The process of recruiting can define the success of an entire facility. To improve the results of the efforts of an organization, companies have introduced numerous methods that help them with obtaining an optimal candidate for a job. Depending on the focus of a company’s recruitment of staff, there will be differences in expenditures, job satisfaction and performance of newly hired people, and retention rates (Heneman III et al., 2018). As strategies provide varied outcomes, the expected results play a key role in the choice of a recruitment method. This essay will discuss which strategies are the most suitable for Tanglewood in its search for a sales associate.
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Open methods of recruitment, such as applicant-initiated recruitment, referrals, and on-site kiosks, are all in use at different locations in Tanglewood. While they provide an opportunity for an organization to set up an automated application system and lower recruitment expenditures, they also offer a significant strain on the company’s resources (Kammeyer-Mueller, 2018). These methods must incorporate additional communication with an applicant to be effective, as they attract people who might have unrealistic expectations or lack qualifications (Heneman III et al., 2018). Tanglewood must assess the impact of open recruitment methods in locations where they show lower results in order to reduce or change their application.
Targeted recruitment is also implemented by the company via state job services and staffing agencies. These methods involve a clearly defined set of parameters that a company is looking for in its applicants, making the process of further assessment more straightforward and more precise (Heneman III et al., 2018). For Tanglewood’s recruitment departments, these strategies offer a way to introduce potential candidates to the common tasks and issues associated with the role of a customer assistant. Targeted recruitment narrows the number of candidates, which is visible in the statistics of all regions that utilize agencies or job services.
Job- and Organization-specific Characteristics
Tanglewood looks for employees to fill a specific job within the company with a well-established organizational culture. It is crucial for a recruiter to deliver a precise definition of organizational culture within a firm to attract people who are more likely to fit in it, which will significantly reduce the turnover rates Heneman III et al., 2018). Employees are moved not only by the worth they bring to a company but also by the purpose they serve to others (Ahmad, 2018). An applicant might work for Tanglewood for its organizational culture and the opportunity to interact with new people daily.
Recruiting messages affect the number of applicants, their qualifications, job satisfaction, and retention. Branded messages tend to be more positive and appealing, creating a higher interest in a position (Heneman III et al., 2018). For Tanglewood, such a message can include the promotion of the division, highlighting its successes in the past years, and the future plans for growth. Moreover, this message can consist of the prospects for new employees.
A realistic recruitment message is created with the intention of showing the work at a company as it is. This is the most valuable method of advertisement in open recruitment sources, such as media, as it will not attract people who are less likely to leave soon. It can reveal what salary, tasks, and issues are to be expected, without emphasizing either negative or positive aspects of the job.
Targeted messages are created to attract people with the desired skills and personal qualities. In this case, Tanglewood is looking for people with high communication skills and low hostility. This information must be delivered to staff agencies and job services, whose duty is to select individuals based on these parameters. Every type of recruiting message can be beneficial for a particular job offering within a company, yet Tanglewood seeks people who have a select set of skills and should employ targeted messages to resolve its issues.
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In Tanglewood, the 1-year retention rate of hired applicants who were referred is significantly above the results of other open recruitment methods. The cost per hire is also below alternatives, making it a very efficient source of recruits. From the statistics, it is visible that the North Oregon division of the company benefits significantly from recruits provided by staffing agencies, yet its open recruitment methods provide unsatisfactory results. Heneman III et al. (2018) state that “referral programs have many potential advantages, including low cost per hire, high-quality hires, decreased hiring time, and an opportunity to strengthen bonds with current employees” (p. 240). Hoffman (2017) reveals that referred employees tend to “have lower turnover rates than non-referred employees” as they create a more homophilic organizational environment (p. 2). The increase of more formal methods in other regions can lead to higher turnover rates and higher costs of hire.
“Bottom Line” Metrics of a Recruiting Method
It is not sufficient for the company to focus on the cost-efficiency and retention rates of hired employees. Tanglewood aims to fill a particular role that requires a set of skills and abilities that can be measured to an extent via customer and employee surveys. Such parameters as job satisfaction and performance can reveal crucial metrics for Tanglewood. Moreover, since the job’s focus is on employee-customer interactions, it is necessary to survey customers on the subject of the quality of communications with Tanglewood employees.
In conclusion, the recruitment strategies implemented by Tanglewood provide them with an opportunity to optimize the methods used in different locations by drawing experience from a more successful division. While open recruitment methods offer the company a higher number of applicants, their yields are below referrals and agency-submitted candidates, which bring employees with the lowest turnover rates. Therefore, Tanglewood must focus its efforts on expanding the usage of these strategies while reimagining kiosks and applicant-initiated methods for better efficacy.
Ahmad, A. (2018). The relationship among job characteristics is organizational commitment and employee turnover intentions. Journal of Work-Applied Management, 10(1), 74-92. Web.
Heneman III, H., Judge, T. A., & Kammeyer-Mueller, J. (2018). Staffing organizations (9th ed.). McGraw-Hill Education.
Hoffman, M. (2017). The value of hiring through employee referrals in developed countries. IZA World of Labor. Web.
Kammeyer-Mueller, J. (2018). Tanglewood casebook for use with “Staffing organizations” (9th ed.). Pangloss Industries, Inc.