Introduction
The Maintenance Department is currently experiencing a high turnover rate and is need of an urgent but long-lasting solution. As the vice president of Human Resources at Community State University, therefore, the main task is to conduct evidence-based research on the use of better recruitment practices in order to address the problem. To achieve this however, the paper will provide an overview of the applicable HR recruiting and selection laws and the relevant theories. Similarly, the discussion will provide a critical analysis of an effective recruitment process and how it might help address the issue of turnover. An in-depth comparison of formal disciplinary processes, positive and progressive, will be provided followed by recommendation of a disciplinary process that might be implemented at Community State University to address the issue of turnover. The paper will conclude with a discussion of three recruitment and discipline that the University president should consider in line with research findings.
Summary of Applicable HR Recruiting
High turnover remains to be a major issue of concern for many organizations around the world. Many employees who leave their jobs abruptly often cite low pay, poor working condition and feeling unappreciated at workplaces. However, there are a few issues that apply to this case scenario. The first issue that the Maintenance Department should consider is strategic planning. As explicated by Mathis et al. (2019), organizations must strive to have a high employee quality in an effort to reach its strategic objectives. An important component of strategic planning to consider is having clear plan that would help address any emerging human resource (H.R) challenges. In most cases, H.R departments around the globe opt to outsource for quality and qualified employees. The outsourcing should be undertaken through a highly experienced maintenance company. According to Farndale et al. (2021), HR might decide to delegate some of less complicated responsibilities to a third party. The decision to outsource will help the University gain more knowledge and skills about maintenance and, at the same time, save a lot of money and resources.
For effective outsourcing, however, it is important to ensure talent management is involved directly in the recruitment process. According to Mathis et al. (2019), workforce planning requires the organization to focus its resources on identifying and hiring the right talent – this is critical when it comes to improving organizational performance and productivity. Similarly, the selection laws that apply to this scenario are statutory in nature – they are written laws that are passed by a legislative. They help define certain rights and opinions of employees and their employers. In addition to this, employers and employees have certain contractual rights that allow them to take on several responsibilities. The widely cited and used type of contractual agreement is employee contract. For instance, employment contract can help the University ensure employees are committed to working for the facility for a given period of time. Once the employee signs a binding contract, they can be sued if they fail to honor it.
In line with the above, there are important legal issues for consideration related to employee health and safety. It is important for employers to ensure they adhere to all the federal and legal laws associated with employee wellbeing. Mathis et al. (2019) highlighted some of the basic legal issues that employers must consider. They include the American Disabilities Act, collective bargaining laws, child labor laws, and civil rights. Lastly, the one theory that relates to this case scenario revolves around public safety. The maintenance department has the responsibility of ensuring all the learning facilities within the University are safe and maintained in an orderly manner. For example, the department should ensure lecture halls have proper lightings.
Effective Recruitment process
Effective recruitment process should focus on various external recruitment options and sources with the aim of hiring the right talent and ultimately reducing turnover. The first external recruitment option is effective job postings which involves posting the required sets of responsibilities on a specific stage or platform. Some of the common platforms include release sheets, daily papers, colleges, and system administration. The second option for consideration is curriculum vitae investigation. This, as noted by Kaltenbrunner and de Rijcke (2019), allows the hiring panel to identify and distinguish competitors with the right proficient experience and skills needed for the specific job. Thirdly, the team may opt to utilize telephone meeting where the interviewer gets an opportunity to scrutinize the interviewee by asking some broad inquiries. As explained further by Kaltenbrunner and de Rijcke (2019), this is one of the best recruiting strategies as it is one step closer to contracting the right candidates. Similarly, the team may decide to utilize psychometric testing for compelling enrolment. The data obtained from the psychometric appraisal helps with identifying and distinguishing qualities of the candidates.
Another step often used is the in-individual meeting – this option comes after the panel has acquired the necessary information about the applicant as well as gathered valuable data on specific parts of their identity and confirmed the desires for the position. A face-to-face meeting allows the interviewer to affirm candidates’ suitability for the job. Such meetings are used to ask the candidates questions that challenge their abilities when faced with more constrained circumstances. A second meeting can be organized specifically for specialized positions such as when looking to hire a manager. It is important to try and audit the data and answers obtained prior to the second meeting.
The last step is cross-checking the references which helps one develop a deeper understanding of the potential candidates. Despite the fact that the panel may have already settled on the right candidates, more time is needed to examine and approve the provided references as well as ascertain past occupations. One might even confirm the criminal records, specifically for more broad occupation positions. The aim of this process is to learn more about the potential candidates within the specified timeframe. Alternatively, the team may opt to utilize internal recruitment options such as internal promotion, transfer, and reorganization (DeVaro et al., 2019). For instance, transfer option is where an employee is transferred from one department to another for optimum performance. Strategic recruiting will also help the department win the best candidates – it encourages the department to focus on employer branding, recruitment-directed marketing, and skilled selling.
Formal Disciplinary Processes
The two formal disciplinary processes for consideration in this paper are positive and progressive. The formers founded on the premise that the actions of the employee can be rectified without threats or penalty (Mathis et al., 2019). Positive process requires managers to give employees a chance to turn things around. Mathis et al. (2019) identified four steps to positive approach as written documentation, final warning, and discharge. This approach works well if managers decide to use the steps to motivate employees.
The second form of disciplinary process is progressive which integrates the use of more severe steps that are used to change or transform employee’s negative behavior. While this approach follows the same pattern as positive process, it allows the use of rigorous action phases. Similarly, progressive approach changes depending on the seriousness of the situation – it is a little strict compared to the positive system (Pawirosumarto & Iriani, 2018). The steps utilized in this process include a “verbal warning, a written or second offense warning, a suspension and eventually termination” (p. 62). This paper recommends the use of both disciplinary approaches depending on the prevailing situation. For instance, positive approach applies to a situation where employees have problems when it comes to adhering to the attendance policy. Progressive approach may be utilized where an employee is bound by specific policies such as “do not smoke here”. However, the University should prioritize the use of positive disciplinary approach and only resort to progressive one where necessary.
Recruitment and Discipline Recommendations
The first recommendation to the University President that would help reduce turnover rate is to outsource for new talents. By relying on an outsourcing department, the University will gain access to quality and qualified candidates. For instance, Maintenance Department should consider outsourcing for engineering services in order to improve operational efficiency. By working with an experienced outsourcing company, the HR department will focus on other critical issues facing the organization.
Secondly, this paper recommends the creation of training course for different departments, specifically on risk management. From the onset, the University should pay a close attention to federal laws, specifically The Americans with Disabilities Act (ADA) worker’s compensation and health safety Act. The H.R department has a responsibility of ensuring employees are aware of all the legal situations associated with their health and safety. As a matter of fact, the University should consider training its maintenance department’s staff on health and safety of the organization. As elucidated by Mathis et al. (2019), duty-of-care requirements are necessary, specifically those concerned with safety of employees and their family members. Here, the University should undertake weekly inspections to ensure it remains updated with the laws.
The last recommendation revolves around the employee disciplinary actions that should be taken depending on the severity of the situation. Therefore, appropriate corrective action should target the employee behavior without interfering with how they perform their duties. To achieve this, it is imperative for the H.R department to come up with rules and regulations that will guide the behavior of all the employees. For example, all the disciplinary issues and cases should be handled by a disciplinary master – the H.R’s role should be to provide advice on the specific course of action with regard to disciplinary actions. Similarly, the H.R will be required to make sure the disciplinary master is following the required procedure when administering any form of discipline. Overall, the president should consider hiring highly qualified and self-disciplined candidates.
Conclusion
It is clear from the above discussion that the issue of high turnover rate can be resolved once the HR department puts in place measures to guide its recruitment and disciplinary process. While it is true maintenance work is critical to any organization, it is hardly given the required attention. Regarding the recruitment process, the HR department should strive to hire the right talents – those with the desire and commitment to work at the university. With a clear understand of why many employees leave their jobs abruptly, the department must put measures in place to ensure the new recruits feel they are part of the organization. A good example here is the adoption of the appropriate corrective action that targets the employee behavior.
References
DeVaro, J., Kauhanen, A., & Valmari, N. (2019). Internal and external hiring. Industrial and Labor Relations Review, 72(4), 981-1008. Web.
Farndale, E., Thite, M., Budhwar, P., & Kwon, B. (2021). Deglobalization and talent sourcing: Cross‐national evidence from high‐tech firms. Human Resource Management, 60(2), 259-272. Web.
Kaltenbrunner, W., & de Rijcke, S. (2019). Filling in the gaps: The interpretation of curricula vitae in peer review. Social Studies of Science, 49(6), 863-883. Web.
Mathis, R., Jackson, J., Valentine, S., &Meglich, P. (2019). Human Resource Management (16th ed.). Publisher: Boston, MA: Cengage South-Western.
Pawirosumarto, S., &Iriani, D. (2018). The influence of work stress, working cost, compensation and work discipline on employee’ productivity, 6(4), 62-75. Web.