Hiring and Retaining Valuable Employees

Topics: Employment, Recruitment, Maslow's hierarchy of needs Pages: 13 (4224 words) Published: November 17, 2008
Mike Eissey
December 1, 2008
BUM 3333 (01)
Human Resources Management

Hiring and Retaining Valuable Employees in a Competitive Market

Hiring Qualified Personnel
The people in every organization are the most important resource. To remain successful in business, it is not only essential to hire the very best employees, but it is crucial that you retain these assets. Silverstein (2008) has simply stated “your salespeople are one of your most valuable investments. You recruit them, train them and trust them with your valued customers. You depend on them to keep your business growing.” The hiring process of personnel will involve recruitment, selection and training. Retaining valuable employees with adequate compensation, fringe benefits, fair business relationship, favorable work environment, promoting morale, inspiring confidence and encouraging development help retain long term employment.

Sound personnel relations involve a dual responsibility. An employer is responsible to the organization and the employee. This dual responsibility, based on mutual benefit, is the foundation of good employer-employee relations. Without it there can be no true organizational spirit.

To be able to keep valuable employees it is crucial that the recruitment process is done properly. During the presentation of the company and the interviews it is important to give a realistic job preview, so that the future employees understand where they are heading and what they can expect the job to be like. According to the essays article “How Auditing” (2008) “PhD Robert Sniderman, president of HRFocus USA, argues that employers that want to see high performance must realize that clear visions, purpose, goals, and expectations should be expressed when hiring a new person. Employees need to be able to see the big picture, especially when it comes to how their contributions work toward accomplishing the greater goal.” Establishing such an interdependent relationship should be considered by both the employer and the worker. Yet, many employer-employee relationships are formed with little care or thought.

In this competitive job market, skilled staff needs to be retained and there are several ways of ensuring this. Salary, bonuses and perks although significant are not the overriding factors that keep employees from looking for other job opportunities. It is much better to create an environment in which people are happy to be affiliated with. The employer interested in building a successful organization must have a more efficient means of selecting personnel than simply needing a particular ability or just the presence of an attractive applicant. There are time-tested principles to be followed in selecting personnel. Understanding what motivates staff is the key. Balances should be reached between the goals of the individual and the needs of the business and staff should be given a mix of interesting work along side the dull.

Charles Sellari, a local accountant that handles my family’s accounting affairs that I became acquainted with over the years, helped me with a personal interview. Charles is with the CPA firm of Divine, Blalock, Martin and Sellari, P.A. Charles Sellari explained “first, when a new employee is hired, the employer should regard that employment as long-term. Personnel changes are expensive and contribute to organizational inefficiency. Effectively training an employee requires much time and money. A wise employer, therefore, does not hire anyone without considering long-term possibilities” (C. Sellari, personal communication, October 10, 2008). Training and re-skilling inspire loyalty, but for many companies, this is a contention. Training is seen as expensive and a way of making their employees attractive to others. The risks involved, when weighed against the benefits, often mean that retraining is overlooked in favor of recruiting externally. However, recruitment costs of staff time...

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Ciklin, Alan J., personal communication, October 17, 2008.
Essays.SE (Last edited 2008). How Auditing Company X Works with Retaining Valuable
Employees : Swedish Case study
Putnam, Mark S. (2008). The Stuff of Work: Ethics and Assets. Retrieved September 3, 2008.
Sellari, Charles, personal communication, October 10, 2008.
Silverstein, Ray (April 25, 2008). The Key to Retaining Sales Talent. Entrepreneur.
Retrieved October 10, 2008, from http://www.weeno.com/art/0300/207.html.
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