by Amanda Pestana
Turnover is a prevalent issue among hiring employees, especially, when businesses are smaller or are a startup. Having turnover at the beginning stages can be detrimental to business growth. Therefore, within this article, we present a few technical terms in addition to strategic questions that should be asked when establishing the recruiting process of the business.
This information is beneficial for startups that have HR or Administrators conducting multiple job functions and might need some insight on how to effectively organize the recruiting process of the organization.
Strategic staffing is a primary focal point of any organization, the vision of hiring guided through future and goal-directed strategies to fully support the business strategy of the organization while enhancing the effectiveness of the process. Therefore, this is recognized as the movement of employees within, away, and to a company.
Organizational goals are vital to establishing a strategy for staffing. They may be official or operative types of goals. Official goals are those portrayed within the vision or mission statement of a company. The operative goals are focused on the achievement of the company.
QUESTIONS TO THINK ABOUT
What would the organization like to achieve in five years? What is the growth of the organization's projects within a year? What are the foreseen positions within the company? Does the organization want to promote internal employees? What is the business strategy?
For example, if the organizational goal is to hire ten new employees within their finance department in six months, the workforce planning, sourcing, recruiting, selecting, acquiring, deploying, and retraining strategies are to be developed.
Process goals are strategies used during the hiring process. These steps are set in place to attract sufficient numbers of qualified candidates. It is imperative to comply with the law and organizational procedures and policies during the hiring process while securing the timeline, and staffing is efficient. Once established the next set of goals are the outcome goals that begin after the hiring process, assuring employees are successful and promoted.
Reducing the turnover rate of high performing employees is another focus of the outcome goal. Meeting the needs of stakeholders, maximizing financial return, enhancing employee diversity, enabling organization flexibility, and enhancing business strategy execution are all examples of outcome goals.
Each goal builds on each other, and if changes take place, the results of the impacted goals. For example, an organizational goal could be that the company plans to expand its operation to three countries within the next five years to provide its clients to get local, personalized service. Therefore, the HR Department must prepare for the expansion of the company into these countries. HR must obtain knowledge in the local labor laws, taxes, payroll processes, wages, retirement plans, vacation days, holidays, and all that goes into recruiting and hiring employees for these new positions.
QUESTIONS TO THINK ABOUT
Will the company be relocation employees? Alternatively, will the company hire new employees that are locals in these countries?
THE FINANCIAL BUDGET IN THE HIRING PROCESS
The financial budget and planning to safeguard success is developing and reviewing strategy. If the company decides to change the organizational goal of moving to four countries instead of three countries, the financial budget would drastically change. The strategy of recruiting and hiring could shift, and time management would be influenced.
For process goals that take place during the hiring process, certify that qualified candidates are hired in a timely fashion. If the deadline to hire were to shift, it could negatively affect the operation. It could also negatively influence the applicant’s perspective on the company, which could affect job satisfaction once they start working. In turn, this would impact the outcome goals.
For example, the turnover rate of the company of high performers within the company would increase when the original plan was to ensure they remain within the company to be promoted and successful in their positions. For a smooth transition, HR professionals must ensure that organizational, process, and outcome goals are met. A few ways to accomplish this would be through fully understanding the organizational goals and navigating through the changes.
If the goal is to hire more employees for six months; HR must establish an efficient and practical daily operation. That the HR department has sufficient staff to execute in the timely fashion the deadlines of the organization, if hiring ten new employees locally, HR must warrant that the original hire orientation has been fully developed and is efficient if conveying the company culture, the work ethics, daily operation, and provide training to secure the success of the qualified hired employees.
After, to guarantee less of a high turnover rate, HR must develop a work environment that is positive, supportive, and coveys to employees that they are company assets. This would increase job satisfaction. When more positions open and internal employees have an opportunity to grow within their ranks, this encourages employees to be more productive and efficient.