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Overview of the organization and its recruitment strategies

Discuss about the Business Management for Workforce Recruitment.

The success and growth of an organization especially in the production of quality goods and services, the delivery of such services to their clients, the public relations between the organization and the public as well as the innovative power of an organization are dependent on the quality of workforce employed in the organization. Organizations have therefore been faced with different challenges depending on the organizational structures and labor dynamics in the recruitment of quality workforce in their organizations (Naz et al. 2016). This report, therefore, seeks to provide an understanding of some of the challenges faced by Stryker Company or organization in recruiting its workforce and provide recommendations as well to help the company improve on its recruitment strategies in order to attract talented and skilled workforce which is necessary for organizational growth.

Stryker is one of the leading medical technologies companies in the world. The company offers innovative healthcare products and services in orthopedics, medical and surgical equipment’s as well as terotechnology and spine. Due to the nature of their business the company or organization the organization has been developing recruitment strategies that will help them attract and recruit talented and skilled workforce (Aravamudhan & Krishnaveni, 2015). Its mission is driven towards making health care in Australia and in other parts of the world better. It is reported that the success of the company has been as a result of the organizational capacity to recruit people or a workforce that has the right innate talent and therefore the company works in partnership with the Gallup organization or company to develop a talent-based selection technology for suitable candidates. The company central corporate strategy is resourcing for growth through attracting and retaining a high performing and self-motivated workforce (Gavrel, 2015).  The company, therefore, is seeking for the best in their recruitment process and the company Human resource director argues that they would rather not employ or recruit than lowering their expectations for the organization in regard to its recruitment standards.

One of the most attractive features in the recruitment of employees is the organizational image. The labor market has greatly changed and employees are no longer interested so much in the salaries and other material benefits arising from a company but in the pride of being a member of that company. The organizational image refers to the people’s global perspective or impression of an organization and it’s very important as it acts as the brand of the company during recruitment by adding value to the job beyond the attributes of the job itself (Colley, 2014). Stryker Company has been known for its ability to attract innovative workforce or talented workforce which meets the company expectations. The HR director as quoted above says the company rather not recruits than to go against the expectations of the company. However the labor market is characterized of the semi-skilled workforce and the innovative minds are not many in the industry where competition and quality are so much emphasized as it is the case of the healthcare sector (DeVaney, 2015). Due to that impression that the company can only recruit the qualified workforce or the innovative persons it has become very hard to attract or recruit the required workforce with the rising demand for quality products and services in the healthcare sector.

Challenges faced by the company in their recruitment

The labor market is currently experiencing major changes due to the increasing demand for workforce in different sectors. Therefore is necessary for the organizations to forecast their current and future staffing needs by the use of strategic human resource planning. The current labor market in the health sector in Australia is characterized by an increased shortage of labor and especially in areas where skilled or expertise is required (LIESEM, 2017). There is increased growing need for quality health care services in the country and globally especially among the aging population. Labour supply, in this case, is the amount of labor required by a company or organization to meet its business objectives. It is however expensive to make new recruits than to improve the existing skills of existing employees. Human resource managers, therefore, need to understand the turnover rates and the labor dynamics in the market (Frazis, 2017). Therefore the company has faced a great challenge due to a shortage of labor force especially the skilled workforce which is the first priority o the company in their recruitment process. This calls for effective use of the strategic human resource planning into managing the existing workforce and forecast the future needs.

The current labor market not only in Australia but also in other parts of the world is characterized by a number of demographic issues which have posed a great challenge to the human resource department in the recruitment of the required workforce (Dahlen, 2015). These demographic issues include issues related to the aging population in the organization workforce, the generation Y or the millennial generation as it is commonly referred to and the increased diversity in the workforce. One of the great responsibilities of the Human resource department in any organization is to create an enabling environment where the recruited workforce will collectively work together in achieving the goals and objectives of the company. Diversity in a workforce has great importance as different people and different value to the organization the company, therefore, faces a challenge of having a diversified workforce as it is composed of experienced aged and innovative employees (Alameddine et al. 2017). The labor force has increasingly become diverse which has necessitated the organization to change their approaches to management or their workforce.

