Excellent)
Candidate A (Ahmed)
Qualification Experience skills knowledge Total
0 2 2 0 4
Candidate B (John)
Qualification Experience Skills Knowledge Total
4 5 5 5 19
Candidate C (Tim)
Qualification Experience skills Knowledge Total
3 2 2 3 10
Candidate D (William)
Qualification Experience Skills Knowledge Total
3 3 3 3 12
The suitable candidate for this Job was selected based on his score on their experience, skills and knowledge were in relation to the job. Therefore, the best candidate is for this position is Mr. John as he got the highest score comparing to the rest.
Refer – a more specific selection criteria needs to be developed. This criteria should then be applied to the 3 CV’s provided in the 3RTO workbook.
In your next submission it is suggested that you –
• Design a selection criteria that can be used to short list CV’s to decide which candidate you will invite for interview
• The selection criteria should be based on the JD and PS already documented but tailored to CV shortlisting (remember there is only so much information you can screen on a CV!).
• Use the 3 CV’s at the back of 3RTO workbook and apply them to your matrix.
• Score each candidate against the criteria and provide brief comments on which candidate/s you would invite for interview and why.
• Remember you are screening CVs to decide who to interview not who to offer the position to!
Identify which records you would retain with a short explanation of the legal requirement
The employee records that are retained by Harrods human resource department are: their pre-employment records, their employment eligibility verification documents, their health and safety records, medical records, payroll records and other general personnel records that include their disciplinary files, job evaluation and their collective bargaining agreements. The recordkeeping requirements are regulated by the Fair Labor Standards Act (Commission, 2015) that requires that pre-employment records for rejected applicants should not be held for more than three years. Therefore, this is confidential information which we should not give it to any one especially medical record and p Refer – The purpose of this question is to identify which records from the recruitment process would be kept with a short explanation of why and how this meets the UK legal requirements.
Refer – The purpose of this question is to identify which records from the recruitment process would be kept with a short explanation of why and how this meets the UK legal requirements.
In your 2nd submission it is suggested that you –
• List the key HR documents that are used during the recruitment process (e.g. interviewing questions, CV etc., interview assessment form etc.)
• Comment on why you would retain each document (e.g. what evidence does it provide?).
• Comment on the UK legal requirement to ensure that recruitment processes and decisions are objective, fair and consistent. What should the process not do and which specific legal Act/s do we need to follow in the UK?
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