Free «Retention and Recruitment» UK Essay Paper
Table of Contents
Nobody would argue with the fact that retention and recruitment are essential elements of any organization. Different companies apply various approaches to management of these aspects, but external factors sometimes become extremely persistent, so that firms have to make respective changes in their management of retention and recruitment. One of such external influences is a forthcoming wave of digital revolution. Digitalization is expected to change business orientations, market competition, and decision-making of companies of all size. Therefore, adequate response to such changes is essential, especially in cases when it can render a potential competitive advantage. Technology has penetrated many fields of human activity, so that its presence in business is apparent. Hence, adoption of new technologies usually make many workers feel anxious meanwhile young enthusiasts consider technological advance of their company as an opportunity to fulfill their professional desires. Thus, the following study gives an account of retention and recruitment in terms of the third wave of digital revolution.
To be more exact, the following study establishes a basic theoretical framework for further discussion of the issues. Then, the paper conducts a literature review in order to retrieve the most prominent findings related to the study. The paper also discusses the issues and outlines expected outcomes of the tendency detected in discussion and literature review. The main purpose of the study is to depict potential implications and provide insight into the subject of retention and recruitment in the digital age. The study's objective is to indicate multiple perspectives of this issue in order to forecast possible outcomes. In addition, the study attempts to predict possible ways of reaction to such a tendency and describes the nature of this phenomenon.
One cannot ignore the fact that retention and recruitment are essential for any organization as they provide basis for creation of talent pool and selection of the central executive workforce. These procedures are obligatory for any company as each firm is an open dynamic system, which needs to keep its internal environment in a form relevant to the external changes. Nowadays, retention and recruitment have become a strategic component even though a role of human resource has become less persistent (Savage, 2011). Companies usually leverage these processes according to their financial stability, so that recruitment of potential talents creates tension within organization, while a specific innovative gap is arising (Savage, 2011). Therefore, retention and recruitment obtain a different connotation in the light of shortcoming wave of digital revolution as long as this trend already changes business context and allocation of business orientations.
In order to speak about digitalization, it is necessary to clarify what is meant under the term of digital revolution. As a matter of fact, it is a trend towards proactive deployment of digital technologies for facilitation business processes, intelligence, and decision-making. Digitalization wave will transfer knowledge in cyber dimension, so that humans are just executives of decision selection, while all processing operations are conducted with information technologies. It is becoming increasingly apparent that commonplace implementation of information technologies exposes human resource to a risk of being redundant and therefore dismissed as their job will be complete by technologies. By the same token, workers feel anxious about changes as new technology in a company means a common adjustment to it. Likewise, labor market will need less people or people with a specific knowledge of up-to-date technologies. In such a way, the third wave of digital revolution is likely to produce ambiguous impact.
Consequently, the wave of digital revolution causes a trend of doing more with less effort, which is why many committed workers feel concerned that they will be potentially dismissed owing to their redundancy or the fact that they have to learn again in order to comply with new objectives of their organizations. At the same time, this trend attracts enthusiastic and ambitious university graduates, who demonstrate a willingness to work with more challenging tasks and innovative approaches (Savage, 2011). One cannot ignore the fact that the process of globalization and possibility of remote working eliminate cultural and territorial barriers, and potential job applicants often choose job offers according to a degree of challenges rather than comfort and suitability. This evidences that global processes have a direct impact on retention and recruitment, especially under circumstances of mass digitalization of economy, society, business, and science.
Therefore, just-in-time recruitment does not work as the primary source of talent pooling any longer. That is why organizations are expected to plan their recruitment strategy according to potential performance and technology niches (Savage, 2011). A close attachment to digital communities is the main source of pooling new talents and enthusiasts in contemporary global environment, which is why recruitment and retention have become one of central strategic components of any innovative organization (Savage, 2011). Technology itself is just a method for selection and synthesis of more accurate and valid decision-making, while human resource is still the key executive force, which keeps making the final decision. This issue can be explained not only by social constraint of business and organizational structuring, but also by an evident fact that humans obtain perceptions that cannot be coded in IT algorithms and are unable to address unpredicted external factors. Overall, such tendencies are natural, and companies should adjust to them in order to obtain their unique competitive advantages.
