Critical evaluation of recruiting and retaining the staff

 

Different types of organizations consider various recruitment and selection techniques, and the same will be used to have a cost-effective strategy for sustainable practice. Making sure that qualified candidates are available to fill open positions in the company is the main goal of recruitment (Abbas, Shah and Othman, 2021). Ineffective recruitment prevents any chance for effective candidate selection because, when recruitment falls short, selection must proceed with a pool of poorly qualified candidates (Abbas, Shah and Othman, 2021). According to See et al. (2020), financial rewards are commonly utilized in an effort to increase recruitment and retention. These are based on the assumption that, with adequate compensation, people can be encouraged to continue working in their profession. Financial incentives do not always have the same impact on different age and gender groups. For example, wage premiums, may be more effective in attracting young female teachers to the profession than older male teachers, but more effective in retaining older male teachers in the profession (See et al., 2020). However, many recruitment and selection methods are still in use, and the usage of electronic tools for recruiting operations has increased significantly after Covid- 19 pandemic situation (Abbas, Shah and Othman, 2021).

On the word of the See et al. (2020), financial incentives do not appear to be as effective in retaining employees. Although many research do demonstrate Positive effects, the more thorough studies that account for context imply that some professions such as teaching should only remain while there is an incentive (See et al., 2020). As per Lau and Albright's (2011) study, turnover can be either negative or positive (essential for growth), indicating that it is both somewhat natural and necessary for any organization's progress (Lau & Albright, 2011). Opportunities for other employees may arise, including establishing a position for an existing employee, employing an internal candidate with a higher level of skill, expanding diversity, streamlining processes, and regulating expenditures (Lau & Albright, 2013). The workload and working circumstances have a substantial impact on retention (Wijesooriya, 2018). Only a small number of factors that negatively impact working conditions and workloads can be addressed by individual employers, but wide-ranging alterations may call for changes in government legislation or company policy (Wijesooriya, 2018).

However, based on several theories (figure 1), it has clearly shows that employee retention is  dependent on employee satisfaction, and employee satisfaction depends on four factors including sustainable and positive work environment, sustainable and effective communication, sustainable growth opportunities, and sustainable and effective recruitment and selection practices (Barrick and Zimmerman, 2009).

Figure 1. Model of theories which are relevant to employee retention.

Source: Barrick and Zimmerman, (2009)

References:

Abbas, S.I., Shah, M.H. and Othman, Y.H. (2021). Critical Review of Recruitment and Selection Methods: Understanding the Current Practices. Annals of Contemporary Developments in Management & HR, 3(3), pp.46–52. doi:10.33166/acdmhr.2021.03.005.

 

Barrick, M.R. and Zimmerman, R.D. (2009). Hiring for retention and performance. Human Resource Management, 48(2), pp.183–206. doi:10.1002/hrm.20275.‌

 

Lau, S., & Albright, L. (2011). Positive turnover, disability awareness, employee selection guidelines. HR Magazine, 56(1), 20-21.

 

Lau, S., & Albright, L.(2013). Positive turnover, disability awareness, employee selection guidelines. European Journal of Business and Management www.iiste.org Vol.5, No.25, 2013

 

See, B.H., Morris, R., Gorard, S., Kokotsaki, D. and Abdi, S. (2020). Teacher Recruitment and Retention: A Critical Review of International Evidence of Most Promising Interventions. Education Sciences, 10(10), p.262. doi:10.3390/educsci10100262.

 

Wijesooriya, W.P.A.G. (2018). A critical evaluation of employee retention strategies at Swarnakalum group of companies. Dissertation. pp.1–43.