The Selection Methods Employed by the Organisation - Term Paper Example

The aim of this report is to attempt to measure labour turnover at AEG and try to explore some of the possible reasons why employees leave the organisation. The report also seeks to justify the selection methods employed by the organisation that are seen as expensive against the background of an economy that is characterised by harsh financial times. Basically, resourcing or recruitment is a process that involves searching for and obtaining qualified job candidates and it gives the organisation the opportunity to select the most appropriate persons to fill its job needs (Carrell, R.

et al 1995). Effective recruitment often attracts individuals to the organisation and also increases the chances of retaining them once they have been hired. Thus, AEG like any other organisation’s recruitment efforts seek to satisfy the needs of job applicants as well as the needs of managers hence the need for careful consideration by the Human Resources management (HRM). From this assertion, Pfeffer (1989) also concurs that companies which are serious about making profit through people ought to “expend the effort needed to ensure that they recruit the right people in the first place.

” Justifiably, the selection methods employed by AEG cannot be regarded as strenuous on the company’s budgets since it is one sure way of ensuring returns on investment in the long run. In fact, it is wiser to spend more money in selecting the best candidates who will be easier to groom to become useful assets to the company who in turn will promote the growth of the company by generating more revenue as well as minimizing staff turnover. In essence, employee turnover refers to the amount of time a worker spends with an organisation from the first day at the new job to the last (Kleynhans et al 2007).

Thus employee turnover can be measured by the time employees stay with an organisation. For instance, if many employees leave the organisation after a short stint, it means that there is higher employee turnover like the case with AEG. Research has shown that the lion’s share of staff turnover is a result of dissatisfied workers leaving the organisation and it has been noted that this can be avoided if the organisation embarks on fair practices that are likely to motivate the workers to continue serving the organisation.

Jackson and Schuler (2000), posit to the effect that in most cases, women are more likely than men to leave the company to work elsewhere. A case study of Ernest and Young showed that the organisation managed to reduce staff turnover of women at senior management level by about 7% after the company began making serious effort to increase retention rates. At this firm, offering flexible work arrangements has been particularly helpful in retaining their best female employees. Thus, some of the factors that can cause dissatisfaction among workers include the following: Poor remuneration- a person who is poorly paid is disgruntled and is likely to leave the organisation without any notice.

Poor working conditions such as ill-treatment at work can cause the workers to leave the company for greener pastures. Unfair labour practices like discrimination is one major factor that causes conflict among the workers in an organisation resulting in some of them quiting. Employees who are given the autonomous privilege to make decisions, which is a great incentive since they will develop a sense of belonging, are likely to stay longer in the organisation. In most cases, people who occupy senior managerial positions are not motivated by monitory gains alone but by the level of importance accorded to them.

Therefore, the need to address the crucial element of employee turnover entails the need by the organisation to put measures in place that are likely to retain the workers to stay in the organisation once they have been hired. Thus, resourcing and talent planning play a vital role in determining employee retention towards achievement of organisational goals in various ways. In simple terms, retention refers to the ability by the organisation to retain its staff complement or to have low cases of staff turnover (Jackson and Schuler 2000).

In this regard, there is need to take into consideration various measures that are meant to retain talented workers who form the backbone of the organisation. The following measures can be carefully implemented in order to avert high chances of staff turnover while at the same time retaining the talented workers. For instance, offering more flexible work arrangements has been particularly seen as one of the most viable options that can be adopted by any organisation in order to retain its workers.

The employees should have the opportunity to enjoy certain benefits such as paid leave days where necessary so as to allow them to attend to their pertinent needs. Women in particular have a duty to care especially for the young children and their working periods should be designed in such a way that they would be able to have some time with their young ones. During the process of recruiting, HR management should always try by all means to select the best candidates from those shortlisted and it would be easier to have measures in place that are likely to appeal positively to the workers so as to give them a sense of belonging.

If the workers are proud to identify themselves with the organisation, there will be likely chances that they will stay in the organisation and this would allow the organisation to realise its goals. It is very important to identify the workers with talent to undergo some form of training to take up new strategic positions in the company in a bid to maintain the organisational culture of operation while at the same time promoting a system that would selflessly incorporate the values of diverse cultures of different people employed by AEG.

