Resourcing talent

The aims and objectives of this report are to: identify factors affecting an organization’s approach to attracting talent explain the benefits of attracting and retaining a diverse workforce describe factors affecting organizational approach to recruitment and selection give examples of recruitment and selection methods explain the purpose of induction and give a sample induction plan 2. ATRACTING TALENT 2. 1. 4 FACTORS THAT AFFECT AN ORGANISATION’S APPROACH TO ATTRACTING TALENT An organisation’s ability to attract talent from outside depends on how potential applicants view the company, the sector in which it operates and its culture.

This is why BRAND IDENTITY seems to be one of the most important factors influencing an organisation’s approach to attracting talent. The top-notch candidates will always ask ‘what’s in this for me’? ‘Unless a business is a brand new start-up, they’re likely to have an existing reputation as an employer – whether this is intentional or not. Given that potential new employees make decisions about joining based on this impression, it pays to define a strategy to make sure the right (and real) messages are being heard. ’ (http://www. pageexecutive.

com/insights/talent-attraction-through-employer-branding). WORKFORCE PLANNING which is company likely needs for talent is another very important factor. An organisation’s approach to attracting talent is determined by its workforce planning (WFP). This means: predicting organisation workforce requirements by taking into account: existing skills, training and development, retention, career progression, staff turnover, external factors like: economic climate, demographics, working patterns, and most importantly the demand and supply in labour market.

Organisations need to have strategic approach to attracting talent and need to understand the importance of investment in human capital. Talent strategy must be as close to corporate strategy as possible. SIZE OF ORGANIZATION – A small organization cannot have same staffing practices which a large organization may have; it may not be able to attract highly talented staff. Even if it tries to do so it may increase the staffing cost. TYPE OF TALENT THE ORGANISATION IS LOOKING FOR is a very important factor in organisation’s approach to attracting potential employees.

For example the level of staff required will determine the recruitment pool, low level team members will be easy to find locally whilst to find a senior manager or a director a company may have to resource internationally. Other factors influencing a company’s talent management are: type of product/services the company is delivering, recruitment tools/methods available, the labour market, national as well as international, legal factors, socio-culture factors or political influences. 2. 2. CIPD POINT OF VIEW ON TALENT MANAGEMENT HR professionals have a very important role in talent management.

They have to understand the 4 areas of talent management which are: attracting, developing, managing and evaluating talent. In the current uncertain economic climate strategic approach to talent management is even more important than ever before. 3. A DIVERSE WORKFORCE 3. 1. 3 ORGANISATION BENEFITS OF ATRACTING AND RETAINING A DIVERSE WORKFORCE ‘Diversity is the art of thinking independently together’ Publisher Malcolm Forbes People need to be treated differently in ways that are fair and tailored to their needs but in ways that are aligned to business needs and objectives (The business case for diversity).

There are many advantages of a diverse workforce: WIDENS THE RECRUITMENT POOL – ACAS points out that the working generation is getting older therefore people from different cultural ; ethnic backgrounds are entering the workforce. REDUCES LABOUR TURNOVER – looking at the UK labour market in the last 10 years, foreign workers are more motivated to work for lower salaries than people living permanently in the UK. They tend to stay in a job for long mainly due to their financial commitment to families living abroad. GIVES GOOD CORPORATE REPUTATION and this helps to attract talent.

Organizations with high level of diverse workforce are valued by many people e. g. large supermarkets by having a diverse workforce on the shop floor help international customers to communicate with staff in their own languages. Other benefits of a diverse workforce include: it’s a key to fostering new ways of thinking, opens up a wealth of possibilities and helps to encourage creativity and foster innovation, gives bias-free people policies and working practices, helps to develop new products and practices, opens up new markets and provides due diligence against

discrimination claims. 3. 2. CIPD POINT OF VIEW ON DIVERSE WORKFORCE Recognizing and valuing diversity is crucial to good people management practice. HR practitioners have important role in creating inclusive workplace. CIPD advises to companies to go beyond legal compliance with anti-discrimination laws and create diversity strategy or they will become less attractive to potential employees. Company diversity strategy needs to support business objectives and strategies. 4. RECRUITMENT AND SELECTION 4. 1. 3 FACTORS THAT AFFECT AN ORGANISATION’S APPROACH TO RECRUITMENT AND SELECTION

Recruitment and selection is the process of having the right person, in the right place, at the right time. It should be affected by current needs as well as future plans (see workforce planning, page 3). One of the factors that can affect an organization’s approach to recruitment and selection is the EQUAL OPPORTUNITIES LEGISLATION. Companies should ensure that they take account of equality and diversity at all times. Organizations should monitor whole recruitment processes continuously to ensure their validity, and that they are non-discriminatory.

Advice and guidance is provided by Equality and Human Rights Commission, for example wider advertising, flexible working hours arrangements or child care vouchers for employees. THE SIZE OF THE COMPANY AND RESOURCES AVAILABLE – small companies will have to use different recruitment and selection methods that the larger ones. The infrastructure and finance will determine if it’s a newspaper advert or TV campaign, for example: ‘Join the Army’ Campaign being used to recruit candidates. Also a small organisation will not be able to use assessment centres or psychometric testing due to low budget available.

