Recruitment Strategies

Recruiting is a key component for organizations to acquire quality individuals for their
workforce. This can be a taxing endeavor, nevertheless, because of the weeding out phase
between folks the organization finds attractive versus the undesirables who apply. The three
strategies I would use help mitigate the time the organization spends on the unqualified, so they
can focus their recruiting effort on the qualified.

Develop accurate job descriptions (Entrepreneur)

A position description is the core of a successful recruitment process (University of California,

Riverside). The first step in any recruiting plan should be to post accurate job descriptions that
not only incorporate specific roles, but also includes minimum job requirements such as
education and experience. For example, if the company posts a job that requires a bachelors
degree with five years experience in the related field, then one can assume an individual with just
a high school diploma would not apply. This step will serve as an initial filter system so only
qualified individuals applied.

Post the ad in the mediums most likely to reach your potential job candidates
(Entrepreneur)

Like selling cars, salespeople use all sorts of mediums to reach prospective buyers to include the
internet, newspapers, and television. They must have a marketing strategy that reaches a diverse
pool (Washington State Department of Enterprise Services). Nonetheless, it is imperative the
recruiting team focuses their efforts and resources on specific mediums where the biggest draw
of applicants exists. For instance, if I have a computer tech company and seek computer
programmers, then the majority of potential applicants will arguably come from a younger crowd
with a technological background. Using the internet will be primary because even though we
are now all digital citizens (Melster, 2014), I contend the majority of Millennials scour the
internet versus the newspaper in their job searches.
Conduct interviews (University of California, Riverside)

The interview is the single most important step in the selection process (University of
California, Riverside). After screening through applications, I would initially conduct an
interview via telephone or Skype to qualified and desirable applicants. This would reduce cost
and serve as another means of filtering applicants for the job. If the company remained
interested in the applicant, then a panel interview would come next. The company would cover
the applicants expenses and facilitate a personal interview at the companys headquarters.
During this interview, we would use a consistent set of 10 or 12 questions to maintain a
structured interview and offer a sound basis for comparing applicants (Entrepreneur).
 Creating Motivation/Incentive Programs

It is important to recognize employees sacrifices and dedication to the company. Their

livelihoods also depend on the success of the company. Financial security, advancement, and
benefits help drive personal motivation. The three motivation/incentive programs, I would
utilize are Performance Feedback, Internal Communication, and Pay and Benefits
(CareerOneStop Business Center, 2017). Each program will be discussed further in the below
paragraphs.

Performance Feedback
A high quality, effective leader possesses the capability to provide feedback.
Constructive criticism is an important element in learning. (MCDP-1, Warfighting, p.65).
Additionally, feedback helps develop employee performance and can be a source of motivation.
(Dignen, 2014). If leadership does not provide feedback, then 98% of employees fail to engage
in their work. (Fermin, 2014). All employees shall receive an evaluation on a monthly basis.
Each functional area manager will subsequently counsel their employees on the results of their
evaluations. The Human Resources department will serve as the reviewing officer of the
evaluations and conduct an additional counseling session when necessary. These evaluations can
aid in the creation of letters of commendation for the employee and justify bonuses and
promotions. On a negative note, these evaluations could lead to an employees termination if
they are not helping to meet the goals of the company.

Internal Communication
The heart of a good leader is the art of communication. If you stovepipe and keep
everything to yourself, then folks will not know the objectives you seek. Often, employees at the
lower level do not receive the intentions of upper level management. The implementation of
new initiatives forces managers to figure out a way to motivate their employees, so they can
satisfy objective requirements. Communication helps accomplish this mission. From the bottom
man or woman on the totem pole to the chief executive officer, communication must flow in
order to ensure everyone is on the same page. Additionally, an effective and sensitive
communications plan can provide you with insight on exactly whats driving employee morale
and how your staff members feel about your company (Entrepreneur, 2017). I argue that a
successful business operates by using the art of communication.

