Trainning as a Recruitment Tool :: Free Essay Writer

Trainning as a Recruitment Tool The backup of the article is grooming as a recruitment shit. It begins by addressing the problem which is that although we are living in a period of good conditions like low unemployment rate, legion(predicate) employers fell so bad. In the last decade employers had a deep and wide pool of new college graduates and recently laid-off, trained run shorters from which to choose. The workforce was also congregation and had no interest in leaving the security of a paid job to join the unemployed. The article suggests that the cause of this frustration is recruitment and retention problems.In an attempt to solve this problem, many organizations are offering nontraditional benefits, which include training and development opportunities. Training is considered the number 1 attraction and retention tool followed by flexible work schedules and competitive salaries. The author points out that we shouldnt just believe that more training will improve cond itions. He bases his melodic line on a study that found that high performing organizations provided each employee with an average of only 30 hours of training, compared to the average of 45 hours of training for each employee in separate organizations. So as a conclusion, if more training hours do not guarantee improved performance, then there must be other factors that needs fixing.The difference between high performing companies and all other organizations is the degree to which training is integrated into company culture and strategy. Despite less time was given for formal training, the employees were benefiting more. This is due to the environs of continuous learning in which nontraditional training opportunities were offered and encouraged. Another important factor is linking strategy and training. Training is considered an enthronisation for the organization because it is potentially a companys most critical asset. The author then goes on by providing a list of tools to he lp managers and employees opine about contribution and development in a new way. The first tool is the human capital value chain. This model consists of the opportunities offered to employees in the work environment enabling them to engage in the overall business strategy. The second tool suggested is the value creation continuum. This model helps employers define employee contribution to the organization, independent of job title or position, and define growth through the development of competencies. As employees progress, they begin to contribute more by growing intellectual capacity and leveraging their work and the work of others.