According to (Leatherbarrow et al, 2010) he states that organisations that demonstrate an interest in promoting social equality tend to attract good employees. If an organisation is seen as an equal opportunity employer, then it also sends a message that they care about their employees and thus are a ‘good’ employer.
Research shows that having a diverse workforce brings variety, which may lead to creativity and innovative ways of working. Diversity in the workforce encourages flexibility and adaptability – which is important to any successful business that wishes to stay ahead of the competitors. (Leatherbarrow et al, 2010)
According to (Leatherbarrow 2010 pg. 341) he identifies that having a diverse workforce can mean you have access to a wide range of people, with a variety of views, abilities and outlooks – all of which can enhance your business, by bringing different ideas and attitudes that may add to the companies competitive advantage.
2 IDENTIFY AND ASSESS AT LEAST 4 FACTORS THAT AFFECT AN ORGANISATIONS APPROACH TO ATTRACTING TALENT
Research shows that Job security is important to attracting talent, prospective employees want you to provide as much job security as possible. Employees who are made to feel that their jobs are precarious may put a great deal of effort in to impress, but they are also likely to be looking for more secure employment at the same time. (CIPD Factsheet November 2014)
Research shows that the recruitment policy can affect attracting talent as an organization specifies objectives of recruitment and provides a framework for implementation. It may involve organisational systems being developed for implementing recruitment procedures. Factors affecting recruitment policy- Preferred sources of recruitment, needs of the organisation and recruitment costs. (Learners HRM Factsheet 2012)
According to (Rees 2010 Pg. 179) recruitment costs can be a concern with effectiveness in recruitment and selection as it becomes all the more important when one considers the costs of getting things wrong. We begin with apparent costs, which centre on the direct costs of recruitment procedures. An excessive preoccupation with recruitment and selection will divert a manager from other activities he or she could usefully be engaged in. Implicit costs are less quantifiable and include the following categories: poor performance, reduced productivity and low employee morale.
Research indicates that skills shortages arise because of demand for particular skills exceeding the number of people training in those skills. Periodically, national shortages are reported in the press and this raises the profile politically. Consequently, the government has sought to address these problems over the years through a variety of initiatives. Current at the time of writing this chapter is the ‘train to gain’ initiative, which helps to finance approved relevant training in organisations. (CIPD Factsheet)
3 DESCRIBE AT LEAST 3 FACTORS THAT AFFECT AN ORGANISATIONS APPROACH TO RECRUITMENT AND SELECTION
According to (Leatherbarrow et al 2010), Unemployment affects an organisations approach to recruitment and selection as unemployment fluctuates with the state of the economy. While low unemployment is regarded as a positive factor in economic terms it does limit the availability of the ‘right’ or ‘talented’ people.
Research also indicates that Diversity has an effect of recruitment as the increase in immigration rates in recent years has had a positive effect on recruitment in that it has raised the level of the availability of required knowledge and skills. Among the overseas applicants for UK residency there are doctors, nurses, dentists, engineers and all of the trades and crafts. The influx of eastern European workers made an impact as the European Union has extended its membership. There have however been issues relating to whether this is unfair – in a recession situation, should jobs go to non-UK workers? (Leatherbarrow et al 2010).
According to (Leatherbarrow et al, 2010) skill shortages also has an effect on recruitment as advancing technology has created a ‘talent war’ in the external market, in which organisations are competing with each other to ‘capture’ people who possess exceptional knowledge and rare competencies.