1. How can an employer attract and retain talented employee in their organization?
The values with which the organisations attract and retain talented employees are very different now than before. In the late nineties the employement market was tight. The internet boom was approaching its highest point. Not only has quality employees changed in terms of numbers but also in terms of profile. An analysis shows that the younger generation, from 20-30 years old, are more inward directed. They express their emotions more and they feel better working in teams. The younger higher potential employees focus in short-term and they have greater confidence in their own abilities. Preferences of talented employees have shifted from the task oriented “Guided Missile” to the “person oriented Incubator” work environment.
2. Describe impact of employer branding on talent retention.
An employer brand can be used to help organisations compete effectively in the labour market and drive employee loyalty through effective recruitment, engagement and retention practices. All organisations have an employer brand, regardless of whether they have consciously sought to develop one. Their brand will be based on the way they are perceived as a ‘place to work’, for example by would-be recruits, current employees and those leaving the organisation. To be effective, the brand should not only be evident to candidates at the recruitment stage, but should inform the approach to people management in the organisation. For example, the brand can inform how the business tackles: induction, performance management and reward. Developing an employer brand is not a small undertaking. Top management support is critical, as is a structured approach. Building a Brand Team Developing and maintaining an employer brand is a far-reaching and ongoing process that benefits from a team approach. The team should include staff members responsible for approving strategic direction and creative within human resources. Identify the one-of-a-kind characteristics, such as work environment, company history and values that attract, motivate and retain high quality employees. Know your target candidates through focus groups, surveys or in-depth interviews; find out what is important to prospective candidates when selecting an employer, how they see themselves as people and how they want to be seen.
3. Describe the dilemmas in recruiting
and retaining the resourceful human.
According to Fons Trompenaar’s, organisations
of the old economy nd it increasingly dicult to
search good candidates. Big companies like Heineken,
Shell and Unilever face several dilemmas in recruiting
and retaining the resourceful human as there is tension
between the image of the companies and the ideals
that young talented people have in their minds.
Firstly, it is the dilemma between the decision of
following “power oriented family culture” or the
“role oriented hierarchical structure” also called
“Eiel tower” which still dominates the companies in
both perception and reality. Similarly, which
environment to follow between “task oriented
GUIDED MISSILE” or the “person oriented
INCUBATOR”
3. Describe the dilemmas in recruiting
and retaining the resourceful human.
According to Fons Trompenaar’s, organisations
of the old economy nd it increasingly dicult to
search good candidates. Big companies like Heineken,
Shell and Unilever face several dilemmas in recruiting
and retaining the resourceful human as there is tension
between the image of the companies and the ideals
that young talented people have in their minds.
Firstly, it is the dilemma between the decision of
following “power oriented family culture” or the
“role oriented hierarchical structure” also called
“Eiel tower” which still dominates the companies in
both perception and reality. Similarly, which
environment to follow between “task oriented
GUIDED MISSILE” or the “person oriented
INCUBATOR”
3. Describe the dilemmas in recruiting
and retaining the resourceful human.
According to Fons Trompenaar’s, organisations
of the old economy nd it increasingly dicult to
search good candidates. Big companies like Heineken,
Shell and Unilever face several dilemmas in recruiting
and retaining the resourceful human as there is tension
between the image of the companies and the ideals
that young talented people have in their minds.
Firstly, it is the dilemma between the decision of
following “power oriented family culture” or the
“role oriented hierarchical structure” also called
“Eiel tower” which still dominates the companies in
both perception and reality. Similarly, which
environment to follow between “task oriented
GUIDED MISSILE” or the “person oriented
INCUBATOR”
3. Describe the dilemmas in recruiting and retaining the resourceful human.
According to Fons Trompenaar’s, organisations of the old economy find it increasingly difficult to search good candidates. Big companies like Heineken, Shell and Unilever face several dilemmas in recruiting and retaining the resourceful human as there is tension between the image of the companies and the ideals that young talented people have in their minds.
