Case Study 21. Human Resources Resources Planning RECRUITMENT SND RETENTIN PR!"EMS #T P"$MERS U% The Tasks
1. "ist t&e in'orm in'ormation ation re(uir re(uired ed to )roduce )roduce an estimate estimate o' t&e cost o' la*our turno+er, identi'ying -&at -as already a+aila*le and -&at more -ould *e needed. 2. utline utline t&e recom recommenda mendations tions you you -ould mae. mae. /. Summar Summari0e i0e your your *usin *usiness ess case. case.
In order o rder to )roduce an estimate o' t&e cost o' la*our turno+er, t&e in'ormation re(uired are •
Recommendations
In +ie- o' t&e )resent situation -&erein t&e )ro*lems o' retention and t&e incr increa easi sing ng time time ta taen to ll ll +aca +acanc ncie ies s are are *egi *eginni nning ng to caus cause e seri seriou ous s )ro*lems 'or t&e *usiness, my recommendations -ould *e rst, is to a+oid or at least minimi0e t&e use o' agencies3 )artici)ate in 4o* 'airs, 'or t&is -ill ena*le t&e com)any to *roaden its source o' recruits. recruits. Ne5t one is regarding regarding t&e direct recruitment recruitment o' graduates, graduates, -&erein -&erein instead o' 4ust 'ocusing on a small num*er o' uni+ersities, t&ey s&ould also e5)lore t&e ot&er uni+ersities. 6&ile gi+en t&e res)onsi*ility o' maing t&e nal c&oice, line managers must also *e gi+en inter+ie-ing tec&ni(ues training as it mig&t &el) t&em clari'y stu7 and get to no- t&e a))licant *etter. *etter. It is also also suggested suggested to &old a 'ormal induction )rogram as suc& -ill mae t&os t&ose e nene- in t&e t&e com) com)an any y 'eel 'eel -elc -elcom ome e and and -ill -ill gi+e gi+e t&em t&em sens sense e o' *elonging, as t&e saying goes, 8rst im)ression lasts.9 T&e 'act 'act tt&at &at rates rates o' )ay )ay a))ear a))ear to to *e com)et com)etiti iti+e +e,, t&is t&is calls calls 'or a de+elo)ment o' a *etter com)ensation, *enets and re-ard re-ard )rograms. "astly, "astly, des)ite des)ite recei+i recei+ing ng t&ose management management and team leader leader trainings trainings 'rom an outside )ro+ider on leaders&i) sills, t&ere -as no e+idence i' suc& -as e7ecti+e. T&ere must *e regular monitoring so t&at t&ey -ill *e a-are i' a))lication o' said sills im)ro+ed t&e organi0ation as -ell as i' t&ey s&ould stic to it or not.
Business Case 1. EXECUTIVE SUMMARY
Polymers U%, a su*sidiary o' International Polymers &as *een in e5istence 'or t&ree years and &as o+er :;< sta7. It &as *een conducting intensi+e recruitment cam)aign o+er t&e said years in t&e &ig&ly com)etiti+e local and national la*our maret *ut later on e5)eriences retention and retention )ro*lems. 2. ISSUE
Pro*lems o' retention and t&e increasing time to ll +acancies are *eginning to cause serious )ro*lems 'or t&e *usiness3 )rimary e5igency -ould *e t&e cost o' la*our turno+er.
3. OBJECTIVES
T&e main o*4ecti+es o' t&is are to • • •
Reduce t&e cost o' la*our turno+er. Reduce t&e lengt& o' time )ositions are +acant. Sol+e t&e retention )ro*lems.
. RECOMME!"ATIO!S
In order to attain t&e rst o*4ecti+e or reduction o' cost o' la*or turno+er, t&e second t&ird o*4ecti+es must rst *e settled. =or t&e reduction o' lengt& o' time )ositions are +acant, t&e com)any must *e no-n 'or *eing t&e *est s)ecialty c&emical com)any to -or 'or and s&ould come u) -it& *etter recruiting sco)e and tec&ni(ues. "astly, to sol+e t&e retention )ro*lems, t&e com)any must 'oster a )ositi+e -or en+ironment t&at su))orts t&e em)loyee -ell>*eing, maintain its good re)utation, tig&ten inter)ersonal lins in t&e com)any, strengt&en
t&e sense o' unity and *elonging, increase in t&e rates o' )ay, and de+elo)ment o' *enets and re-ards system. #. JUSTI$ICATIO!
T&e im)lementation o' t&e recommendations -ill most liely &el) in resol+ing t&e recruitment and retention )ro*lems at Polymers U% *ecause t&ose -ill ins)ire t&eir ent&usiasm a*out t&e com)any, and in?uence t&eir em)loyee satis'action and commitment, -&ic& -ill also result in settlement o' t&e la*our turno+er.