Pay and Benefits

Good, competitive pay is important for the retention of employees. The primary
reason, which far exceeds all the other reasons for quitting, is an opportunity to earn more pay
elsewhere (WordatWork, 2012). If companies do not offer competitive pay and benefits, then
they will constantly deal with their employees seeking opportunities elsewhere. Key employees
quit for a variety of reasons, but they are more likely to leave for rewards-related reasons than
other work-related issues (WordatWork, 2012). Additionally, it is vital that companies remain
loyal to their employees with comprehensive benefits programs to include retirement and
medical benefits. This is because employees who are satisfied with their benefits are most
loyal (Scorza, 2011). When companies demonstrate loyaltyemployeesreciprocate with
commitment and loyalty to your business (Entrepreneur, 2017).
 Employee Performance Assessment
Evaluation Strategy
Keeping It Hamsteady utilizes the 360-Degree Feedback (Inc., 2017) to appraise and
assess our employees and volunteers. By definition, the 360-degree appraisalincorporates
input from people in different relationships to the employee being appraised, and not just the
individuals boss. Direct reports, peers, and even customers may be asked to contribute their
feedback (Wiesenfelder). Since our staff and volunteers work side by side amongst youth, we
feel it is invaluable that personal evaluations include feedback from the entire team and not
solely the manager. The managerial team will provide evaluations to all staff and volunteers on a
semi-annual basis with the initial assessment occurring one month after beginning work. Each
individual can expect to receive the results of their evaluation in a personal meeting with the lead
manager.
Training
Since the 360 approach to performance appraisal requires senior management support
and a strong culture of communication and trust (Taylor, 2011), all staff members and
volunteers shall receive training on our evaluation strategy during basic orientation. Our
handbook will also have a graphical and textual description on our evaluation process.
Subsequent training will take place during the individuals semi-annual performance review. We
feel training employees in effective performance evaluation and effective feedback increases the
likelihood of a successful 360 process (Wiesenfelder).

The foundation also understands that individuals may seek reviews in the months
between their semi-annual cycles. If this is the case, members have the option to seek an
employee-initiated review at their convenience. This appraisal is not meant to replace the
conventional review process [but] used to promote an attitude of self-management [and]
promote regular communication between staff and mangers (Inc., 2017). If an individual seeks
at employee-initiated review, we ask you contact our HR department to set up a review. Please
allow us one working week to prepare and generate your report.

Documentation
All evaluation reports, peer evaluations, customer feedback forms will remain in each
individuals personnel file for the duration of their employment.
 Professional Development
Training related to discrimination and harassment
Keeping It Hampsteady has a zero tolerance policy concerning any form of harassment or
discrimination. The foundation provides equal opportunity and will not discriminate on the
basis of race, color, religion, creed, sex, sexual orientation, gender identity, national origin,
ancestry, age, veteran status, disability unrelated to job requirements, genetic information,
military service, or other protected status (Harvard University, 2017). Any form of
discrimination or harassment amongst management, employees, or volunteers is grounds for
termination.

Every staff member and volunteer will receive basic orientation, in-house training (Ministry of
Business, Innovation & Employment, New Zealand Government, 2017), and a handbook that
identifies the policies and procedures of the foundation to include our harassment and
discrimination zero tolerance policy.

During basic orientation, we will discuss the APHSA-developed Pyramid of Influence model
(Organizational Effectiveness, 2012). Our handbook will provide illustrations and further
provide textual guidance on how the Pyramid of Influence works. Essentially, the top of the
pyramid outlines strategy and strategic influence. Underneath that, lies structure and culture.
This directly correlates with leadership influence. The next tier of the pyramid is key processes,
supported by tactical expertise. The base of the pyramid is operations. Service delivery provides
the most foundational work a support function is expected to complete (Organizational
Effectiveness, 2012). The Pyramid of Influence is what we will train to; however, any form of
harassment or discrimination will erode and ultimately destroy our pyramid.

Keeping It Hampsteady will also provide semi-annual training. During this time, we will discuss
challenges our staff and volunteers are having in their current positions (Insperity, 2017).
Additionally, everyone will complete a self-assessment of their work (Insperity, 2017). This
will help us to determine if we can improve our training and/or decide if we require additional
and more frequent training. During our semi-annual training, management will also summarize
the informal conversations and feedback (The Bridgespan Group) that occurred throughout the
period with emphasize on customer feedback forms. We will also review all established
foundation policies including our harassment and discrimination zero tolerance policy. Our
ultimate goal during training is to improve the way we conduct business so that we give our
customers the best service that we can provide.
 Training Timeline for 2017

