While it is known that it is people who take organizations to the next level and in this paper will be shown how recruitment, staffing, talent management practice, policies, and functions all work together in attracting the best people from the industry that involves hiring developing, retaining and promoting and still meet the organization’s quest for success. Also, “leaders can be trained and incentives to use techniques that improve internal and external talent acquisition and that can have tangible bottom-line results” (Boudoirs, 2012).
Struck Corporation is the selected organization to model the application of human resources strategies of staffing for success in this paper. Struck Company Overview Struck Corporation is an international coffee company and coffeehouse chain that is based in Seattle, Washington. It is the largest coffeehouse company in the world, with more than 182,000 employees, in the U. S. There are 137,000 and 129, 000 of them are employed in the company-operated stores, while the remainder are support staff.
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Struck is one of the fastest moving coffee shops in the United State and around the world. The company was founded in 1971 and through expansions in 1982. Struck evolved from being a $. 50 million business to a business that is worth more than $6 billion under the leadership of Howard Schultz (Struck-corn). Recruitment Recruitment is the entire process of finding and hiring qualified human talent to fill a vacant position in an organization.
The recruitment process can take place internally or externally. When the recruiting is done internally, the recruiter is responsible for job posting finding the candidates, and with assisting with the hiring qualified individual. The external recruitment process is to go outside of the organization and seek the aid of an agency that is more specialized in finding the right candidate to fill the vacancy within the organization (Warble, Song, & Yang (2008).
During the recruitment process, the recruiter may; target a particular market to find candidates; find talent at college or other job fairs; follow the rotational method of advertising for candidates; perform internet recruiting by searching websites where users post their resumes; accept employee referrals from current employees; and by hosting an open house where job seekers come directly to the organization through an open invitation.
According to He-man, Judge, & Icemaker-Mueller (2012), the organization has to choose the best method that will align the best method with the strategic needs of the company. Struck recruitment process for its stores is namely, C.V. (Curriculum Vitae). Potential candidates submit a C.V. that can be easily screened for ascribable and essential skills and attributes. CAP is an overview of an individual’s life accomplishments, as well as, a document that reflects a person’s developments on a continuous basis (Boudoirs, 2012).
At Struck, it is the manager who identifies the personal attributes and characteristics of the applicant in order to assess if the applicant is a fit for the existing team (Struck, 2012). Staffing The staffing process provides a strategy to make certain that the organization has the appropriate number of people with the right skill sets for current and future goals. With determining the staff need, there are staff requirements that must be considered as well and should match competencies or skills of each employee to the company’s needs.
The matching can be done by performing a detailed job analysis which will determine whether each employee requires further training in management techniques, or technological skills along with what to look for in job candidates. Traditional staffing models such as the task-oriented, which staff according to the uniqueness of the job, but is moving more towards a role-based practice to engage employees to participate if the employee is able to actively articulate and less reliant on management (Anderson, 2014).
Cliff Burrows, president of Struck, believes that when it comes to staffing, the company strives to create a culture that values and respect diversity and inclusion. Struck has integrated diversity an inclusion into the core of their leadership competencies. In the workplace, diversity and inclusion shows that all employees bring diverse perspectives, work experiences, life styles and cultures; inclusion it to focus on the needs of every individual, that the right conditions are in place, for the diversity of each arson to achieve his or her full potential.
The company recruits and develops partners (employees) to be effective at building a workplace that leverages their assets for high performance and recruit their staffing needs based on potential talent (Burrows, 2015). Talent Management Practices Talent management is managing the ability, competency and power of employees within an organization. The process is not limited to attracting the best people from the industry. It is a process that involves sourcing, hiring, developing, retaining, and promoting while meeting the requirements of the organization (Management, 2013).
Further, talent management strategy views a workforce as a portfolio of human resource assets that are differentiated based on an assessment of each person’s current and potential contribution to organization success. The types of people that will receive different types of investment are rooted in the organization’s talent creed. Regardless of the content of an organization’s creed, the talent strategies of most high performing organizations contains the three directives: 1. Cultivate the Supermarket 2; retain key position backups and 3; allocate training, rewards, education, assignments, and development.
Struck and talent management, the company prides itself on dedication, inspiring and nurturing the human spirit of its partners (employees) and acknowledging their efforts through awards and recognitions (Our Company, 2014). Additionally, part of talent management at Struck is keeping good relationships between managers and their employees by: treating their employees equally; all employees in the organization have a status as “partners”; becoming closer and more familiar; and every week interviews are organized to see what employee needs are (Struck, 2013).