The company due to the fact that it recruits talented and innovative minds, there is a great tendency that these people will stay for a long period in the organization (Brown et al. 2014). An aging workforce means that there is a greater concentration of aged people in the workforce and requires the human resources to develop management strategies for the aged population through training, occupational health care and employment benefits which in turn increase operational costs for the company. There exist intergenerational conflicts as the aged population or workforce may seem to block the path of progression for their younger colleagues. The company also has a great challenge of recruiting the young generation or Generation Y as commonly known. The young generation brings about great management challenges to the human resource managers (Kahn, 2015). This generation is feared by many organizations despite bringing new talents and innovative minds to the organization which will add more value to the organization as they usually have high expectations from their employers which seem to give the human resource managers more pressure. They are also focused on their immediate future than looking into their long-term future with the company yet recruiters are looking for a workforce that will provide long-term support and value to the company (Wilson &Spoehr, 2015). This has been a great challenge as the company is seeking for these young innovative minds yet their management may be difficult in the organization.

Recommendations

For the company to manage these challenges and have a smooth recruitment and employee transitions in the organizations to adopt effective strategies which will address these challenges. The company is recommended to provide the kind of opportunities for training and career progression which the young generation is longing for (Clemens et al. 2015). This will give them confidence that they will grow in their careers and therefore encourage them to offer their innovative skills. They should ensure there is a balance between the young employees in the company as well as the aged population who may not take an active role but guide the young professionals such a strategy will minimize intergenerational conflicts in the organization (Taylor et al., 2016). It is also recommended that the company should embrace the culture of diversity among its employees such a culture helps to create the organizational image or reputation which can be used to attract new workforce in the competitive market. Lastly, the company needs to effectively use strategic human resource planning technique to forecast the current and future staffing needs of the company.

Conclusion

The labor markets have become very competitive and dynamic and therefore the human resource managers of different organizations need to develop effective strategies in planning for their recruitment. It is important that above all things that the organization creates a positive organizational image and culture as that will greatly influence the potential candidate’s willingness to apply for specific advertised positions. They should also understand the current dynamics which have shifted most recruitment strategies through online platforms which include company websites, specialized job boards, job search aggregators which have been developed to match potential candidates with the required skills by matching their skills with the advertised requirements.

References

Alameddine, M., Chamoun, N., Btaiche, R., El Arnaout, N., Richa, N., &Samaha-Nuwayhid, H. (2017). The workforce trends of nurses in Lebanon (2009–2014): A registration database analysis. Plos ONE, 12(8), 1-10. doi:10.1371/journal.pone.0182312

Aravamudhan, N. R., &Krishnaveni, R. (2015). Recruitment and Selection Building Scale: Content Validity Evidence. SCMS Journal Of Indian Management, 12(3), 58-73

Brown, M., Pitt-Catsouphes, M., McNamara, T. K., &Besen, E. (2014). Returning to the workforce after retiring: a job demands, job control, social support perspective on job satisfaction. International Journal Of Human Resource Management, 25(22), 3113-3133. doi:10.1080/09585192.2014.919951

Clemens, M. A., Graham, C., &Howes, S. (2015). Skill Development and Regional Mobility: Lessons from the Australia-Pacific Technical College. Journal Of Development Studies, 51(11), 1502-1517. doi:10.1080/00220388.2015.1028537

Colley, L. (2014). Understanding Ageing Public Sector Workforces: Demographic challenge or a consequence of public employment policy design?. Public Management Review, 16(7), 1030-1052. doi:10.1080/14719037.2013.771697

Dahlen, H. h. (2015)."Aging Out" of Dependent Coverage and the Effects on US Labor Market and Health Insurance Choices. American Journal Of Public Health, 105S640-S660

DeVaney, S. A. (2015). Understanding the Millennial Generation. Journal Of Financial Service Professionals, 69(6), 11-14.

Frazis, H. f. (2017).Employed workers leaving the labor force: an analysis of recent trends. Monthly Labor Review, 1-14

Gavrel, F. (2015).Participation, Recruitment Selection, and the Minimum Wage. Scandinavian Journal Of Economics, 117(4), 1281-1305. doi:10.1111/sjoe.12106

Kahn, L. M. (2015). Skill Shortages, Mismatches, and Structural Unemployment: A Symposium. ILR Review, 68(2), 247-250. doi:10.1177/0019793914564960

LIESEM, K. (2017). Generation Y and the World of Work in the Future. Journal Of Media Research, 10(1), 3-12.

Naz, F., Aftab, J., &Awais, M. (2016).Impact of Human Resource Management Practices (HRM) on Performance of SMEs in Multan, Pakistan. International Journal Of Management, Accounting & Economics, 3(11), 699-708

Taylor, P., Earl, C., &McLoughlin, C. (2016).Recent public policy and Australian older workers. Australian Journal Of Social Issues (Australian Social Policy Association), 51(2), 229-247

Wilson, L., &Spoehr, J. (2015).Social inclusion under Labor in South Australia. Australian Journal Of Social Issues (Australian Social Policy Association), 50(2), 159-170

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