Meet with Management recruiting plan

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Meet with Management Monthly-In order to meet this goal it is critical that hiring managers meet consistently with recruiters. Because hiring managers do not always recognize changing talent needs, they should see recruiters as partners in this hiring process.

During the recruitment and selection efforts the organizations, the human resources recruiting department hires for skills, hires for development or a combination of both. There are differences between the two. However, the hiring for development fit seems to be the more difficult option. Utilizing a combination of both options is the best choice for companies and is a great way to select new hires. Defining Fit - Organizational psychologists have traditionally defined fit in two distinct ways, as a job fit or as an organizational fit. Both definitions can play an important role in providing the data needed to help make quality hiring decisions, but they do so in different ways. This is not to say that one way is any better than the other; in fact, in my opinion, there is value in using both types to complement one another (https://www.recruiter.com/i/sourcing/).

  1. Create Statewide Teams of HR Professionals
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Chern’s can experience many legal issues when dealing in multiple states across the nation. Our HR professionals must be keenly aware of the responsibility they have in regards to payroll taxes, workmen’s compensation insurance, conducting background checks, drug and health screening, employment verification, education verification and income tax issues. The list is comprehensive and it is necessary to create a system of professionals, guided by a corporate HR Director. The guidelines used to hire these would not be different than in hiring any individual to work for Chern’s. Hiring for a Commitment to Development, involves selecting applicants based on their adaptability and fit to the company's culture. This is difficult for a lot of companies because this may result in hiring less experienced and qualified people for the vacant positions. However, if the company has a formidable culture, which Chern’s does and an understandable approach in carrying out tasks that are different from their competitor, then they might want to cautiously consider whether they wish to hire for skills or whether they wish to hire people with a smaller amount of experience and invest additionally in training the new hires into their model. If the organization's competitive advantage is the culture of the organization, then they want to be cautious about hiring those with a lengthy term in their profession or industry and consider how that previous experience will bring positives plus negatives to the organization.

It is possible for the organization to utilize a method where hiring for skills and hiring for organizational fit can both be satisfied, which is behavioral interviewing. The fundamental idea of behavioral interviewing is that it has the highest accuracy in predicting the future performance by examining past performance in a comparable scenario. It concentrates on experiences, behaviors, knowledge, skills, and abilities that are related to the vacant position. In behavioral interviewing the candidate is asked to provide an instance of a situation he/she was engaged in that a positive outcome was the result, explain the tasks included in that situation, discuss the assortment of actions included in the situation's task, and express the direct results that were due to the actions taken. In conclusion, it would be a great step in the right direction for a company to consider looking to hire for skills and fit, with a Commitment to Development through behavioral interviewing. In this company we do not wish to hire with the intent to fire at a later date.

  1. Identify Hiring Timelines-such as identifying number of employees to be hired on a monthly basis, completing interviews within a two-week period of time and making job offers within one week after the final interview is complete.
  1. Performance Management-A strong management team is imperative in creating Chern’s ability to retain its competitive advantage by carefully monitoring set goals and the managing compensation metrics of its sales associates. These managers would be highly skilled in motivating employees and understanding the business principles and practices of the organization.
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Once Key Performance Indicators are established, Chern’s can establish targets (the measures of success) and segments (the populations, behaviors, or outcomes to analyze against the targets). By establishing this process, objectives will turn into SMART objectives: specific, measurable, attainable, realistic, and time-bound. A best practice that Chern’s can employ is to measure improvement for a specific segment against an organizational baseline, or another population segment. As an example, if you’d like to retain talent, implement a training initiative open to all employees. Your KPI will be your retention rate, your target may be to retain 95 percent of employees for five (5) years, and our segment for measuring results will be trained employees who complete a six month program and then annual program. A good practice is to measure improvement for a specific segment against an organizational baseline or another segment. Groups to compare against each other may include:

  • Employees who were not in the training program;
  • Employees who joined but did not complete the program;
  • Employees who completed the program.

How to measure our results

Now that we’ve established what KPIs to measure, you’ll need specific ways to measure them against benchmarks to make sure that our training program is performing as well as it can. For an example, Key Performance Indicators that track client acquisition and sales goals against such as program participation and completion. Does a successfully completed training program mean that a trainee has been schooled in topic areas that have been defined and then established a six month record of success? Once we’ve defined and developed our goals and measurement metrics, we can set up the mechanics of how you will measure your results. This is where a software program can help, software programs can provide several metric features, including:

  • Analyze: track the program and individual connection progress;
  • Reports: view real-time performance and export details for further analysis;
  • Surveys: acquire feedback from participants throughout all phases of program.

Armed with these program objectives, Key Performance Indicators, and measurement tactics, HR executives and other stakeholders within the company can effectively implement and measure the success of a training program, leading to increased employee engagement and a stronger workforce (http://www.tlnt.com/2013/10/31).

  1. Create Competitive Compensation for sales associates which exceeds market demands by 20%. In order for the organization to remain competitive, the company must aggressively pursue talent to increase productivity and profitability, it must also leverage human capital to maintain a competitive advantage. To meet this challenge, Chern’s must craft a clear and compelling strategy for implementing a well thought-out total reward/compensation plan to attract, retain and motivate key talent. This total reward strategy should integrate key components including:
  1. Total compensation
  2. Benefits
  3. Work-life Fit
  4. Training, career and personal growth opportunities

Though opportunities for leadership and transparent organizational structures create ownership. Nothing works better for retaining the right talent than an appropriate rewards system. For a reward to be worthwhile to both employee and business, the reward system must both fit the talent, and also support the organizations strategic intent and performance requirements. This subtle but mutually beneficial manipulation is achieved through creating “line of sight”, which is described as “a clear connection between the reception of a reward and the behavior required to obtain it.” (Lawler, Edward E., Worley, Christopher, G. 2006). People are motivated by anticipated rewards and future satisfaction, not on present satisfaction. To create motivation, the reward must be perceived as significant—and is not likely to be effective if it is solely based on things like simple job satisfaction. Suggested number of appropriate reward systems for Chern’s organizations are: