Recruitment Poaching Issues - Case Study Example

Analysis of a Recruitment Poaching Case Study Student Name: Course Title: Tutor: Date: Introduction Poaching is a common form of acquiring highly talented employees to join an ambitious work force within many sectors. While the ethical side of it seems to be questionable, in the eyes of many it seems to be an indicator of cleverly formulated strategies into acquiring and retaining resourceful and productive employees to enable an institution achieve its strategic goals in a competitive environment (Sheridan 1997, 245; Marescaux, Winne and Sels 2013, 26). In light of this argument, this paper seeks to critically evaluate the recruitment and remuneration strategies adopted by University of Southern California (USC) in poaching Arthur Toga and Paul Thompson from their rivals University of California/Los Angeles as brought out in the case study. The paper will also seek to evaluate the contribution of the recruitment and remuneration strategies towards the strategic objectives of USC. These will be analyzed under respective headlines in this paper. Recruitment strategy adopted by USC University of Southern California (USC) has been trying to recruit the two talented scientists from University of California/Los Angeles (UCLA) by approaching strategy whereby they were offering prime real estate property, more funding to the research programs, bigger facilities and staff to help the scientists with research. However, UCLA learned about the tactics and knew the only way to counter the threat will be to match the offer being presented by USC. Indeed UCLA provided more funding to the research programs, expanded facilities and other resources. It was better and stronger offer and USC was beaten in its efforts to land the two top scientists. This led to USC adopting another rather uncommon strategy towards attracting the two top scientists to their institution (Larry and Eryn. 2013). This time round money, bigger facilities and collaborations were not the critical factors to tilt the scales to USC’s benefits. It was rather an approach that involved getting everyone on board to from the lower rank laboratory staff to the top Executives of the company (Zappe 2013). The top Executives were involved to give another dimension into the recruitment process. The executives usually appear into the scene to discuss “important” matters relating to the research programs and offers and why they are the best. But in the strategy adopted by USC the executives Provost Elizabeth Garrett and Executive vice Provost Michael Quick decide to establish a personal relationship with the two scientists first before suggesting they work for them. The two top people seek first to understand Toga and Thompson to know what makes them happy and what things they value in life apart from being scientists who lead important research works at a university lab (Larry and Eryn. 2013). This strategy starts working from the spot as Thomson admitted that already he knew he wanted to work for USC from the social talk he had with the top executives of the institution (Larry and Eryn. 2013). According to Pablos (2008, 50) this strategy can be quite effective since the target for recruitment already feels indebted to the warm relationship he has with the top management and feels the same kind of relationship is going to continue if at all he/she decides to work for the persons. Apart from establishing the relationship, the top executives go a step further to maintain the relationship so that the two recruits could eliminate any doubts they might have regarding USC and its people. During a walk in USC with Dr. Carmen Puliafito, dean of the USC medical school and a future boss, Thomson realized that the top executives maintain a very close relationship with all staff members regardless of their ranks. Thomson realized this when Dr. Carmen greeted everyone including the janitors something not common in academia circles (Larry and Eryn. 2013). This showed the humanistic and warmer approach the institution has towards every aspect of its functions. It’s showed the values held by the management and how easy it can be to engage the management as they seem to operate an open doors policy to management. As the recruits and the top executives socialized, each of them got to learn each others commitment to success and how their visions can fit with each other (Larry and Eryn. 2013). The two scientists knew that USC’s vision and theirs too could be combined to bring success for both parties involved. It seemed more like establishing a joint partnership between fiends. The whole strategy could not have worked had it not for the USC management to allow their employees to network constantly with their counterparts in the industry. It was a faculty member who tipped the top management to get into action when interest from University of Pennsylvania for the two men was the word going round in the network circles (Larry and Eryn. 2013). The warm social environments where employees and top executives engage at social events to discuss life issues away from work, ensured the top executives and the two talented scientists established a close relationship which the USC executives used to lure the scientists to work for them. The key was in understanding each other and working out modalities that will be beneficial to each other not necessarily anchored on strict contract terms but trust and mutually beneficial goals. This is the modern approach to human resource management as suggested by Pfau & Kay (2002, 76) where human recourse practitioners are required to appreciate the fact that human resource is not simply a factor of production but composed of human beings with personal need and aspirations. Longenecker (2013, 29) too introduces the fact that it is very important to have a personal relationship with employees and once fulfilled or attempts are made to fulfill employees’ needs, then organizations will get loyalty and goodwill from the employees themselves without much conflict and strict relationships. The remuneration strategy adopted by USC and how it complements the recruitment strategy When it comes to recruiting top executives or top talents into an organization, salary is not really a consideration since the recruiter will most certainly have to meet the salary being paid to the person currently or possibly even more. It is more to do with non-cash benefits accommodated in the remuneration package (Maiello and Randall 2008, 116; Edvinson and Camp 2005, 113). In this particular case study, the view is supported by the fact that Toga and Thompson were lured into the deal not by money offers, bigger programs or even prime assets to be given to them for accepting the deal. The two admitted to have been attracted to USC by the softer side of the executives and the fact that the institutions vision and theirs seem to complement each other. The remuneration package offered by