HRM 532

Further, World Traverse Inc. will engage its current employees in building a positive reputation for the organization through a positive word of mouth to other good talents they have connected within their career journey. This because employees of different companies from the same profession have great connections and can easily tell the best candidate to be hired (Festing & Schäfer, 2014).

Recruiting and Selecting the Talent

The human resource department at World Traverse Inc. is aware regarding weaving competent personnel in organizations, and things don't go wrong but rather started wrong. Regarding this concept, the department has initiated on developing the best panel to spot the best talents in the job market in the event the company has identified a skill gap. The authenticity of candidates with regards to their actual abilities is vital for the employer to accurately take stock of the skills they have in the establishment (Nikolaou, 2014). The panel will, therefore, be charged with the responsibility of developing job interviews with the potential to best reveal the real abilities of potential employees and select those who fit in our skill gap. Our recruitments will be based on multiple aspects such as core competencies in the profession, past achievements and most importantly, social skills that prepare the candidate for daily improvements and adapting to our internal environment.

The recruiting panel will utilize developed job descriptions. Job descriptions help institutions to accurately determine the nature of tasks that the employee will be expected to perform (Nikolaou, 2014). This will help the panel identify the specifically needed candidates to avoid cases of unproductive staff.

To further have an effective way of getting the natural self of prospective employees, the recruiting panel will employ different approaches which include a wide range of tests that examine both the abilities and the creative potentials of employees. The talent selection during recruitments will also entail critical background checking of candidates' backgrounds to give the enterprise a reputable workforce which will contribute to the general image of the company. Another critical consideration by our organization when recruiting staff will be in contact with key referrals which will also contribute to the accuracy of details given by individual employees about their past achievements.

Developing and Improving Talents

The mere possession of talents by employees does not guarantee high-performance competency levels. This is because the nature of education in contemporary education and training institutions do not give learners the hands-on skills to deal with the arising professional challenges (Al Ariss et al., 2014). Moreover, the job industry is dynamic with daily advancements in technologies and ways of doing things, usually based on emerging professional trends and customer expectations (Al Ariss et al., 2014). World Traverse Inc.'s human resource department will, as a result, be keen to ensure the regular improvement of employee skills. Our organization will task the staff training section in the human resource department with the responsibility of frequently doing a training needs analysis and accurately determine the institution's skill gap. The analysis will be done based on emerging trends versus the level of competency we already possess and critically analyzing the customers' feedback to identify instances of satisfaction and the plea from customers to improve on certain areas.

Based on the conducted training needs analysis the department shall enhance talent developments through the following opportunities., (a) Formal training courses which will involve employees joining scheduled learning programs to improve the professional knowledge of employees. (b) Blended learning where staff members will learn from online sources as well as based on the traditional classroom set up. (c) On the job training programs where the human resource department will source professionals who will train employees on the establishment's premises with their machines or computers and through external conferences and workshops where employee receive both new knowledge and motivation. Our organization will benefit from a more robust customer base who will be held intact through satisfaction with our services consequently leading to financial growth.

Employee Retention

The competitive nature of the modern business world presents a situation where organizations are busy to outdo each other in all means including poaching employees to achieve a competitive edge over their competitors. This coupled with the general poor relationships between the boss and the employees, lead to many employees quitting their jobs to seek employment from other employers (Tanwar & Prasad, 2016). Organizations suffer huge losses when they train and mentor employees who later leave. World Traverse Inc. is aware of this and has gone forward to institute a three-pronged approach of retaining employees.

First, the organization has developed a generous compensation package to reward all our employees for their work done positively. The compensation package is comprehensive enough to encompass monthly pay, compassion leaves, training facilitation, and a retirement package to guarantee employees of their job security whenever they are working with us. This package makes employees have peace of mind and therefore realize their full potentials in their career path.

Secondly, the company will engage in activities that will boost the morale of our employees and stimulate competent professionalism. These activities entail gamification of achievements to stimulate unconscious efforts by employees to outdo each other, mentorship programs where new employees will be led into the correct professionalism by more experienced staff, special recognition of achievers to reinforce positive activities by employees and promotion of well-performing professionals. These activities will heighten positive feelings of employees towards the self, their jobs and to their boss. This way they will be able to develop their abilities and potentials into skills that benefit the organization in its pursuit for its goals. Additionally, the transport company will implement a policy of internal hiring which will spare employees the trouble of seeking better positions in other companies and promote their feeling of worth hence aspire to stay for long in our company.

Thirdly, World Traverse Inc. will commit to developing a positive working environment that will keep the working morale up. This will be achieved through clear communication of roles and expectations of the employer towards the employees, departmental designs that promote employee cooperation and teamwork in the workplace and promoting social bonding between employees.

Succession Planning

Conducive workplaces must have both young and old professionals who complement each other in their unique abilities (Shields et al., 2015). This leaves the organization with the task of reconciling the two levels of talents and most importantly ensuring that the corporation's culture is carried to the various generations of employees that will come. Succession planning ensures that organizations do not suffer instant skills gaps in the case of some employees quitting (Shields et al., 2015). To be able to equip newly recruited employees with practical professional expertise, World Traverse Inc. will develop an arrangement where each department will have employees from different age groups to ensure all employees have hands-on experience in service delivery. In this arrangement, senior employees will have the task to mentor the incoming young.

Reference

Al Ariss, A., Cascio, W. F., & Paauwe, J. (2014). Talent management: Current theories and future research directions. Journal of World Business, 49(2), 173-179.

Anitha, J. (2016). Role of Organisational Culture and Employee Commitment in Employee Retention. ASBM Journal of Management, 9(1).

Buckingham, M., & Coffman, C. (2014). First, break all the rules: What the world's greatest managers do differently. Simon and Schuster.

Festing, M., & Schäfer, L. (2014). Generational challenges to talent management: A framework for talent retention based on the psychological-contract perspective. Journal of World Business, 49(2), 262-271.

Martin, G., Farndale, E., Paauwe, J., & Stiles, P. G. (2016). Corporate governance and strategic human resource management: Four archetypes and proposals for a new approach to corporate sustainability. European Management Journal, 34(1), 22-35.

Nikolaou, I. (2014). Social networking web sites in job search and employee recruitment. International Journal of Selection and Assessment, 22(2), 179-189.

Shields, J., Brown, M., Kaine, S., Dolle-Samuel, C., North-Samardzic, A., McLean, P., ... & Plimmer, G. (2015). Managing employee performance & reward: Concepts, practices, strategies. Cambridge University Press.

Tanwar, K., & Prasad, A. (2016). Exploring the relationship between employer branding and employee retention. Global Business Review, 17(3_suppl), 186S-206S.