The Training Solutions Division of DRA PS will need to recruit several employees to the several categories that the division holds. This is because of the upcoming contract that it has gotten to develop a training academy for BTA organization. One of the positions to recruit will be that of the web design category. This is because one of the requirements of the contract is the development and launching of an academy website for the organization and hence some experts in the web design department will be needed (Gibson, 2008). Another position that will need recruitment will be that of the operations supervisor. Reason for their recruitment will be based on the number of operations that will be taking place during the contract, and there will be a need for more supervisors who will oversee that everything will move smoothly.
There are several existing policies and guidelines regarding recruitment in DRA PS and must be adhered to during the entire recruitment process. One of the policies is that the division aims to maintain a highly talented pool of talent. Another guideline is that the employees will be recruited to support the already existing workloads. The third guideline towards recruitment in the division is that all the recruitment process must gain approval before beginning from all the top management who include the branch manager, project manager following the protocol to the president of the division. These policies and guidelines are like to face some challenges during their implementation, and one of them is that the process will be time-consuming. This will be experienced when the recruitment will be gaining approval from all the heads of the company on a personal basis. Another challenge is that not many recruits will be ready to agree to work on a contractual basis and many mostly prefer to work permanently.
The recruitment strategy to be adopted will be an online application strategy. Communication of the vacant positions will be through advertisements using print and online social media platforms. The company will upload an application form online through the divisions’ website whereby applicants will access it and fill in their resumes (Gërxhani, & Koster, 2015). They will then submit it through the same websites where they will be invited for a later interview. After the interview, the most qualified persons will be contacted, and the dates of their reporting to work will be communicated to them.
It is correct first to admit that the new program manager was underperforming and something needed to be done to make sure the client’s demands are met on time. To solve the situation I would have held a one on one meeting with her and discuss ways in which to change the situation. The option of having to replace her would depend on the reaction she gives after the dialogue where if she changes she is retained and if she doesn’t she is replaced. However, in the scenario replacing her was the right option due to the results she gave.
There exist two options in the finding of a replacement of the program manager’s position. The first option is to bring back the principal instructional designer to his original position where he was changed after the arrival of the underperforming program manager (Aruna, & Anitha, 2015). A second option is that of replacing her with a new qualified program manager through a recruitment process.
There are a few recruitment and retention challenges that are likely to be faced in the aim to fill up the vacant seat of the program manager. One of the challenges is that it will slow up the whole project since after the hiring of a new program manager a lot of time will be taken to put him or her up to speed with what is expected of the project. A second challenge is that it will be difficult for the new manager to pick up a project that the incumbent did not begin with from the initial stage and that he only inherited from the predecessor. It would be much easier if he began it from the beginning to the end to be in the best position to understand every move that is made in the entire project.
A new program will be needed urgently, and this should be done as quickly as possible not to halt the ongoings of the project. To ensure this happens the recruitment will consider the outsourcing of program managers from other similar projects who already have the exposure of the same project we have to run the activities till the end of the project. To implement this strategy, I must communicate with both the client and the company’s president to make sure they approve the whole proposal of the strategy implementation.
One of the primary retention issues in the division currently is that after the hearing of the news that there is going to be a staff reduction process some have opted to resign before the process (Aruna, & Anitha, 2015). Some of them are the most trusted employees and retaining them will be an issue. One of the challenges created by the existing recruitment and retention policies and guidelines is that DRA PS employees must be considered for new opportunities if there is lack of a relevant assignment before the termination of their contract.
One way to maintain and retain employees in the division is by praising and recognizing the work that they have done so far. This will keep them happy and feel appreciated, and this would lead them to change their mind and decide to stay for the entire project. To motivate the current team one of the methods that can be used is by increasing their salaries and giving them bonuses for the work they have done.
In the instance some of the employees decide to resign completely; the need to replace them will inevitably arise. This situation will be handled differently from how the first one was conducted to make sure the same incident does not happen again. During the recruitment process, the expectations they are expected to meet will be outlined to them before they commence the project (Gërxhani, & Koster, 2015). Additionally, there will have to be a change in some of the recruitment guidelines and policies to make sure they align with the conformities of the project.
The way communication will be made for the next ace will have to change for the new crop of employees together with the retained ones. Reporting will have to be done to the program manager who will then be passing the required information forward to the top management. The client will also be getting the details of the ongoing project every week and without failure. During the project meeting, both the client and the program will be communicating the requirements and the work in progress every week too.
Due to the additional 12 courses that were introduced by the client with such a short while there will be a need to recruit additional employees to meet the deadline. The seven teams’ recruitment will comprise of equal personnel in terms of the distribution of expert to their respective teams. The recruitment will include three graphic artists, two logistics staff, three document specialists, two editors, fourteen technical writers, and seven instructional designers. One method to recruit quality staff and teams will be that of having to pass them through a test where their qualities will be assessed before they are employed. Those who will pass the test and on top will be having the required qualifications will be recruited.
One of the challenges likely to be faced during the approval of the new employees will be that of the protocol that has to be followed. According to the division’s policies and guidelines must be done by the project manager, branch chief, the vice president of the Division, the chief operating officer, the chief financial officer and the vice president (Gibson, 2008). This process might end up being tedious both to the employees and me up for recruitment.
Ensuring of a fair, equitable, and market competitive compensation and reward strategy will be one of the priorities for the new mix of talents for the additional course project. To achieve those, there will be a need to recognize the most performing teams with rewards while motivation will be given to the remaining teams to encourage them to hit the heights that are expected to meet in the entire project.
To integrate the new teams into the system quickly without losing the quality of staff I will mix the new talent with the retained ones who will act as the leads to the new ones to help them adapt faster to the requirements of the project. To proactively manage any potential performance issues the teams will be involved in the problem-solving process whereby they will actively propose how to tackle the issues that may arise.
Aruna, M., & Anitha, J. (2015). Employee retention enablers: Generation Y employees. SCMS Journal of Indian Management, 12(3), 94.
Gërxhani, K., & Koster, F. (2015). Making the right move. Investigating employers’ recruitment strategies. Personnel Review, 44(5), 781-800.
Gibson M. R., (2008). Society for Human Resource Management. Ed.D.