Effective staffing atrategies

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As Vice President of I Just Love It Here, Inc., my strategies will include the employment of the finest and most excellent accessible talent I can obtain in my pursuit to defeat the competition people wise. Consequently, in order to accomplish my goal, the company would need to provide me with certain information, considered crucial for my success. However, I have found that the firm preferably hires from the outside to fill all openings. This is definitely a concern to me as company's Vice President and an important liability at the organization; therefore, when I confronted them about this issue I have found other faults like lack of recruitment policies and procedures, inexistence of candidates profiles, lack of job descriptions for the openings, and absence of applications of candidates not selected for positions, just to name a few.

Additionally, I asked what media is used to run ads for openings and I am being told that they only run a small ad in the local paper for all positions. Since several managers have told me “we have employment-at-will in this state and we can just fire workers when we feel like it”

Moreover, there is also a lack of paperwork regarding exit interviews as well as promotions. Therefore, by carefully analyzing all these facts I was able to identify one of the areas that are vital for any organization's success called training and development.

Another think that practically caught my attention is the fact that all employees are given across-the board raises based on how much money the firm makes and some of these raising are given to certain employees considered favored.

Therefore, in this paper I will be practically proposing an action plan that will include several successful characteristics as well as approaches such as effective staffing strategies; measuring staffing; strategic training and development plan; performance management systems; reward systems for employee performance and motivation; plans to remain unions free; managing employee separation to retain talent and successfully managing global issues. It needs to be noted that I possess limited resources and must account for my decisions to the CEO of the organization.

Effective Staffing Strategies

In order to assist this firm to be successful in the marketplace, I will need to create as well as apply certain strategies that will aid the organization to accomplish its goals. The current method of staffing the company possesses is mainly inexistent; therefore, a well-designed plan should be implemented by focusing mainly on issues rather than on the firm itself. By doing that, it will not only facilitate me to focus on planning my resources, but on its outcomes and most advantageous effects.

Strategic staffing is defined as “the process of identifying and addressing the recruitment implications of change.” (Bechet, 2000) A successful implementation of effective staffing strategies process does not include how these are defined, but on how they are developed and executed. For that reason, I consider that the following effective staffing approaches should include: identifying the staffing resources that are currently available; developing and implementing staffing plans and actions needed to close talent gaps and eliminate surpluses, and identifying differences between anticipated demand and forecasted supply. (Bechet, 2000)

Measuring Staffing

As Mello (2006) states, “the staffing function plays an important role in facilitating an organization's success.” (p. 360) For that reason, in order to overcome the vast problem this company is encountering, I consider that the concept of interview to hire ratio (I/H) will aid tremendously. “The interview to hire ratio is a staffing metric that reports the number of interviews required to make one placement and can be a useful indicator of process quality, a recruiter's understanding of job briefs and candidate quality.” (CP, 2009)

To illustrate, firms that have utilized the I/H ratio have showed that they have placed more candidates for their opening positions. In addition, “the usage of this method have aid them not only with the provision of excellent candidates, but also in the improvisation of stronger relationships with the candidate as well as client. Consequently, by the implementation of this I/H approach, the organization would be able to understand the job specifics and have more discipline in candidate screening and submission, but also will be able to improve their staffing efficiency, productivity and quality.” (CP, 2009)

Strategic Training and Development Plan

According to Mello (2006), there are two keys to developing successful training programs in organizations; the first one involves planning and strategizing the training, while the second deals with ensuring that desired results of training are reinforced when employees achieve or accomplish them. (p. 405, 411) In other words, strategic planning allows organizations to make fundamental decisions that conduct and direct them to a developed vision of the future. The result of this, the strategic training and development plan, serves as the basis for action that directs all resources toward that future. (LeDoux and Guilbeau, 2005)

As Mello (2006) states:
…Training and development of employees is a key strategic issue for organizations: it is
the means by which organizations determine the extent to which their human assets are
viable investments…. (p. 413)

Consequently, my strategic training and development plan will be focused on the company's goals, methods and evaluation, which will serve as a guide and support for upcoming procedures and events. (McNamara, 2008)

Performance Management System

Performance management systems are described as “a management process that simply ensure that employees are focusing their work efforts in ways that contribute to achieving the company's mission.” (SPM, 2007) This company is not properly measuring performance management and this is in fact a huge mistake in view of the fact that performance management is considered as one of the most important aspects of a company's success.

According to SPM (2007), “performance management consists of three phases, which are setting expectations for employee performance, maintaining a dialogue between supervisor and employee to keep performance on track, and measuring actual performance relative to operation expectations.” Consequently, I believe that by implementing a proper performance management system for this corporation, I will not be helping the employees, but the organization as well.

