3RTO Activity 1 Essay

However costly, the benefits of effective and efficient recruitment and selection, along with appropriate policies and procedures for retention, could outweigh the costs as well as reduce the costs of high labour turnover. Armstrong (2006, p97) cites Purcell et al (2003) to state that 'the way managers implement and enact policies ' is crucial in achieving greater competitive advantage. This process spans from gathering the potential candidates for a job position to short listing and in the final stages, selection. They may have knowledge of suitable candidates; however it is the ability to recruit the right people for the right job through, essentially, a systematic and fair, procedural process.              However, choosing the right person for the right job is not always easy. Effectively conducting job analysis and targeting right potential candidates ensures a good match between applicants and the jobs (Delaney et al 1996). Argument has been given that under qualified employees may not able to effectively perform their job positions due to lack of knowledge and competencies, while on the other hand over qualified employees tend to experience less job satisfaction due to their higher qualification than a desired level for a given job (Johnson et al 2002). For every job in the organisation, a thorough job analysis, which includes

This paper is going to describe OCBC’s unique approach to talent management and development. Compare OCBC’s approach to talent management and development to other organizations you are familiar with (e.g., current or past employers, a family business). Explain how OCBC’s approach to talent management and employee development been a primary contributing factor to the firm’s success. Evaluate the extent to which OCBC’s approach to talent management and development fits other organizations or industries, including some limitations if applied elsewhere without modification.

Ethics plays an essential role during recruitment of new employees.Law and regulation tell that we have to be ethical in hiring.It is also important that ethical rules are followed when hiring a new employee.The equality act 2010 is a legal action which protects people from discrimination in the workplace and in society.Protected characteristic is covered under the act race, age, sex, sexual orientation, pregnancy and maternity, gender reassignment, disability, religion or belief, marriage or civil partnership.For example, you are working for the company and they are giving you less money but another person has same responsibilities as your but earning much more than you earn this is discrimination.

The objective of this report is to identify and assess four factors that affect an organisations approach to both attracting talent and recruitment and selection. I will also be looking at attracting and retaining a diverse workforce and the different methods of recruitment and selection.

* The type of talent they look to attract: I mean which competencies will be more suitable to the job they want. * The sector which the organization is operating in. As some sectors are much easier to find the talents than others. As sometimes so sectors got many employees working in than others for instance, in Egypt, It is much easier to find talents in Tourism and hospitality sector than to find in Nuclear energy sector! * Corporate culture and how they accept the new employees: As this a major factor that would affect their approach; I mean to do it publicly so the employees know that the company is hiring a new CEO or that

It is unlawful to require candidates for jobs to meet criteria, which are more difficult for different racial groups or either sex to achieve, unless the criteria are specifically a requirement of the job. It is the establishment and maintenance of fair and justifiable selection criteria within the framework of targeting that can form the key focus of an equal treatment policy. The kind of targets would refer to recruitment levels, promotion levels and training to be taken up separately by the appropriate classification.

This brief report will cover aspects of attracting, recruiting and selection of talent, identify and explain the benefits and attractions of a diverse workforce and describe methods of recruitment and selection.

Another aspect to consider is the value proposition of the organisation to the applicants or in other words what are the skills, learning, knowledge and experiences that the company can offer to the applicants which can be one of the factors for the applicant to accept the job offer. Lastly, the

Acquiring the best talent in current day can be a task for any organization and its HR team. Currently it can be said that the task of simply filling open positions, negotiating compensation and benefits is no longer a major task of an HR team. Instead, the team is charged with recruiting the best talent available in order to assist the organization in achieving its goals and creating the highest possible profits for its shareholders. For that reason, this paper is a case study of OCBC Bank’s unique approach to talent management and development, compare OCBC’s approach to talent manangement and development to other organizations I am familiar with from both my current and past employers, describe to what extent I agree that OCBC’s approach to talent management and development is a primary contributing factor in its success and what can be other contributing factors, to what extent does OCBC’s approach to talent management and development fit other types of organizations or industries, what can be some limitations if it is applied elsewhere without modifications, from additional internet research on OCBC discuss how OCBC has performed recently, and what has it done more, less, or differently in the area of human resource management. In order to do so, I will begin with a description of talent management’s conceptualization.

