¶ … Human Resource Management
Recruitment
Recruitment at USC
Identifying purpose:
Attracting Talent:
Accessing Talent:
Select:
Appoint:
Evaluation of Remuneration Strategy of the USC
Strategic Remuneration
HR is Asset
Remuneration is Tactic and A Plan
Salary vs. World Class Program
Strategic objectives
Strategic Objectives
Performance Goals
Performance Measures
Organization and Talent Strategies in Emerging Markets
Attracting the most talented pool of candidates and satisfying their needs and retaining them might seem a simple mathematical formula but it is a really tough challenge for many. University of Southern California for example knew that luring and having people on the board was not enough. They had to offer a culture and system that they could cherish for long.
Recruitment
The process of recruitment is formally defined as process of finding a person as per specific job role and matching the job role with the searched person is called recruitment. Employment opportunities of a firm are reflected in the recruitment process of an organization. Thorough need analysis of the organization is to be made first before starting the recruitment process. Organizational development strongly depends upon the recruitment process. Key factors of an organization that attract people to work with them are personal / professional development, career guidance and training (Recruitment & Selection Process, 2013).
2.1. Recruitment at USC
USC evaluated the university structure and global needs to be successful and then attracted and hired the best possible talent around. The university needs to make decision in terms of evaluating the structure globally and making use of opportunities (Recruitment and Selection Process, 2013). The university understood its needs and fulfilled them strategically in following steps:
2.1.1. Identifying purpose:
The USC evaluated job roles and person perspective to understand what it actually needs. The company wanted to have a quality culture where it has best personnel that could serve the faculty.
2.1.2. Attracting Talent:
This step is about knowing where best people can be found and then attracting set of interested and qualified candidates for the role both from outside and inside of the organization.
2.1.3. Accessing Talent:
USC systematically gained detailed information about the particulars of the candidates. The university targeted professors of UCLA that best matched university's requirements.
2.1.4. Select:
Selection of the best person for the respective job role is made in this step.
2.1.5. Appoint:
USC, with all of the terms and conditions, make an employment offer to the selected candidate. The massive employment by the university facilitated it since it did not have to repeat same orientation and initial sessions separately for each newly hired employees.
3. Evaluation of Remuneration Strategy of the USC
The USC adopted a remuneration and recruitment strategy where it offered higher salary and superior culture to the newly hired employees. The company's strategy can be evaluated if it results into higher retention rate of the employees, win-win situation for both careers and consumers, well-motivated staff with higher productivity (Optimum Remuneration, 2013) in terms of working as a team and individually, employees directed for professional development and ongoing learning, staff aimed at welcoming change, inspiration and teaching potential within staff for peer productivity and finally as the outcome of good recruitment, an organization got the staff that is able to incorporate recovery principles for every aspect of profession.
The university's policy, in my opinion is not effective in long-term since it is based on offering hiring salaries which is not possible every time new talent is hired. Also the company cannot possibly sustain same culture for the professors and the genitors. The company should understand and act according to the difference in jobs and should not make it one. The reason is that the higher level employees may think that they are not well entertained.
However, the university policy is effective in terms of valuing the social and personal lives of the employees too. Thus the professors feel that they are valued and the university knows their worth. USC knows that after decades of work experience, the employees seek to be valued and not necessarily paid more.
4. Strategic Remuneration
The remuneration and recruitment strategy of USC is strategic. The abundant inflow of the new talent in the university understands that it has long lasting impact on company's HR. Strategic HRM is aimed at providing long-term objectives for the retention of human resources. It focuses in providing the practices for an organization in order to achieve the best performance for the services and business (42 USC § 1397gg, 2013). Discourage isolated working and make sure that at least one employee have the complete idea of the other employee, as it...
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A principal, for instance, will advertise on Ed Join for, say, a third grade, second grade or whatever opening he or she has, screen and hire the candidates, and then notify Personnel. At the Rio Linda Union School District, job candidates still bring in their applications in person. They bring portfolios to interviews. Not nearly as much is done online, in the screening and hiring processes, as it is at
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