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The Challenge of Attracting and Retaining Qualified Personnel

Discuss about the Alberta Construction Employment Patterns.

One of the most significant employer branding challenges facing more meaningful and more established brands is making themselves relevant for prospective millennial employees. These employees in most cases might otherwise seek different opportunities with smaller startups or more entrepreneurial ventures and then retaining them once they are on board. Most employees within companies tend to be enticed by new employment opportunities if they do not feel rewarded or appreciated or in the vent that they do not believe there are avenues for advancements at their modern corporation (Mubayi, 2012).  Such perceptions make management of most companies around the competitive markets to have a challenge in retaining such employees that have made up their minds to look for new venture. It is clear that responsibilities of the department of human resource in every operation of an organization are to deal with operations such as conducting job analyses, planning for job labor and recruit different candidates. It also remains responsible for training and orientation of new employees, performance appraisal, management of employees’ wages and salaries, offering incentive along with benefits, as well as communicates efficiently with management and employees at any moment. Amid this myriads of responsibility, they must HR department are still facing extreme challenges (Foster & Barnetson, 2017). The major problem that faces them remains to be how they can attract and retain the workforce. Therefore, principal target of this research paperwork is to explore critical challenges in drawing together with keeping the workforce in Coca-Cola Company. 

One of the most vital challenge that operation of Coca-Cola Company faces is the attracting or recruitment and retention of qualified personnel that supports its operations. While the problem of attracting different talent into operations of Coca-Cola Company is not original, preface, as well as hasty development of advanced technology along with use of web globally, has made setback to reach disaster scope (Sidorick, 2016). For instance, shifting to broader-based training along with advanced skills has resulted in changing the expectations of workforce in the company. Workers are presently increasing to be less satisfied while they remain within the single work-related regulation as they have harmonized the elasticity and liveliness of their managers.

Having great employees crave great leadership, and weak employees lead to vice versa. In most cases, workers are always unsatisfied when some leaders does not support employee, empower in the process of making decision, and inspire creativity and excellent outcomes in operations. Therefore, having only few leaders who are active in managing welfare employees make it tough for the company to attract and retain required number of workforce (Boehm, Cordier, Thomas, Tanner, & Salata, 2017). In most cases, rates of employees turnover in Coca-Cola Company results because the present leaders fail to focus on the professional development of their workers making them to earn low marks. Besides, other leaders are not always ready to help employees feel secure by failing to enable better communication and feedback along with productivity gains. With weak leadership in place, Coca-Cola Company still faces challenge of attracting and retaining workforce as their top talent is just excited to demonstrate leadership. Lack of visible feedback from leaders and their recognition efforts make the idea of drawing to talented employees to be tough. Therefore, Coca-Cola Company needs to focus on the design of having active and strong leadership to support operations of different branches that have defined mission and purpose that can help in attracting and retaining workforce (Ai-jen & Whitlatch, 2016). Robust and effective administration of the company needs to be communicated through the departments of organization in order for workforce to understand and buy-in to the purpose they each perform in delivering the organizational mission.

The Need for Strong Leadership

The remote, as well as non-remote population movements in different places, has made it tough for the Coca-Cola Company to able capable of retaining its skilled employees. The changes in demographic setting have made it tough for the operations of the company to attract workforce as most people who are experienced are always nowhere to be recruited (Lo & Teixeira, 2015). The challenge of attracting as well as retaining workforce in remote areas where the Coca-Cola Company establishes its operations has been intensified over the past three decades with shifts towards the market-led allocation of different resources along with government policies. These policies have always been on the front head ion encouraging rationalization of services along with devolution of services to both regional and city centers. The emergence of new generation of workers due to such changes in population present the entirely new set of challenges as HR department are always unable to support wages that many people request in relation to other companies that operate in the same area (Basso & Puittman, 2017). The inability to provide the requested pay as per the workforce make it tough for the management of Coca-Cola Company to retain their experienced employees who further seek other engagements in different sectors.