This indicates that Talent Management practices are an important element for an organisation to have in place and more importantly to have implemented successfully. Collings and Mellahi (2009) argue that Talent Management remains relatively poorly defined and despite the volume of academic literature surrounding Talent Management, it is suggested that Talent Management is still in its infancy stage and it lacks a consistent definition and scope as well as a conceptual framework based on empirical research. There are many studies that indicate that key business leaders try to source talented people as a priority and regard this as the single most important managerial preoccupation for the coming decade stated by Deloitte et al 2010. Guthridge, Komm and Lawson et al 2008 mentions as Talent Management is an important factor to an organisations success, it must be able to design and implement strategies that will support and develop potential and current employees. CIPD (2006) confirmed that 51% of HR professionals in the UK responded to a survey that suggested 20% of them operate with a formal definition of Talent Management raising the question is Talent

Talent management is quickly becoming a top preference for companies all over the world. (Bhatnagar 2008). The reasoning to this is due to the surge in rivalry between businesses to capture the talent that is available, we call this “the war for talent” (Beardwell and Thompson, 2014). Talent management refers to the best suited people or individuals to the occupation in question, sometimes assigned “A players”. In the past the disorganisation of talent management has led to the breakdown of large multinational companies, who rectify the problem by turning over more and more talent which inevitably makes the problem worse, causing it to fail and an overall sense of pain is inflicted upon the companies. (Cappelli, 2008). However nowadays

Hiring the right person whose values, principles and goals that fit with the culture of the organisation with necessary training will go a long way toward ensuring employee loyalty and retention. Success in selection has always been the highlight of high performance HRM models whereas the cost of flawed decisions can be considerable to both the employer and employee. Knowledge about jobs and their requirements must be collected through a process known as job analysis (Werther et al., 2003, pg 119) in which information about jobs is systematically collected, evaluated and organised by the HRD. Pfeffer and Veiga (1999) highlighted the modus operandi in effective hiring and selection. Such selections usually deal with a large number of applicants and the selection process focus on the attributes and critical skill not only for the job but for the future of the organisation as well. Firm should also focus on using suitable hiring techniques that seeks out outstanding candidates who are not only possess technical expertise, but also highly committed and trainable.

Talent is a driving force behind Human Resource contributions to organizational success. The ability to attract and retain such talent is rapidly becoming one of the key issues for human resource managers and their organizations across the globe.

The article contained several strengths and weaknesses. The strengths of the material were its step by step explanation of a successful recruitment process, its emphasis of the necessity to pool talented people, and its explanation of what potential resources to utilize when an organization needs to acquire human capital. The step by step explanation of a successful recruitment process was listed in numerical order and easy to follow. This would make it easy to implement and measure in an organization. The material also emphasized how important it is to pool talented people. I believe this is important for careful replacement and succession planning. This is important, because if a position is vacant it is not making the organization a profit. Therefore, it should be filled immediately. The explanation of what sources an organization can utilize to acquire human capital was resourceful and creative. The article explained the how important suppliers, customers, former employees, employment agencies and associates can be when a vacant position needs to be filled. It made me realize that talented people don’t always appear in the front office with a resume in their hand. And that existing relationships with others should be utilized to find talented prospective employees.

It is rightly said that “Change is the only CONSTANT thing in the world”, rightly so human beings or rather HUMAN RESOURCES are continuously evolving with respect to time. Employees of the organisation are termed as Talent’s and every organisation is having a deep urge to acquire the best of the best talents for their organisation.With the emergence of new trends and the introduction of new tools, the talent acquisition process is dynamically evolving. Talent acquisition has emerged as a key business imperative for organisations for its role in sourcing the right talent to ensure long term growth. It is now a long