Event (Hosted by management) Date

Basic Orientation (new staff and new
volunteers)
Semi-Annual Training (all staff and all
volunteers)
Additional Training (all staff and all
Held every other Friday throughout the
calendar year from 3-5 pm. Additional classes
offered when necessary.
June 2nd and December 1st from 8 am to 4 pm.
Lunch is provided.
TBD and if required

volunteers)

References
Melster, J. (2014, Jan 6) The Future of Work: Why Social HR Matters Retrieved from
https://www.forbes.com/sites/jeannemeister/2014/01/06/the-future-of-work-why-social-hr-
matters/#70ea5a2ed06a

Washington State Department of Enterprise Services. (n.d.). Preparing for Your Recruitment
Checklist Retrieved from http://des.wa.gov/services/hr-finance-lean/recruitment/recruitment-and-
outreach/preparing-your-recruitment-checklist

Entrepreneur. (n.d.) Recruiting and Hiring Top-Quality Employees Retrieved from

https://www.entrepreneur.com/article/76182

University of California, Riverside. (n.d.). Recruitment & Selection Hiring Process Retrieved
from http://hr.ucr.edu/recruitment/guidelines/process.html
WorldatWork, Scott, D., McMullen, T., and Royal, M. (2012, June) Retnetion of Key Talent and
the Role of Rewards Retrieved from https://www.worldatwork.org/waw/adimLink?id=62016

CareerOneStop Business Center. (2017). Retention Strategies Retrieved from

https://www.careeronestop.org/businesscenter/trainandretain/manageandretainemployees/retentio
n-strategies.aspx

Entrepreneur. (2017). How to Create a Winning Employee Retention Strategy Retrieved from
https://www.entrepreneur.com/article/76456

U.S. Marine Corps (1997) Marine Corps Doctrinal Publication 1 (p. 65)

Dignen, B. (2014, Mar 17). Five reasons why feedback may be the most important skill
Retrieved from http://www.cambridge.org/elt/blog/2014/03/five-reasons-feedback-may-
important-skill/
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https://www.officevibe.com/blog/infographic-employee-feedback

Scorza, J. (2011, Apr 1). Benefits Can Boost Employee Loyalty Retrieved from
https://www.shrm.org/resourcesandtools/hr-topics/benefits/pages/benefits_loyalty.aspx
Inc. (n.d.) Employee Performance Appraisals Retrieved from
https://www.inc.com/encyclopedia/employee-performance-appraisals.html

Wiesenfelder, H. (n.d.). What is a 360 Degrees Performance Appraisal? Retrieved from

http://www.ehow.com/facts_5040181_degrees-performance-appraisal.html

Taylor, S. (2011, Jul 12). Assess Pros and Cons of 360-Degree Performance Appraisal Retrieved
https://www.shrm.org/ResourcesAndTools/hr-topics/employee-
relations/Pages/360DegreePerformance.aspx

Businessballs. (2017). Performance Appraisals Retrieved from

http://www.businessballs.com/performanceappraisals.htm#360 degree feedback 360 degree
feedback

Grapevine Evaluations. (n.d.) 360 Coworker Feedback Retrieved from

https://forms.grapevineevaluations.com/Preview/224

123 Contact Form. (2008-2017). Customer Feedback Form Retrieved from

https://www.123contactform.com/free-form-templates/Customer-Feedback-Form-610642/
The Bridgespan Group. (n.d.) Performance Assessment: Setting the Stage for an Effective
Process Retrieved from https://www.bridgespan.org/insights/library/organizational-
effectiveness/performance-assessment#.VKLUSv8BAEA

Organizational Effectiveness. (2012, Sept). A Guidebook for Building Organizational

Effectiveness Capacity: A Training System Example Retrieved from
http://www.aphsa.org/content/dam/aphsa/pdfs/OE/2012-09-Guidebook-Building-OE-
Capacity.pdf

Ministry of Business, Innovation & Employment, New Zealand Government. (2017). Training
and development Retrieved https://www.business.govt.nz/hiring-and-managing/getting-the-best-
from-people/training-and-development/

Insperity. (2017). 5 Steps to Creating Employee Development Plans That Truly Work Retrieved
from http://www.insperity.com/blog/5-steps-to-creating-employee-development-plans-that-truly-
work/

Harvard University. (2017). Statement of Equal Opportunity Laws and Polices Retrieved from
http://diversity.harvard.edu/pages/statement-equal-opportunity-laws-and-policies