A ?Strategic HR Plan helps organizations to align human resources to ?corporate strategy. It is an essential planning document built upon the ?corporate mission, vision, values an
A Strategic HR Plan helps organizations to align human resources to corporate strategy. It is an essential planning document built upon the corporate mission, vision, values and goals established in the strategic business plan.
Topic: Creation and Implementation of an Effective Recruiting and Retention Program to Enhance the Quality of Employees and Management within the Organization
Please use attachment outline as guide (please do not copy and paste from outline)
A Strategic HR Plan provides information on how the HR function will support the goals and strategies of the organization, while also ensuring that HR planning and practices are consistent.
The ideal Strategic HR Plan outlines how the gaps between present and future capabilities will be addressed, enabling businesses to effectively pursue their company goals.
Considering what you have learned in the learning modules, and as we progress through the course, you will develop your comprehensive Strategic HR plan to present to the executives of your organization. The process for developing a Strategic HR Plan begins by identifying where your organization is now. Then formulate a clear picture of your company’s future along with ways to get there.
The summary must contain the following elements:
a. Title Page (or letter of transmittal if a memorandum format is used)
b. Table of Contents (unless a memorandum format is used).
c. Introduction
d. Problem Statement (5-8 sentence paragraph that clearly defines the problem and why it needs to be researched).
e. Review of current practices (background of literature) in the area
f. Strategic plan for change or creation of the anticipated change (use examples of where this approach has been successful in other organizations if pertinent).
g. Strategic approach for implementation of the change(s)
h. Final recommendations and possible outcomes (best and worst case scenarios)
i. Summary/Conclusions
j. References section
k. Appendix (if tables or charts or necessary)
2
Creation and Implementation of an Effective Recruiting and Retention Program to Enhance the Quality of Employees and Management within the Organization
Angela Evans
APUS
Creation and Implementation of an Effective Recruiting and Retention Program to Enhance the Quality of Employees and Management within the Organization
I. Introduction
Topic of Interest or Main Idea
Successful HR management requires excellent recruiting and retention techniques to improve employee and management quality (Sinambela et al., 2022). Strong HR practices help companies gain a competitive edge by keeping their employees competent, motivated, and aligned with their strategic goals. Modern HR technologies enhance these efforts by allowing data-driven decision-making and personalized employee experiences (Kavanagh & Johnson, 2022).
Problem Statement
High personnel turnover and poor management hinder performance and growth in many organizations (Ghani et al., 2022). High turnover can raise recruitment expenses, institutional knowledge loss, and team dynamics inefficiency. Ineffective management can also lower employee engagement, productivity, and organizational performance.
Background of the Problem
The competitive labor market and dynamic global business environment have increased the requirement for strong HR procedures to attract and retain top people (Babatunde & Onoja, 2023). HR strategies are affected by cultural variations, regulatory compliance, and economic factors as organizations grow abroad. By providing a supportive workplace, professional development, and fair compensation, HR management can boost productivity and employee happiness. Remote work and digital transformation have changed HR practices, making adaptation and ongoing development essential for an efficient HR framework (Lee & Lee, 2023).
II. Extent of the Problem
What is the Problem?
Pervasive personnel turnover and poor management impede organizational stability and growth (Anderson, 2020). This might cause a cycle of hiring and training new hires, which takes attention away from core business operations and strategic efforts.
Why is it a Problem?
These concerns raise recruitment and training expenses, reduce organizational knowledge, and lower employee morale (Towns, 2019). High turnover and poor management worsen team cohesion and productivity by failing to provide leadership and support.
When is it a Problem?
Organizational change and economic instability increase employee turnover and management challenges related to quality (Rosales et al., 2023). The stability and effectiveness of a business are key during these times, and a consistent and effective leadership team is essential to overcoming challenges and sustaining employee trust and engagement.
III. Who and How of the Problem
Who is Affected?
Poor management and high turnover affect personnel and management. These challenges undermine organizational performance and competitiveness, causing unsatisfied employees to quit and management to struggle to maintain work stability and productivity (Infante, 2022). The company's strategic goals and industry reputation may suffer from this uncertainty.