A large volume f literature has been published on human resource management, retention, and recruitment in terms of digitalization trends, which is why it is reasonable to retrieve the most prominent findings in that regard. The book titled Nationalism, Cultural Indoctrination, and Economic Prosperity in the Digital Age by Bryan Christiansen suggests such findings. In his work, Christiansen (2015) suggests that a key factor to drastic changes in recruitment and retention is cultural openness, which is largely determined with so-called cognitive, emotional, and cultural intelligence. People with such type of cognition are usually open-minded as they do not fear to share their own culture and explore foreign environments. Thus, such workers better adjust to changes. Also, collection of diverse experience positively impacts cognitive intelligence of workers because they acquire different points of view on the same subjects. That lead to flexible thinking and hence to metacognition, which means thinking about how to think (Christiansen, 2015). Beyond a doubt, such characteristics are usually typical of strong innovative leadership, so that such workers should be promoted to much complex organizational tasks.
Such type of leaders, according to Christiansen (2015), is capable of rendering organizational transformation to less open-minded workers, so that retention will become an implied process, which is present together with collective motivation and refreshment of professional values. An innovative leader who has strong metacognition, emotional, cognitive, and cultural intelligence is able to train the rest of the team as creation of a persistent motivation through diverse and flexible approaching each worker is possible owing to a presence of these constraints (Christiansen, 2015). Motivation arises from modification of a particular behavior, so that leaders are supposed to present beneficial ways of interaction with new working environments since orientation towards distinct benefits will improve internal motivation. Overall, cultural intelligence is a key factor to adjustment of retention and recruitment to modern trends of business digitalization and global technological change.
According to Gueutal and Stone (2005), 95% of organizations already deploy electronic human resource systems in order to enhance retention, recruitment, and organizational behaviors. However, only 20% of top technologically-driven enterprises use such innovations. Thus, Gueutal and Stone (2005) suggest that smaller companies use electronic human resource systems for creation of their brand identity via establishment of complex mission and value statements, corporate history, about us sections, and other related content at their websites. Such a strategy results in an instant identification of potential pool of job applicants as individuals who do not share similar cultural values will surely avoid application for job position in such a company. In addition, Internet resources for job offers, employment, and vacancy advertising are proactively used. Companies filter its potential workforce at the initial stages of job application, so that organizations, as well as future employees, clearly see what exact objectives they are expected to attain in order to satisfy the opposite party.
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Likewise, 38% of organizations already use insider online systems for advancing their retention programs. These systems are mainly deployed for identification and leverage of wage inequity and organizational structuring, but their expanded application is also possible (Gueutal & Stone, 2005). It also should be noted that insider systems, as well as electronic human resource management, possess a valuable function of measuring and traceability. Now, organizations are able to lead statistics of its talents, committed workers, and any other data related to retention and recruitment. A heavy reliance on this advantage, however, raises a controversial issue concerning a choice between a committed but unwilling to change worker and enthusiastic and progressive but untrained university graduate (Gueutal & Stone, 2005). At any rate, a possibility to measure recruitment and retention means that specific models can be designed to address upcoming changes in business orientation, global labor market, and organizational culture of any company of any size.
Taking into account theoretical framework and findings retrieved from the literature, a factor of cognitive openness should be initially discussed. This factor is likely to become a strategic tool in the future as long as it causes and determines innovative changes within any organization. It is apparent that such a strategic tool will facilitate corporate transition to a better digitalization of a company and its business environment (Taylor, 2016). Therefore, committed employees will be not eager to leave the company as their workplace conditions will benefit from adopted innovative changes. This reconsideration of values is the primary task for innovative leaders, who should direct personnel willing to achieve operational benefits (Taylor, 2016). Generally speaking, no job position can become redundant owing to technologic advancements because the same scope of practice just changes its external concept. In such a way, experienced workers need to apply their expertise in new environments since all innovations are usually based on previous knowledge.