Struck has a talent management system that is an automated module that is made up of Goal Alignment, Partner Development Planning, Organizational Partner Planning (POP) and Annual Review processes. It is an online resume that is accessible by the employee, managers, partner resources, and it is the partners responsibility to keep up-to-date because it is used for talent planning processes (Struck Coffee, 2012). Policies Human resource policies are the formal rules and guidelines that businesses put in place to hire, train, assess, and reward the members of their workforce.
These policies, when organized and dispersed in an easily used form, can serve to preempt many misunderstandings between employees and employers about their rights and obligations in the business place. Policies must be translated into action plans so that they can be realized. Human Resources Management (HARM) involves establishing policies and administrative structures that focus on an organization’s most valuable resources, namely its people (Fragile, 2014).
Struck uses its Human Resources policies and practices as a strategy to gain a competitive advantage within the global market and the retail industry. It is through the adequate implementation of human resources management that comprises all the activities that a company takes to attract, develop and retain committed employees. Retaining valuable employees involves encouraging them to succeed, evaluating them on a regularly basis, providing them with benefits and being able to assume the necessary actions to keep them within the organization.
Functions Human resources functions to achieve positive results in accordance with the major aims of the organization and to do this would mean to increase the level of employee performance. HARM best practices are those which optimizes a workforce so that it can get more accomplished, as well as, being ensured of efficiency, quality, and timeliness in order to increase overall productivity. Human resource functions are part conceptual, part implementation of an HARM strategy, comprised of systems that follow the normal or customary way of doing business.
The EEOC recommends organizations to think of the following when implementing HARM practices within the organization (EEOC, n. D. ): Widen and diversify the pool of candidates considered for employment openings, including openings in per level management. Monitor for EYE compliance by conducting self- analyses to determine whether current employment practices disadvantage people of color, treat them differently, or leave uncorrected the effects of historical discrimination in the company. Analyze the duties, functions, and competencies relevant to jobs.
Then create objective, job-related qualification standards related to those duties, functions, and competencies. Make sure they are consistently applied when choosing among candidates. Ensure selection criteria do not disproportionately exclude certain racial groups unless the criteria are valid predictors of successful job performance and meet the employer’s business needs. For example, if educational requirements disproportionately exclude certain minority or racial groups, they may be illegal if not important for job performance or business needs.
Make sure promotion criteria are made known, and that job openings are communicated to all eligible employees. When using an outside agency for recruitment, make sure the agency does not search for candidates of a particular race or color. Both the employer that made the request and the employment agency that honored it would be liable. Recommendations Struck continues to attract and retain the right kind of employees and while it continues its competitive recruitment practices, it is the strong benefits offered that secure the selection pool and retention.
Leadership talent that reflect and organization’s policies and practices and objectives of the organizations must be developed with a thorough understanding of the future of their industry, changes in the marketplace, and their companies (Boudoirs, 2012). Companies must continually assess its strategic recruitment, staffing, talent management practice, policies, and functions to achieve human value assets Recommendations are: Concentrate to specific sectors so that you can have positive results in a short period of time and make it clear to the managers the need of strengthening their reliance to the sector.
The right mixture of policies composes the basic element of success. Ambiguity, complexity and plenty of different policies which works against the horizontal alignment, must be avoided. Encourage the creative discussion The discussion (communication) with managers can help to the readjustment of the policies in order to be ensured the internal connection and productivity s well. The consequences that the human resources management policies has to the employees, aren’t always easy to be planed and so it is really important to be a systematical registration of the results.
Acquire the complete image about personnel of the organization The better you know the personnel that will adapt the policies, the better you can provide the possible difficulties that might appear during the realization. It is important to cross the facts with the managers, but most important is to be informed about their values and behavior. It is important to not be afraid to move to raring actions (even if there are not popular) in order to communicate and realize the desirable behavior and policy.
Keep the best talent Focus on the action Struck continues to outperform its competitors due to the performance of its partners who provide the product and services and should continue to reward the partners of the company respective of the overall company performance. Conclusion Employees (Partners) are one of the most important sources to Struck and Struck has made it a part of its strategic plan to treat the partners well. Struck has placed great emphasis on employee motivation in order to attain and retain them.
The company offers an interactive structure that encourages employees to commit themselves into their job and achieve a new level of performance. The executive staff knows the importance of benefits to provide to employees in order to retain them, which is why benefits perks to both full time and part time employees have been effective in contributing to the company’s success. Accommodate organizational staffing needs. Attracting and retaining top performers is a challenge to managers because it involves more than just treating people fairly or showering them with benefits.