Attraction and Retention Strategies Through Talent Management
When hiring new employees, the core competencies measured against are the behavioural attitudes of the employee that are further measured against the strategy. It is argued that its is easy to teach skills, but difficult to teach attitudes, as skills could be taught through thorough developmental and training programs.
Internal recruitment is used in those companies that see employees that see individual employees as “valuabale assets with long term developmental potential rather than fixed costs, which carry an annual expense” (Hiltrop, 1996). Recruiting internally addresses satisfaction and job security issues, the HR department, gets to have a clear clearer picture of the individual competencies of the employee, through development programmes and performance assessments, and the organisations achieves a positive return on development on training and development programmes (Hiltrop, 1996).
Recruiters should make sure that they attract a talent pool with the right competencies.
Target based recruitment should devise means of attracting talent with the right behaviours to perform a job and with the right attitude to match with the culture of the organisation.
Davidson in Kahn and Louw (2010: page 180) outline some of the guidelines that may attract talent objectively;
● Be open-minded and source talent from diverse fields
● Be honest in your sell, acknowledge the cynicism and challenge inherent in the position
● Avoid the common pitfalls, such as: racing into recruitment, delegating recruitment, failing to provide proper job or personal specification and treating people like a commodity
● Recruit people with the ability to build capacity in others
● Do not be seduced by one’s own confidence, but engage staff in process
● Dare to be brave and bold in selecting really good people – hire those who are brighter and more talented than yourself.
With emergency of the black berry revolution it seems as if there is no clear line between the life and work of the employees. Smith (2007) is a view that organisations should invest their energies on creating that organisational identity that appeals to employees within the organisation.
Vermeulen (2008) highlights the importance of communication and engagement in the talent management process. As mentioned in the essay, communicating the criteria through which the A players are chosen for developmental and training projects should be communicated to the employees. Vermeulen (2008) points out that talent management should not only focus on the few A players, but on the B players (since they consist the majority of employees)for example many employees may leave the public sector because of the frustration they have with the leadership and management style. Otherwise a focus on the A players, may mean a de-motivation and dissatisfaction from the majority B players, hence having adverse effects on the performance of the organisation (Vermeulen, 2008).
The HR profession is seen to lack credibility. In some companies the HR director reports to the CEO, and in most cases HR actions are reactive. The professionals are really not to blame, but the company leadership, that does not see talent management as long term strategy to a sustainable organisation. Staff is hired only when a new product is to emerge, and in some cases HR hires staff only on instruction from the company directors. In addition the HR function is seen not to be a profession, as you may find that counterparts in other departments earn 50% more than the HR professionals (Guthridge, Komm and lawson, 2008).
On the other hand, ways where HR profession is to blame is when it creates the gap between the frontline staff ad the senior management. HR is reported not have any contact with the frontline, and most probably this is where the line managers are frustrated with the function (Guthridge, Komm and lawson, 2008). I mean, how are you supposed to know the needs and skills for frontline employees, when you do not have that direct contact with them.
In most job description, there is a section, where there is in outline of the internal customers for a specific position and i would suppose that internal customers for all HR professions is the frontline staff and senior managers. If the internal staff are our customers, surely we should have a strong urge of understanding them, in terms their current competencies, what makes them tick and their needs. From here we could make better decisions in our hiring decisions, as we would know the competencies that surely drive the organisation.