How is the Problem Manifested?
It's expensive and disruptive to constantly recruit and train new staff members due to high turnover. Constant turnover requires significant financial and operational expenditures to identify, hire, and train successors (Ghani et al., 2022). Low employee engagement and productivity due to poor management create an atmosphere at work that fails to inspire and keep talent.
Examples
The hospitality sector faces these challenges. This sector struggles to retain competent workers due to high turnover and poor HR practices. The mobility of staff and lack of effective retention tactics undermine service quality and client satisfaction.
Facts
Effective staff retention strategies can reduce turnover by 25% and boost the efficiency of organizations (Babatunde & Onoja, 2023). Competitive salary, career growth, and a healthy company culture that promotes employee well-being and engagement. Effective HRM strategies improve satisfaction among workers and retention, which affects corporate success.
IV. Cause and Effect
Cause and Effect Relationship
Improper recruitment and retention techniques often cause excessive employee turnover and poor management (Anderson, 2020). Dissatisfied employees leave for better prospects due to poor HR practices (Ghani et al., 2022).
Solutions
These challenges can be addressed with thorough recruiting and retention programs and focused training and development (Sinambela et al., 2022). These programs emphasize clear communication, professional development, and strong employee-employer relationships (Anderson, 2020).
V. Possible Solutions
Effective Measures
Evidence-based recruitment and retention tactics including competitive salary, professional development, and a pleasant workplace culture are needed (Towns, 2019). Employee retention is greatly improved by sustainable and efficient communication.
Feasibility of Solutions
Not all tactics work in all organizational environments. Solutions must be tailored to organizational demands (Rosales et al., 2023). Understanding and tackling each organization's unique challenges and dynamics ensures relevant and effective tactics.
Probability of Success
Well-designed HR practices promote employee retention and management quality, sustaining organizational success (Babatunde & Onoja, 2023). Strong HR policies reduce turnover and boost employee satisfaction (Ghani et al., 2022).
VI. Conclusion
Summary
Recruitment and retention are crucial for the improvement of the quality of employees and managers in organizations hence the need to have effective HR management strategies (Sinambela et al., 2022).
Restate Thesis
Mitigating the threats of employee turnover and management quality is crucial for organizational development and sustainability (Ghani et al., 2022).
References
Anderson, C. M. (2020). Strategies to retain employees within an organization (Doctoral dissertation, Walden University). https://scholarworks.waldenu.edu/cgi/viewcontent.cgi?article=9708&context=dissertations
Babatunde, F. T., & Onoja, E. D. (2023). The effectiveness of retention strategies’ on employee retention. Journal of Business and Management Review, 13, 481. https://www.researchgate.net/profile/Fanisi-Babatunde/publication/370059261_The_Effectiveness_of_Retention_Strategies'_on_Employee_Retention/links/65c2790734bbff5ba7f09505/The-Effectiveness-of-Retention-Strategies-on-Employee-Retention.pdf
Ghani, B., Zada, M., Memon, K. R., Ullah, R., Khattak, A., Han, H., … & Araya-Castillo, L. (2022). Challenges and strategies for employee retention in the hospitality industry: A review. Sustainability, 14(5), 2885. https://www.mdpi.com/2071-1050/14/5/2885
Rosales, R., León, I. A., & León-Fuentes, A. L. (2023). Recommendations for recruitment and retention of a diverse workforce: A report from the field. Behavior Analysis in Practice, 16(1), 346-361. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9524305/
Sinambela, E. A., Darmawan, D., & Mendrika, V. (2022). Effectiveness of Efforts to Establish Quality Human Resources in the Organization. Journal of Marketing and Business Research (MARK), 2(1), 47-58. https://ejournal.metromedia.education/index.php/mark/article/download/43/53
Towns, A. B. (2019). Effective strategies to increase employee retention in higher education institutions. Walden University. https://scholarworks.waldenu.edu/cgi/viewcontent.cgi?article=8231&context=dissertations
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