That is why cognitive openness establishes a sufficient leadership basis needed to ensure retention of current workers and selection of potential personnel for the future. Insider networks, however, are expected to respectively advance in their intelligence in order to filter job applicants with a better precision. At the same time, a question concerning currently unemployed people arises since their behavior should be determined by requirements of a company they are applying for; otherwise, they will not pass even preliminary screening of candidates (Taylor, 2016). A process of job applicattion will become more convenient from the perspective of administrative issues, while specification of measurable applicant parameters makes labor market competition more severe. Outcomes of such a tendency are hard to predict owing to numerous external factors, but specification of organizations within each industry will improve talent pooling since a talented worker will have higher chances to perform in favorite working conditions.
In the same vein, a trend on doing more with less effort applies to contemporary retention and recruitment. The development of information technology does not necessarily mean that a certain worker will be dismissed because of his/her redundancy. As a matter of fact, this worker is given an opportunity to complete larger volumes of work within the same time frame, so that deployment of new technologies at the workplace does not have to be recognized as a strong challenge (Taylor, 2016). A need for learning and alignment with new technology are challenges that can be coped with after some training session. At the same time, discourse of training for new technology should be positive. Employees often feel concerned about their success in working with new technologies. Training and further acquisition of knowledge or skills related to technologies is a normal process, which indicates a professional growth of any employee.
Hence, retention and recruitment will be better employed in the strategic performance even though opposition between committed workers and enthusiastic candidates will become extremely severe. Organizations are expected to leverage this process once implications on such a trend are currently unknown. Labor market will undergo significant changes, so that many issues are unknown for now. At any rate, this process is unavoidable, and business entities will have to choose what pattern of retention and recruitment they opt for in order to gain their competitive goals (Taylor, 2016). Balance, innovative leadership, or expertise base are almost equal constraints, which is why global market will not provide specific group of companies with an evident and ultimate competitive advantage. Skillful management will determine further development of trends, and organizations just have to appropriately recognize and respond to them. Actually, each company will be able to use these factors in any favorable terms.
With regards to findings and discussion presented above, it is necessary to admit that retention and recruitment in contemporary terms of shortcoming digitalization are expected to approach the following outcomes. As it has been already outlined, modern retention and recruitment will become a powerful strategic tool as long as they present the primary source for talent pooling and facilitation of human resource commitment. These constraints determine performance of an organization in direction to innovation and addressing central competitive advantages, so that hiring and managing specific workforce will address strategic objectives of a company. Nonetheless, this trend will promote a strong competition between potential job applicants and committed workers since enthusiasm of potential innovative applicants is opposed to experience and reputation of workers who are much unwilling to change or adjust to new digitalized business environments.
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This issue, however, may not only cause inside conflicts, but also make all human resource adjust to requirements initiated by leaders, which are expected to serve a function of mediators between innovative content and workforce of all categories. Leadership will work towards the same objectives since making changes is always a matter of collective motivation within any organization. That is why companies will be obliged to think more carefully whether they need enthusiastic, open-minded but untrusted workforce or workers with a profound expertise and commitment to meeting particular strategic objectives. A presence of measurable human resource systems and access to global pool of talents makes recruitment more specified since organizations will clearly see what exact applicants are appropriate for their organizational culture and strategic goals. This may lead to transformation of global labor market into a homogenous environment, implications of which are still not identified and distinctly determined.
To conclude, this paper has provided an account on retention and recruitment in terms of shortcoming wave of digitalization. The study has established theoretical framework for clarification and contextualizing the further discussion. Then, the literature review has been conducted in order to retrieve the most prominent findings related to the subject. Subsequently, the paper has discussed the main points of the study and outlined expected outcomes of a potential trend of retention and recruitment. The study has managed to meet its objectives, which is why it is able to present the findings that describe a current state of retention and recruitment in terms of forthcoming wave of digital revolution.
Generally speaking, retention and recruitment have a different connotation owing to the fact that they have become strategic factors of many organizations. The development of technology enables companies to measure their recruitment and retention processes, which can be rather helpful in searching for talents. However, digitalization of business challenges many employees because they are expected to change and learn according to new workplace conditions. That is why companies are facing a dilemma between retention of their committed workers and hiring enthusiastic and open-minded workers. Both choices are reasonable since opposition between digital community and experienced workers can be leveraged for a strategic favor of an organization. The tendency is evidently natural, which is why companies are supposed to react on a trend appropriately and select valid decision-making pattern.
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