Introduction
Retaining and recruiting well and very talented employees is a tough and tiresome challenge that faces all the businesses be it small scale or large scale companies. Many of the employees end up going to the very extraordinary lengths so as to recruit the very best and the brightest employs. The company human resource department also goes to extremes to retain the most talented employees who according to them they think is extraordinary and deserves to be placed in better positions of the company (Juvonen, & Graham, 2014).
How the companies do, this process of retaining and recruiting employees remains to be a very delicate question that requires answers. Another patent problem also is the whether the extraordinary efforts that the company together with the human resource management puts in place are worth the efforts as well as worthy the task. Another key factor to consider also is the is the profit the company that is using these projects and styles is getting, or they are jutting but incurring losses to the plans and schemes that are unnecessary.
Considering Deloitte, a Big Four according to the firm. Deloitte is one of the biggest companies employing over 165000 employs at the casual level to the profession level, who have no only the professional skills but also the passion for serving in the enterprise. The employees are subdivided and allocated to several various departments throughout its branches which are situated across the globe. The company offers services such as audits, risk management, tax services as well as consulting and finical advice. The enterprises are the members of the bigger corporations referred to as Deloitte Touché Tohmatsu. Deloitte is the firm that uses diverse approaches and techniques so as to recruit very talented and professional’s people (Greenberg, (Ed.) 2013).
The companies also ensure that the talents of those hired or retained employees are fully utilized within the doors of the enterprise. Research shows that if a company has to succeed and be on par with other of its competitors as well as to defeat them, the best policy and way to solve all this is by ensuring that the employees who are hired and employed by the firm are people who are innovative, and open-minded (Greenberg, 2013). Research has shown that some the very fresh graduates are the best persons for hiring since they are creative and open minded. Not to discourage the experience of workforce and employees who have lived and worked more than even the total life span of the fresh graduate. But the old people are less innovative.
Another major and also effect that has till date held Deloitte at a global mark and leading brand worldwide is the secret of hiring and retaining those employees who are aggressive. Although excessive offensive is out of order the reasonable aggressive rates toward the positive direction are also as the key factor that towards success. The productive and talent employees are more likely to move the company at a high notch, regarding new services and products that the company may introduce in the market.
For instance, In England, Deloitte is the one of a kind firm which highly benefits from any educational initiative which greatly and substantive in the developing of talented young people whose main aim and the goal is to be the next leaders and managers of tomorrow. The program referred to as Teach First is an extended hand of the Teach for America program, launched back in the year 2002, and mainly operates in the United States. Teach first recruits the best candidate in their respective courses and classes by offering the graduates challenges. The problem involves intensive training, teacher clarification and also extends to the chance to assist turn around a failing school within a span of two or fewer years.
Each and every year about 1300 applicants who are graduates compete tiredly for the few opportunities for the Teach First, which are always roughly 200 positions (Rigby, 2013). The program accepts and always considers graduate who had or continue to person pretty nice in their studies. The program also insists so much on the Graduates having degrees or specializing in finance, philosophy as well as math and engineering.
Teach first recruits typically hires innovative young persons who are promised that within a lifespan of two years they will have changed an individual issue or having the impact. CEO Bret says that it is a very powerful message to the young people. He also extends to observe that the people who are graduating always want to make a change and have leadership opportunities so as to prove themselves bearing in mind that they value social responsibility. The program teaches first‘s graduate's exhibit skills which often takes several years for an average employee to learn on the job, says Jo Owen, a former principal partner with Accenture, currently working as the director of Teach first (Connolly, 2012).
According to Owen, very many graduates learn these technical skills earlier enough in their business, although they are not the most appropriate skills one should have as an employee (Pugh, & Chitiyo, 2012). For one to be a real and productive employee one has to learn harsh lessons about managing people, entrepreneurship and leadership at their early and tender age. With companies such as Deloitte requiring professional well equipped to give out the best, to them Teach the First program is a stepping stone for another career. Deloitte also greatly benefits in cutting the cost of recruiting new employees who are not well skilled for the task.
The company also are involved in the recruitment of new employee from the program. In the company, if an employee feels that they fit for the accounting or finance positions, they are commonly subjected to a verbal reasoning aptitude test. According to Sarah, who is the national graduate recruitment manager with the Deloitte us offices, the verbal reasoning is an important tool since the company is searching for the best employees of the job. The tests also ensure that the new hires meet the highest threshold and skills for success (American (edu), 2013).
Conclusion
The concern of Deloitte is not just the recruitment of the skilled employee; the company has also developed the internal assessing skills, career objectives as well as the interests of those not happy with the changes. Through this, the company assists the employees to consider maintaining their strengths and work on the weakness hence leading to a better workforce that is effective (Robbins, & Judge, 2012)
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