Impact of internal communication to ensure the employee retention

Constant communication by HR either through “high-touch” or “high-tech” means is useful especially when a new policy is formulated, a new initiative is undertaken, or when organizational changes take place or even when a new staff joins. While it is easy to communicate through high-tech means on many of the initiatives and policies, it is equally imperative to keep the channels of communication with staff open at all times through high-touch means. One-on-one and group discussions between the HR manager and staff can contribute to eradicate misunderstandings or ventilation of grievances. Communication of staff data on benefits (e.g., leave) on a regular basis will assist both the staff and their supervisors in making decisions or recommending actions(Geert, 1984). This type of communication will encourage interaction between staff and HR, and project HR as a proactive partner that is client-focused and caring. Such staff data can be part of a comprehensive Human Resource Information System. Further, some new staff mentioned the need for a detailed orientation program for a smooth settling-in phase. In this regard, they were concerned that too much time was spent on trivial matters, which affected their performance during the first few months. It is a good idea to have detailed orientation program. Also, appointment of a mentor (other than the supervisor) for the first three months may be useful for staff to feel at ease in the new organization.

Consider keeping the channels of communication with staff open at all times through “high-touch” means, in addition to the “high-tech” means, such as: one-on-one and group discussions between the HR manager and staff can contribute to eradicate misunderstandings or ventilation of grievances(Beeret al, 1999). Consider implementing a comprehensive Human Resource Information System (to further bolster communication process that could: (a) provide timely, accurate, comprehensive, and analytical HR information reports; (b) facilitate greater involvement of functional department managers in HR management; and (c) provide employee access to their personal files.Consider implementing an orientation program to enable smooth settling-in of new staff and appointing a mentor (other than the supervisor) for the first three months for new staff to feel at ease in the new organization.

An effective Whistle-blowing (WB) policy has a well-defined objective and scope, its extent of application, information on contact details of persons to whom the complaints should be made, detailed clauses on protection to whistle blower and investigation procedure, subject, investigator, responsibilities of Board, management etc. The human resource management policy on whistle blowing should be reviewed and amended so that there will be more clarity and details such as inclusion of the following information(Boxal& Purcell, 2000):

1.          Well defined introduction and purpose of this policy including definition of WB;
2.         Objective of this policy.
3.      A well-defined and listed Scope covering the types of concerns that would be taken into consideration.
4.          Disclosure channels such as when and to whom the concern can be disclosed.
5.          Investigation Procedure stating clear steps to be followed from preliminary inquiry to a full investigation, arriving at a decision and how to report it.
6.          Whistleblower protection / indemnity which includes strict measures that would be taken in order to protect the potential whistleblower and how their identity would be kept strictly confidential. 
7. ·        Roles and responsibilities of all parties involved is clearly defined (i.e. the whistleblower, the investigator(s)/Ethics Officer, the person under investigation, and the Chair of the Audit Committee).

Effective recruitment and selection process within the organization

Contemporary human resource management practices concern on implementing and planning recruitment and selection practices which provide proper mechanism and environment to acquire right candidates to the organization at right time(Beeret al, 1999). Based on the perception and organizational culture of the organization recruitment and selection practices will be varied. For example some organization gives more priority to practical experience and exposure of the candidates compared to paper qualifications. Most of the private sector business organizations use this approach. However government sector business organizations give more priority to paper qualification at the initial stage. Recruitment and selection process consists of several stages. initial stage of recruitment and selection process involved with gathering are required job position within the organization and design the job description which include required experience and qualification to perform in the respective job position. Based on thatbusiness organization use internet communication and external communication together bio data of people who are willing to work in respective position.Businessorganizations conduct a placement test to check the general knowledge of the candidates and based on cutoff mark business organization selects the candidates which are qualified for next stage of recruitment and selection process(Geert, 1984). Those employees are entitled to interviews with the managerial level employees in order to check the paper qualification validity and experience. In addition to that during the interview process business organization tends to check the soft skills and attitudes of the candidates in order to understand with respect to candidate are matching with the organization cultural values and norms. Onceorganization recruits the candidates it is essential to provide proper induction programs to communicate the organizational values and practices(Boxal& Purcell, 2000).

References

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