Indeed, it is a fact that the workforce in London is characterised by multiple cultures and this ought to be seriously taken into consideration during the period of resourcing. Having identified talent for such challenging strategic positions, these people would in turn impart their knowledge and skills to the majority of workers recruited for other positions to blend them in such a way that would build a force to reckon in the areas the company operates in and such initiatives ought to be accommodative to diverse cultural values.

With such a strategy in place, there would be likely chances of retaining the workers. It should be the prerogative of the organisation to offer incentives that are likely to motivate the workers to be loyal to their organisation. These may vary from financial benefits to medical health schemes as well as educational policies. It can as well be noted that the workers who are given the autonomy to make decisions are likely to be motivated compared to those who are just told what to do and are led all the way without contributing anything.

A person who is given the power to make decisions would positively identify with the organisation since he would have a sense of belonging and would stay longer in the company. Having recruited the right people, there would be need to continually plan and develop their talents such that the organisation would be better positioned to achieve its goals. In this case, human resources development (HRD) would be more ideal. It refers to all the methods an organisation uses to help its employees to improve the way they work (Kleynhans R.

et al 2006). From this assertion, it is highly recommended that AEG in particular should underscore to take HRD which is primarily concerned with identifying the skills needed by the employees, designing and putting into place training and development programmes that are meant to equip them with the knowledge to cope with often challenging scenarios as a result of changes that would take place in the operations of the organisation. It is against this background that training would be needed to ensure that the employees have all the necessary information.

Training and development would be an ongoing process which would enable the employees to gain first hand information about the organisation in carrying out their duties. This would also allow them to familiarize with the environment of the organisation which would be a perfect advantage in solving problems that may arise in the future since they would be endowed with the relevant knowledge about the operations of the organisation. Given such a scenario, achieving the organisational goals would be a reality since all the workers would have been empowered with various skills that would enable them to execute their duties in harmony.

A satisfied worker is likely to be productive and likely to stay in the company which will positively contribute towards the attainment of the organisational goals. References Carrell, R. et al (1995). Human Resources Management: Global Strategies for managing a diverse workforce. 5th Edition. NY. Prentice Hall. Kleynhans R. et al (2007). Human Resource Management: fresh perspectives. Cape Town. Prentice Hall. Jackson et al (2001), Management, Oxford University Press Jackson, S.E. & Schuler R. (2000). Managing Human Resources: A Partnership Perspective. NY. South Western College Publishing.

Pfeffer J. (1998). The Human equation: Building profits by putting people first. Boston MA: Harvard Business School Press. BM5003 ASSIGNMENT - SELF EVALUATION FORM The purpose of this self-evaluation is to help you reflect upon your study skills and your ability at learning. The ability to monitor and evaluate your own progress is really useful (in work as well as at university). Developing your ability to self-evaluate will help you to gain more confidence to know what standard your work is, even before it has been marked.

Your self evaluation will only be read after your work has been marked. What you write on this form has NO bearing on the grade you will receive for your assignment. What do you think was the thing you did best in this assignment? The best thing I did was to critically analyse all the factors that ought to be taken into consideration when resourcing. I also thoroughly explored various factors that cause staff turnover and the measures that can be put by AEG in place in order to retain its talented workers.

What did you find the hardest part of this assignment? The hardest part I found in this assignment was to give suggestions on the measures that can be implemented to curtail staff turnover since different individuals have different motives which are not uniform. It may be difficult to fulfill the personal needs of every individual person. How difficult (or easy) did you find this assignment? The assignment was partially easy given that the issues of concern can be avoided if there are properly designed human resources management policies that are people centered.

If you had the chance to do this assignment again from scratch, how (if at all) might you decide to go about it differently? I would start by exploring the various selection methods then choose the best one. Recruitment is the foundation hence it has to be done properly. From doing previous assignments, and from the feedback that you’ve received from other tutors, what changes (if any) have you made to the way that you completed this particular assignment? I used my personal opinions and views in the greater part of completing this assignment.

What particular aspect of your assignment would you especially like to receive feedback on? I would expect to receive feedback on the section which deals with the factors that can be implemented to retain the workers. Please include this form at the back of your assignment.