Recruitment Strategies
A recruitment strategy can be defined as a method for discovering the most suitable applicants for open positions at the firm. A strong recruiting strategy specifies the individuals the company desires to recruit, reveals why the company is seeking such candidates and outlines how the organization plans to hire them. Such strategies might be as basic or as intricate as the company desires. However, successful recruitment strategies should always be practical, easy to incorporate, and targeted at attaining the firm’s key goals. There are four fundamental strategies that can help any business with the recruitment process.
The first strategy focuses on the core image of the business and has to do with establishing and improving the brand. If a company wants to attract the most talented and competent candidates, it has to first pay attention to its image (Landy & Conte, 2018). The employer brand reflects the organization’s values, aspirations, and beliefs. Usually, applicants have a clear-cut idea of the positions they are perfectly suited for and the kinds of companies they desire to work for. Therefore, if a firm fails to dedicate some time to create a brand, then the chances are that candidates will not understand why they should apply for positions there (Landy & Conte, 2018). As a result, it would be wise to pay attention to the company’s official website, job postings, and social media.
Job postings, elaborate job descriptions, and interviews are vital to successful recruitment. Job advertisements are frequently the first chance to create a strong impression on candidates. Therefore, it is necessary to make an effort to develop position descriptions that are thorough, precise, and interactive (Landy & Conte, 2018). This involves creating short and specific descriptions as well as a professional and well-organized overview of the company culture. Additionally, being sincere with salary ranges, requirements, and expectations is vital. As for the interviews, they are an excellent opportunity to pitch the organization’s ideas and values, get acquainted with the potential employee and their virtues, and let them acquainted with the culture and environment.
The last successful recruitment strategy can be pertinent to the aforementioned job culture. Any organization should prioritize diversity, equality, and inclusion (Landy & Conte, 2018). When the candidates do not see any practices involving the embracement of diversity or inclusion, they might feel suspicious (Landy & Conte, 2018). No one wants to work in conditions that might include pressure or discrimination. Therefore, if a company cherishes its reputation and branding, it should create a welcoming culture.
Selection Strategies and Recruitment Processes
Selection of people for different jobs would not be so necessary if physical and psychological differences were not so prevalent. Businesses would predict equivalent levels of job effectiveness for all potential employees if there was no variation among people in skills, abilities, preferences, and character traits (Cascio & Aguinis, 2019). Similarly, if there were ten job positions and only ten sufficiently competent candidates, selection would not be a serious issue because all ten candidates might have to be recruited (Cascio & Aguinis, 2019). Nonetheless, selection becomes an issue only when there are more competent candidates than open vacancies because selection involves choosing, and choice entails rejection.
The traditional selection strategy involves multiple tests that help assess the competence and skills of the potential employee. For example, one of the most common tests is the cognitive ability test. Such tests are usually designed to serve as predictors of future performance (Cascio & Aguinis, 2019). During the interview, the candidate’s problem-solving skills and abstract thinking and abilities to deal with numbers will be evaluated. Thus, cognitive ability tests give a clear-cut idea of the individual’s mental processes and whether they are suitable for a specific role or position.
Another successful selection strategy is the evaluation of learning agility. Learning agility implies being in an unfamiliar situation, finding the solutions to problems, adapting to the circumstances, and applying the learned information later (Cascio & Aguinis, 2019). An agile learner is a valuable asset to the organization because even if they do not have specific experience, such people always know what to do in problematic situations (Cascio & Aguinis, 2019). This measurement can, therefore, be helpful in evaluating various reactions in the work environments of potential employees.
Employee Development and Employee Success
Employee development entails giving staff members the information, equipment, training, opportunities, and assistance they require to grow and develop on the job. Employee development that is efficient benefits the worker, the department, the supervisor, and, eventually, the business. Therefore, organizations must ensure that their development programs are specifically designed to align with the interests and objectives of both the organization and its employees (Landy & Conte, 2018). As a result, employees who can develop their skills and scope of knowledge can achieve success in the company and have more prospects.
Employee development can help workers become successful for several reasons. First, with the help of this program and the support of the organization, employees can prepare themselves for difficult and unforeseen situations (Landy & Conte, 2018). The courses and training of the company allow workers to test their abilities and problem-solving skills. Here they can practice, receive feedback, and learn valuable lessons. Eventually, staff members become more experienced and more valuable to the company.
Moreover, employees can also detect their weak spots in such courses and concentrate on reinforcing their strengths. Every person has shortcomings and strengths, and most people are often not aware of the areas that need improvement (Landy & Conte, 2018). However, at employee development courses, they will have opportunities to perform self-analysis. For example, an individual can learn to be more productive and apply the best strategies required for efficient work. Ultimately, as soon as staff members become more effective, they become more confident.
Thus, employee development is always centered around the interests and goals of both parties, the employees and employees. However, only the success of employees is the main objective in this matter. The employees will be able to achieve success through constant training because they will receive feedback from competent supervisors, identify their weaknesses and strengths, and also receive the information they might apply in various situations.
Succession Planning Processes
Management succession planning is the process of creating a plan in the company that can help alleviate a leadership transition. Whenever an unforeseen situation occurs, such as the death of the CEO, the supervising parties will be able to put a new leader in charge, thus, implementing a succession plan (Cascio & Aguinis, 2019). Therefore, management succession planning is a standard and well-accepted activity in the business field. As a result, companies go through many processes to devise a succession plan to ensure they will not wreak havoc in emergencies.
The main objective and the most vital step in succession planning is to determine the prepared party that will become a successor in such an emergency situation. The HR division provides information about the possible candidates (Cascio & Aguinis, 2019). The supervising and responsible parties then must identify several talented and most suitable individuals and choose one that will fit the position the most (Cascio & Aguinis, 2019). The decision of executives of all departments is then communicated to the chief executive officer.
To give an in-depth description of the decision-making process, each executive of a specific department is responsible for presenting the corporate committee with the most suitable candidate. The presentation typically includes a comprehensive evaluation of the department’s executive assets’ weaknesses and strengths and the current performance status (Cascio & Aguinis, 2019). The presentation is also aided by photos of the involved parties and ratings of all established candidates in terms of predicted potential.
Later, the policy committee, which consists of the chairman, vice-chairman, and the president, must review the presentation, assess the candidates, and give their opinions regarding the matter at hand. Usually, the committee can provide additional insights when it comes to the executives and their candidates (Cascio & Aguinis, 2019). For example, they can critique and advise the candidates to be more prepared for the following reviews. As a result, the potential successors will be aware of their strengths and weaknesses and will know their career development plan.
References
Cascio, W. F., & Aguinis, H. (2019). Applied psychology in talent management. Sage Publications.
Landy, F. J. & Conte, J. M. (2018). Work in the 21st century: An introduction to industrial and organizational psychology. John Wiley & Sons, Inc.