SUPPLY AND DEMAND The availability of manpower both within and outside the organization is an important determinant in the recruitment process. If the company has a demand for more professionals and there is limited supply in the market for the professionals demanded by the company, then the company will have to depend upon internal sources by providing them special training and development programs. Other factors include: costs, recruitment policy or unemployment rate. 4. 2. 3 DIFFERENT RECRUITMENT METHODS

There are many recruitment methods available on the market including: advertising, agency, website, word of mouth, newspaper, posters, ‘milk round’, internships, head hunters, recommend a friend scheme, social media: Facebook, LinkedIn, job centre, etc. For the purpose of this exercise I will describe 3 methods in a table below: RECRUITMENT METHOD BENEFITS OTHER COMMENTS Advertising on the website Cost effective Creates employer’s branding Easily accessible Gives understanding of organization’s culture Broad recruitment pool

HR managers are actively involved in recruitment and selection Recruitment agency Time effective Efficient Broadens the recruitment pool High standard UK eligibility and CRB checks done Is used to hire management level employees, mainly by larger organizations Recommend a friend scheme It’s less expensive than agency It comes with a recommendation of someone we already trust Used to employ all levels staff from waiters and chefs to senior management There is a risk of discrimination claim Source: Aleksandra Wozniak 2013 4. 3. 3 SELECTION METHODS

There are many selection methods, including: assessment centres, speed networking, psychometric testing, daily trail – role practice, competency based interviews, telephone interviews/screening, group interviews/exercises or occupational tests. For the purpose of this exercise I will describe 3 methods in a table below: SELECTION METHOD BENEFITS OTHER COMMENTS Assessment centre Creates employer’s branding Time effective It’s expensive Doesn’t give understanding of organizational culture Face to face interview Time effective Efficient Cost effective

Availability to see candidates’ attitude Opportunity for probing Needs good preparation Should be done by a trained and experienced interviewer Psychometric tests Gives highly predictive results Improves the efficiency of the recruitment process There is a risk of standardisation Source: Aleksandra Wozniak 2013 5. INDUCTION Induction is the process of familiarisation with the organisation and settling into the job (acas. org. uk). 5. 1. PURPOSE OF INDUCTION 1. Social welcome – employees feeling valued 2. Introduction to the Company’s culture 3. Physical orientation 4.

Explanation of employee’s benefits: staff discount and pension scheme. 5. Check of eligibility to work in UK 6. Explanation of house rules – staff uniforms, reporting absences, etc. 5. 2. HOW DOES INDUCTION BENEFIT INDIVIDUALS AND ORGANISATIONS Most labour turnover is among new employees, and work efficiency is reached only after a period of learning and adjusting to the new environment. Induction benefits for individuals are: Builds positive attitude of the company Allows quick adjusting, especially for school leavers or people returning to the workforce Saves time

The benefits of induction for an employer are: The chance to build on the positive attitude of the new recruit To answer their anxieties about how well they will get on with their co-workers and understand the standards and rules of the organisation Chance to welcome new employees and build on their positive attitude and enthusiasm for their new job An opportunity to familiarise new members of staff with your organisation To introduce them to their immediate colleagues and other members of the wider workforce Health and safety, equality and discrimination

Case study illustrating the result of the lack of an induction process: A new employee starts on a Monday, reports to reception and no one knows he is due to start work on that day. He is sent to room 302 where 3 very surprised team members welcome him in a cold way. It transpires that the desk and computer are not ready and he has to share a desk with one of his colleagues. The new starter feels very lost and disappointed. He doesn’t know who to ask for help and find out only after going back home and visiting the web site. He contacts HR but the situation isn’t resolved until the following week.

He doesn’t think positively about his new company and starts regretting quitting his last job. 5. 3. INDUCTION PLAN A copy of an induction plan should be kept by new starter to enable him to follow what is happening and will act as a reminder of anything missed or that needs particular attention. POSITION: EMPLOYEE START DATE: NAME: INDUCTION COMPLETION DATE: SIGNATURE: AREAS TO BE COVERED WHEN WHO HOW COMMENTS PERSONAL DOCUMENTATION/ ELIGIBILITY TO WORK IN UK CHECKED First day HR Take copies P45 First day HR Take copies NIN First day HR Take copies INTRODUCTION TO THE COMPANY First week Line manager Presentation Who’s who History

Products/services/markets Future plans and developments TERMS AND CONDITIONS OF EMPLOYMENT First day HR Written Written terms and conditions issued Contract of employment issued Hours, breaks, method of payment Holidays Clocking on/flexitime/reporting procedures Probationary period Period of notice Sickness provisions Pension provisions Maternity/paternity/parental leave provisions AREAS TO BE COVERED WHEN WHO HOW COMMENTS EQUAL OPPORTUNITIES POLICY AND WORKER DEVELOPMENT First week HR Verbal/Written Equal opportunities policy Training needs and objectives Further education/training policies Performance appraisal Promotion avenues

Policy/procedures to prevent bullying and harassment WORKER/EMPLOYER RELATIONS First week Line manager Verbal Trade union membership Other worker representation Worker communications and consultation Grievance and disciplinary procedure Appeals procedure ORGANISATION RULES First week Mentor/Buddy Verbal/Coffee chat Smoking policy General behaviour/dress code Telephone calls/emails and use of the internet Canteen/break facilities Cloakroom/toilets/lockers HEALTH AND SAFETY First week Safety officer E learning Risk assessment Emergency procedures AREAS TO BE COVERED WHEN WHO HOW COMMENTS Awareness of hazards – any particular to type of work

Safety rules Emergency procedures Clear gangways, exits Location of exits Reporting of accidents First aid Personal hygiene WELFARE AND WORKER BENEFITS/FACILITIES First month Section supervisor Coffee chat Sports facilities Protective clothing – supply, laundry, replacement Transport/parking arrangements Company discounts THE JOB First week Mentor/Buddy Coffee chat Introduction to manager/supervisor Requirements of new job Standards expected Co-workers Supervision and work performance appraisals Source: Induction, Appendix 3, acas. org. uk with small changes by Aleksandra Wozniak 2013 6. BIBLIOGRAPHY