One of the most significant challenges in process of retaining or attracting workforce that Coca-Cola Company faces is competing with large organizations that fight for the few top talents around market. Such problems arise in operations of Coca-Cola Company since other business with big name brands that deals with non-alcoholic beverages typically offer better benefits packages (Susman, 2010). These companies always provide higher salaries and other operational benefits than Coca-Cola Company making it tough for the management to retain its workers that resign to go and seek employment in those companies. The competition imposed to operations of Coca-Cola Company has made the administration to focus on improving their services by improving their wages, but they have been unable to reach some of well-established corporation making it tough for it to attract skilled and talented workforce during process of recruitment. In most cases, Coca-Cola Company lacks the required number of qualified employees to fill in the advertised positions as most of these workforces are always taken away once they complete them training and educations in different learning centers. There is still the need for the management of Coca-Cola Company to understand if their company is much less bureaucratic than other large organizations with thousands of workforces (Christopher, 2015). The idea can allow the company to work more quickly as well as more effective in ensuring that the company is able to attract and retain their workforce.

Competition with Other Large Organizations

The idea of raising standards during recruitment process makes it tough for the company to attract people around the society as most people always fail to have one or two qualification elements as per the listing in their advertisement posts. There is nothing that has been more frustrating in operations of Coca-Cola Company in the process of that deals with attraction and retention of workforce like lack of qualified applicants during recruitment and having unqualified people in operations (Azman, Sirat, & Pang, 2016). During hiring process after company finds it hard to attract huge number of applicants as it set high qualifications for every individual who seeks employment. Additionally, when HR department of Coca-Cola Company raises qualifications that every individual in its operations need to have made it tough for some employees that have been serving the company for long to be retained. The old employees in the company remain to be those that have been in operations for extended time leading to lack of some necessary skills that the current employees have because of ever-increasing changes in technology used to support and improve services of Coca-Cola Company. However, lack of adequate capital by the company to support different employees within its operations to develop their standards makes it tough for the present workforce to use their funds to attain such skills they require within the stipulated period (Wilder, 2015). Therefore, failure of most employees to seek such skills and standards make the company to have no other approach of retaining them but only to part ways making this to be key challenges that it faces on maintaining workforce. Coca-Cola Company needs to involve in the process of networking as a way of solving these issues of attracting and retaining workforce.

Coca-Cola Company faces difficulties to open their operations in new regions globally when they focus on expanding their businesses. During the moment of establishing new services in new markets, they are often faced with “the warm body syndrome.” Here, instead of the company focusing on hiring people that fit their operations and are qualified for particular positions, workforce is brought in just because they are convenient and cost-effective. The issue does not seem to e a significant concern when the company starts its operations (Mullei et al., 2010). However, down the road of services, most of these warm bodies end up drawing down the business of Coca-Cola Company more than providing the return. As the people that had attained employment are always having less skills, it make management of Coca-Cola Company to fire some who underperform during their operations leading to challenge of retaining these employees. In most cases, just like any bad habit in operations of Coca-Cola Company, the warm body syndrome remains to be hard to break. During attracting and retaining workforce, Coca-Cola Company is forced to have the key factor of creating the new pattern for hiring that focuses on value rather than time constraints (Fraser, Hall, Michel, Paisley-Smith, & Whitted, 2017). There is a need to create the detailed description of job through the analysis of job to be crucial. The company has to create a detailed job description through the analysis of hob that is crucial as a way of dealing with challenge of attracting and retaining workforce.

