1. (a) What were some of the key reasons Cisco needed to recruit employees externally? There are many different reasons that may have prompted Cisco decide to recruit its employees externally. First and foremost, the company was being moved by the competition in the industry and was of the view that through outsourcing, it will be able to acquire experienced and highly competent team of employees from the rival companies. In the general industry, it is expected that all sorts of experience, skills and qualities are available alongside specific talents like leadership that would steer any company forward.
Second, Cisco being one of the companies that were operating at the advent of new technology and use of the internet, market opportunities were readily available. For the company, to try and develop in-house employees to take advantage of the emerging opportunity would have been time consuming and costly. This approach therefore, could have helped the company put more effort on other business strategies penetrating and serving different markets and also become one of the key players in the industry. Generally speaking therefore, while competition was on the offing, the existence of large market opportunities is also another factor that pushed the company to acquire its employees from externally in order to get great talent and also be in a position to market its product at speed.
(b) Evaluate the recruitment and retention tactics of Cisco. Do you think it was the best option Cisco had? Why, or why not? To start with, it’s important to mention that recruitment tactic that was being used by Cisco is that of acquisition from externally. This tactic was particularly employed by the company based on the fact that by operating in a very fast growing market, talents, skills and experience could be easily accessed from the industry.
However, to comment on this tactic, it is also important to mention that even though this strategy could be important in saving time and acquiring certain skills and talents, this could only be helpful in the short-term. This is because the talent or even the skill that is acquired might have been developed in an environment that is totally different from the one Cisco is operating and therefore could not easily be adapted to its situation.
On the aspect of retention of employees, the company after acquisition did work very hard to retain its new employees. Some of the retention tactics that were employed by Cisco include strategically placing the executives’ offices in the middle of the floors in order to allow for other employees have access to the windows, running of the state-of-the-art daycare center and supporting certain financial programmers like advancing funds to the employees incase their houses got burned before their claims could be completed by the insurance companies.
Assigning of some “buddies” to the new employees to guide them and help them adapt to the new environment. All these tactics are important in retaining employees. However, there are also some risks involved. For instance, in the case of insurance claims, there is likelihood and failure to go through and in the long-run it’s the company will incur the loss because it will be difficult to refund the advances given to the employee.