Trainning as a Recruitment Tool :: Free Essay Writer

Trainning as a Recruitment Tool The title of the clause is study as a recruitment tool. It begins by addressing the caper which is that although we are living in a time of good conditions uniform low unemployment rate, more employers fell so bad. In the last ex employers had a deep and wide pool of new college graduates and recently laid-off, adept cut backers from which to choose. The workforce was also faithful and had no interest in go forth the security of a paid job to join the unemployed. The article suggests that the crap 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 knowledge opportunities. Training is considered the number 1 attraction and retention tool followed by elastic work schedules and competitive salaries. The author points out that we shouldnt just swear that more training will improve conditions. He bases his argument on a study that found that high performing organizations provided each employee with an medium of only 30 hours of training, compared to the average of 45 hours of training for each employee in other organizations. So as a conclusion, if more training hours do not guarantee improved performance, then there must be other elements that needs fixing.The difference between high performing companies and every(prenominal) other organizations is the degree to which training is integrated into company culture and strategy. scorn less time was given for formal training, the employees were benefiting more. This is due to the environment of dogging learning in which nontraditional training opportunities were offered and encouraged. Another important factor is linking strategy and training. Training is considered an investment for the organization because it is potentially a companys most critical asset. The author then goes on by providing a list of tools to help managers and employees t hink about contribution and development in a new way. The first tool is the human capital of the United States value chain. This model consists of the opportunities offered to employees in the work environment enabling them to shut up in the overall business strategy. The second tool suggested is the value construct 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 set up more by growing intellectual capacity and leveraging their work and the work of others.