USC actually complements the strategy adopted by the institution when it’s lured Toga and Thompson into USC. The two scientist major gain in the deal is that they will continue to live their lives with their family with minimal pressure and commitment to their work. Togo will continue maintaining a closer relationship with his family in California and have less commuter time to his research labs. This is actually what is important to the scientist apart from engaging in research in high-tech labs (Zappe 2013). Employees whose family lives are in chaos or whose work-life balance is not healthy perform poorly in their careers and it is a major reason why high employee turnover is common in the category of highly skilled workers who are in favorable position to negotiate contract terms (Bond 2004, 13). To Thomson too the close family relationship as well as the weather in California are important to him and so is the close relationship the two share with their California based staff and postdoctoral fellows who they feel personal attachment to as they advance their careers. USC also committed to offering additional staff, a larger space and facilitate a closer relationship between Toga and Thompson and the medical and engineering schools. USC is also a private institution where decisions are made faster. This is very important for the scientists as they can be able to get the institution to make decisions fast to get things going at the research labs. Aswanthappa (2005, 45) contends that Scientists and designers prefer to work in organizations where their right to self determination and creativity is respected and supported by the management. It is therefore prudent that management at USC identified this as the most important factor to attract the two scientists from UCLA. All this non-cash benefits are what is important for the scientists and the human resource practitioners at USC realized this and have taken steps to offering just what the scientists asked for and not necessarily focused narrowly on their objectives as an institution seeking to succeed in research while maintaining its strict policies with its employees (Larry and Eryn. 2013). The remuneration fits too well with the recruitment strategy which is pegged on identifying what makes Toga and Thompson happy in life and using the knowledge as leverage in attracting them and retaining them. How the recruitment and remuneration strategies contribute to the strategic objectives of USC Strategic objectives lead towards a shared goal in the organization and as such all aspects of the organization including the human resource function must be in tandem with the overall strategy of the organization and the organizational culture (Madu 2008, 4). In light of this, USC wants to become the leading institution in the field of neuroscience and informatics. To achieve this, the institution recognizes that it needs to attract and retain top scientists in the field who will be able to deliver results for the institutions in the lab much to the prestige and success of USC financially and in terms of recognition and prestige amongst others in the industry. Landing Toga and Thomson is a major step towards achieving the objectives of the institution in as far as research in neuroscience and informatics is concerned. The two scientists are specialists using powerful computers to analyze brain imaging, medical and genetic data to help understand such diseases as Alzheimer's and autism. Larry and Eryn (2013). cite this is the chief reason why UCLA were reluctant to release them to USC as it would have been a major loss that is not easily replaceable. The recruitment strategy worked to portray a positive image of USC organizational culture and human resource relations in the institution. This ensured that Toga and Thomson were attracted to USC not necessarily by the huge financial and capacity offering but rather by the soft humanistic approach adopted by the top executives in handling human resource in their institution (Zappe 2013). The strategy is therefore appropriate and much beneficial to the institutions agenda of capturing and retaining top talent to boost its research efforts and establish leadership in neuroscience and informatics field. The remuneration strategy is also complements to the recruitment strategy adopted and contributes to the strategic objectives of USC part of which states the institutions intention as of becoming a leader in neuroscience and informatics. To achieve this, talented scientists like Toga and Thompson have to be retained once acquired. The only way to retaining them is putting their interests before those of the institution for as long as they will not jeopardize their commitment and contribution to the performance of the institution. Clark (1994, 89) regrets that many human resource practitioners make the mistake of regarding human resource as factors of production which have to adapt to the institution’s way of doing things and not advance their own interests. While this may work for employees whose presence in the organization is not highly critical to the strategic objectives of the company, it is not the case with top talents like neuroscience and informatics scientists who have made a name for themselves in the industry such as Toga and Thomson. In line with Clark’s (1994, 92) views it is essential then that their welfare be a key consideration in the remuneration package to retain them so that they can help the organization achieve its strategic objectives. Conclusion The modern approach to management and in extension human resource relations is a more personalized and intimate relationship between top executives and the employees. This gives an opportunity for the management and the employees to bond and understand the dreams and aspirations of each other and how the two can be brought together in a mutually beneficial relationship that will result in the success of the organization. This is the most critical tool used by USC in this case study to win the trust of top scientists (Arthur Toga and Paul Thompson) from UCLA. The strategy ensured that the scientist understood the vision and commitment of USC and most importantly their unique organizational culture that fosters close relationship between the top executives and all levels of the employees in the organization including janitors. This gave them a conviction that working for USC is the best decision they can make to achieve their ambitions and continue living their loves how they like it. Bibliography Aswanthappa, K. Human Resource and Personnel Management. Tata McGraw-Hill Education, 2005. Bond, Sue. "Organisational culture and work-life conflict in the UK." International Journal of Sociology and Social Policy 24, no. 12 (2004): 1-24. Clark, Ian. "HRM – The Reinvention of Modern Management?" Personnel Review 23, no. 5 (1994): 15-24. Edvinson, Leif, and Joachim Camp. 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