The Warm Body Syndrome when Expanding Operations

In operations of Coca-Cola Company, there is nothing that remains to be more frustrating than publicizing the job opening as well as attaining and retaining dozens of unqualified applicants and workers that waste time of managers. In some cases, Coca-Cola Company fails to have appropriate amount of money or financial means to hire the recruiters and retaining qualified employees who have decided to resign from their operations, and this always presents the very real challenge on operations (Bhogal, 2018). The lack of appropriate network to check nonqualified employees make it tough to attract and retain qualified applicants as most people tend to take bribes during the recruitment process making the process of attracting workforce to be bias. The management can also decide to have personal differences with workforce making qualified workforce to be unable to continue with their engagement in the company as they decide to look for new ventures in other employment sectors away from Coca-Cola Company. The new pattern that company uses for hiring that does not focus on value rather than time constraint makes it tough to have efficient approach of retaining and attracting workforce (Ensley, 2017). Therefore, there is always the need for the management of Coca-Cola Company to control negative impacts that result from finding qualified applicants. The management needs to offer rewards for employee referrals as a way of helping in attracting and retaining qualified workforce that helps in improving their operations.

The desire by most people employed to support operations of Coca-Cola Company that decides to leave their jobs for various issues voluntarily has remained to be a significant challenge for operations of the company in retaining and attracting workforce. These employees always decide to leave for various reasons such as health complications, need to advance their education, start their business operations, and family issues make company to be in constant activities of recruiting other employees (Bremmer, 2013). The termination of operations by several employees occasionally make it difficult for Coca-Cola Company to attract employees by the time they leave without giving the management notice of their plan in advance. Cases of turnover also make it difficult for the management of Coca-Cola Company to retain their employs because once these employees decide to terminate their associations with organizations, management finds it nearly impossible to meet these workforce and convince them to stay in operations (Dingle, Fraser, & Wilder, 2016). The incidences of increase in cases of turnover among employees make it hard for the company to plan for more ways of improving how to retain their employees as they lack people that can show them what needs to be improved.

The Challenge of Attracting Qualified Applicants during Recruitment Process

The increase in operational costs of Coca-Cola Company makes it difficult for the management to support activities of attracting more workforces as well as retaining the workforce in its operations. The increase in operational cost always makes management of Coca-Cola Company to fire some underperforming employees due to decline in the revenue due to high operational costs (de Chaves, Valeria, Reuther, & Fernandes, 2017). In some cases, management faces difficulties in retaining employees by firing some employees or forcing some employees to retire early as they cannot be able to continue with operations of production, distribution, and supply of different non-alcoholic soft drinks in the global community. Besides, Coca-Cola Company finding it challenging at the moment when they incur increase operational charges when they seek to attract workforce (Cosgrave, Hussain, & Maple, 2015). High operational costs make it tough for the company to be able to support high wages of managers and this makes it hard for the company to retain these employees that are earning huge salaries.

Compensations, benefits earned, along with working environment in different operations remains to be the significant factors in process of attracting and retaining employees of Coca Cola Company.  In hard economic times, Coca-Cola Company always cut back benefits to its employees leading to difficulties in attracting new employees as most employees decide to resign and leave its operations leading to challenging in retaining a workforce (Judd, Dorozenko, & Breen, 2017). The cut back of benefits also makes it much more difficult to attract the best candidate for every operational post leading to adverse impact on output of Coca-Cola Company. In conclusion, HR departments of Coca-Cola Company always have to attain creative strategies that they set in making their job positions or job listings to be more appealing that can then help in attracting as well as retaining the workforce necessary for their operations and wellbeing.

References

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Azman, N., Sirat, M., & Pang, V. (2016). Managing and mobilising talent in Malaysia: issues, challenges and policy implications for Malaysian universities. Journal Of Higher Education Policy & Management, 38(3), 316-332. doi:10.1080/1360080X.2016.1174406

Basso, P., & Pittman, A. (2017). Recruiting & Retaining Talent: Working Your Way Upstream. Policy & Practice (19426828), 75(3), 18-33.

Bhogal, N. (2018). The role of the Square Kilometre Array in South Africa' economic development strategy. South African Journal Of Science, 114(3/4), 78-84. doi:10.17159/sajs.2018/20170297

Boehm, J., Cordier, R., Thomas, Y., Tanner, B., & Salata, K. (2017). The first year experience of occupational therapy students at an Australian regional university: Promoting student retention and developing a regional and remote workforce. Australian Journal Of Rural Health, 25(1), 22-27. doi:10.1111/ajr.12252

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