Firstly, it is the dilemma between the decision of following “power oriented family culture” or the “role oriented hierarchical structure” also called “Eiffel tower” which still dominates the companies in both perception and reality. Similarly, which environment to follow between “task oriented GUIDED MISSILE” or the “person oriented INCUBATOR”
Factors in each model
Relationship between employees
Family: diffuse relationship to organic whole to which one is bonded
Eiffel Tower: specific role in mechanical system of required interactions
Guided Missile: specific tasks in cybernetic system targeted upon shared objectives
Incubator: diffuse spontaneous relationships growing out of shared creative processes
Attitude to authority
Family: status is ascribed to parent figures who are close and all powerful
Eiffel Tower: status is ascribed to superior roles who are distant yet powerful
Guided Missile: status is achieved by project group members who contribute to the targeted goal
Incubator: status is achieved by individuals exemplifying creativity & growth
Ways of thinking and learning
Family: intuitive, holistic, lateral and error correcting
Eiffel Tower: logical, analytical, vertical and rationally efficient
Guided Missile: problem centred, professional, practical, cross disciplinary
Incubator: process oriented, creative, ad-hoc, inspirational
Attitudes to people
Family: as family members
Eiffel Tower: human resources
Guided Missile: specialists and experts
Incubators: co-creators
Managing change
Family: “Father” changes course
Eiffel Tower: change rules and procedures
Guided Missile: shift aim as target moves
Incubator: improvise and attune
Secondly, they also face a tension as the companies prefer globally oriented people who are innovative, team players, people who think in terms of diversity, who want to learn and who value freedom of choicebut the young graduates prefer to work locally, global thinking does not seem to be attractive to young people anymore. As young graduates prefer to work in familiar environments which will make their progress to speed up with people with diverse backgrounds rather than globally which involves innumerable formalities. Similarly, they are not able to decide to which thinking process to be owned between global (one world) thinking and thinking that values diversity (many realities).
Lastly, dilemma that arises from being oriented towards teamwork(stability/tradition) versus innovation oriented. One of the polarities that leaders face in creating/nurturing a high performance organisation is how to hold the tension between organisational efficiency/effectiveness and encouraging innovation/exploring new opportunities and practices.High Performance Organisations (and teams) do require a relentless focus and attention to existing ways of working, methodologies and systems/process in the pursuit of excellence (strengthening what works, what delivers value). Yet, there is also a need to explore new approaches and practices which often means entering new territory where mistakes are inevitable and necessary.
4. Does culture and structure of the organisation have an impact on employee recruitment and retaining?
At the time of employee recruitment and retention, culture and structure of the organisation marks an impact on the employee’s mind as these talented young people needs an easier to work environment rather than putting relentless focus and attention on ways of working, methodologies and systems/process and handling a huge work load. Organisations must follow some way out to keep in my mind employee’s interests and life vision. Organisations are working hard to own a flexible culture and structure which is acceptable to both the management and the working staff. Organisations are implementing a wide range of policies and programs to identify and eliminate pay inequalities, improve their attractiveness, enhancing employee engagement by adopting a series of hygiene factors such as decorating rest rooms with pop culture and rap music and calling everyone by their first names. Recruited employees very much like to belong to an organisational culture which involves free choice and deep learning opportunities and image and reality have been reconciled.
5.Describe the importance of talented young people in organization.
The importance is: –
Young people are full of energy: There are several advantages to hiring a young person. They often have an abundance of energy and a natural thirst for knowledge, which can rub off on colleagues and help invigorate the workplace.You can be sure that they will be enthusiastic about their first ‘real’ job, with a strong eagerness to learn and develop their career.Young people tend to push themselves, wanting to make a lasting impression and prove what they can do. Their sheer determination to complete their work can inspire colleagues around them.
Young people can develop your workforce: Young people can offer a cost-effective way to grow a workforce. If you put time and thought into who you recruit, this can result in a very positive return on investment. As well as financial benefits, introducing a young person to a team gives staff the opportunity to develop their own skills, such as in training and management. They can bring in fresh perspectives, providing new ideas and solutions, and increase friendly competition within a team due to their enthusiasm. Hiring a young person can also give you the opportunity to have greater influence in the kind of employee they become. You can work with them to encourage common values and good practices from the outset.
Young people bring enthusiasm: Although they lack experience, new young person are generally easier to train, due to being driven and eager to excel. In the right environment and with the right guidance and supervision, young people can excel within a company and surprise even the most apprehensive of employers