Recruitment and selection processes in organizational management

Positive Approach in Hiring Will Be Repaid

Abstract recent study, by Deloitte, showed that permanent job placements "have increased by an average of 20% each month over the past year and skill shortages are at a seven-year high" (Connolly, 2004, p. 3). According to Connolly, for this reason, organizations must ensure that they have the right recruitment and retention policies and procedures in place, as the employment market becomes increasingly competitive. Although times, such as this, may seem to call for a review of the reward structure an organization utilizes, there are other more effective means of attracting and retaining top talent.

Positive Approach in Hiring Will be Repaid recent study, by Deloitte, showed that permanent job placements "have increased by an average of 20% each month over the past year and skill shortages are at a seven-year high" (Connolly, 2004, p. 3). According to Connolly, for this reason, organizations must ensure that they have the right recruitment and retention policies and procedures in place, as the employment market becomes increasingly competitive. Although times, such as this, may seem to call for a review of the reward structure an organization utilizes, there are other more effective means of attracting and retaining top talent.

These policies begin with a competitive starting salary; however, this doesn't ensure retention, according to Connolly. From recent graduates to senior managers, Deloitte's survey showed that nearly all felt that training and development opportunities were the most important aspect of their career. Mentoring and coaching closely followed this, while career and salary progression came in third.

Connolly's article is extremely useful for anyone interested in attracting and retaining the top talent for their organization, whether they are in the public, private or military sector. He demonstrates, utilizing recent statistics, what candidates are truly looking for in an employer. The results are often in stark contrast to what many human resource professionals would care to believe.

Many times human resource professionals are under the impression that money is the biggest motivator for candidate attraction and employee retention. Anyone who has knowledge of Maslow's Hierarchy of Needs, it becomes easier to understand that salary truly only fulfills the most primary level of physiological needs. Items such as training and advancement opportunities fulfill higher levels of needs, such as the fourth layer, the need for esteem, and the fifth and highest level, self-actualization ("Abraham Maslow," 2005).