However, I have to take into consideration that there are certain advantages and disadvantages associated with performance management systems. Some of those advantages, as described by Tucker, McCarthy and Benton (2002) include:
…Feedback prerequisites of employee motivation, provision of constructive information,
encourages superiors to communicate their judgments of employee performance to
subordinates, and allowance for quicker discovery of good and bad performance.

Additionally, some of the disadvantages associated with performance management systems, as stated by Tucker, McCarthy and Benton (2002) include:
… Great deal of time and work demanded, ratings may not be communicated to employees,
and varying standards and ratings may be unfair.

Rewarding Systems for Employee Performance and Motivation

Unfortunately, this organization lacks a rewarding system that can serve as a motivator for employees to develop initiative and drive as well as work at their maximum capabilities. Therefore, I am assuming that workers actions are not being recognized; otherwise, employees would not leave as frequent as they do. When a company possesses certain uniqueness such as “lack of leadership skills, high bureaucracy, poor cross-functional collaboration, poor idea, and knowledge management” (Kotelnikov, 2001) it is considered as a losing or eluded organization.

For that reason, I consider that a well-designed reward system that would measure employee performance as well as motivation should include at least some of the following characteristics, as described by Kotelnikov (2001), such as “provide an inspiring vision and strategic alignment, encourage risk taking, motivate, inspire and energize people by recognizing their achievements, and by helping employees connect their personal goals to business goals.”

Additionally, there is a saying that goes “you get what you reward”, or “things that get rewarded get done”, for that reason, I consider that every time a worker accomplish a goal, or simply finished a task on time and with outstanding results, his or her actions need to be rewarded. Since by doing this, I will be able to practically make a connection between the employee action and the reward given. On the other hand, failing to perform that action, the worker's behavior might turn into the opposite direction.

Plan to Remain Union Free

I have also learned that due to the fact that a salary increase is only given to certain employees, some workers started complaining about joining a union, but to my surprise, they have been fired immediately after those actions. “Today, organized labor is fighting for its very existence. They are using every weapon at their disposal to organize new union members including every channel of communication, running corporate campaigns, and influencing politics and legislation with large donations. Union free cannot simply be what the organization is trying to be, it has to be lived each and every day.” (Bergeron, 2009)

For that reason, I consider that the organization needs to remain union free; however, several changes will need to be made by the implementation of my action plan that will include at least steps that prevent organizing drives, areas to implement union-free best practices, and tips and sample communication plans that will help the company craft their successful union free strategy.

Managing Employee Separation to Retain Talent

The increased pace of merger and acquisition activity as well as downsizing have made human resources programs and policies that address employee separation a key strategic issue in ensuring the new organization's success.” (Mello, 2006) Employee separation needs to be considered as a natural part of the employee life cycle. “Whether caused by voluntary resignation, retirement or company induced termination, employee separations need to be efficiently managed by human resources professionals.” (EW, 2008)

In this company, employee separation has not been handled with kindliness, prudence or even sensitivity. To illustrate, when I asked the managers of the firm for any paperwork related to the workers exit, I have been told that they simply do not keep any record whatsoever of those activities.

As EW (2008) states:
…Exiting employees, present an opportunity to glean a wealth of valuable feedback and
insights on the organisation strengths and weaknesses as an employer and employee
engagement levels. Knowing this is vital to understand when is it worthwhile to go an
extra mile in trying to retain a separating employee…

As Mello (2006) mentions, organizations can expect continuing pressure to change and adapt. (p. 566) Employee separation is considered as an unwanted but necessary part of any company. EW (2008) also states that employee brings several benefits to organizations such as setting policies for employee separation and notice periods; creating a smooth process for correction of employee data, especially for payroll; and setting policies for termination due to unauthorized absence. With that being said, I believe that my proposed action plan would not only include strategies to manage employee separation and talent retention but also its advantages and disadvantages.

Successfully Managing Global Issues

I have also been told at an Executive Conference meeting this morning by the President that I also need to research the possibility of the company opening up a branch of the business in China. The President thinks this is a great idea since they have 2 billion people and they should just love the products the company makes.

Therefore, I consider that by creating an action plan in reference to this specific area, I would need to be proactive and consider that there are several problems associated with the total aspect of global issues such as domestic rivalry, demanding of home customers, related and supporting services, and resources. (Mello, 2006) Consequently, in order to be able to successfully manage global issues, the organization will need to study the pros and cons of this concept in order to become triumphant in the marketplace.