Talent Recruitment and Management
Esapa, Eric Akime (2023)
Esapa, Eric Akime
2023
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2023112832169
https://urn.fi/URN:NBN:fi:amk-2023112832169
Tiivistelmä
The main objective of this research was to investigate the current strategies and practices of talent recruitment and management in the case company SSMS. The research came up with improvement ideas in terms of new channels to get to potential employees, solved the difficulties faced in recruiting employees, looked at the challenges the case company faced during the process of training employees, how to motivate employees, how to improve the process at the various touchpoints, how to manage the talent and how to retain these employees. SSMS has also cooperated with educational institutions in order to acquire partnerships that will help them in advertising the company to potential employees.
The research problem or project started when I decided to find out why employees were leaving the company few months, years after been employed, which I had noticed as a shift manager working in the company for seven years plus, not from any official statistics but my observations. On my desire to find out why there was a high turnover of employees at the company, my intention was to find out from the employees the reasons why they turn to leave the company.
However, because of my specialisation in leadership and human resource management I was advised to investigate the management instead for them to tell why employees are leaving the company. I came up with several questions to help answer why employee’s turnover was very high, is it a problem of strategy or action, the following questions were asked, what is the company’s talent recruitment and talent management (TR/TM) strategies? Why do employees leave the company? What can the management do to improve its strategy?
The theoretical framework was based on literature the helped me understood and answered the research problem and questions that were born out of the problem. Our employees leaving because of the actions and strategies or the management or are the other reasons for this high turnover for example lack training, lack of motivation or job satisfaction. Some of the theories used in this thesis were Herzberg's motivation-hygiene, Maslow's need hierarchy, and Porter and Lawler's model.
The research method was a qualitative approach using semi-structured interviews with open-ended questions. The case study research was an in-depth empirical inquiry investigation into the topic of TR/TM. Data collection via interviews, SSMS website, and internet sources, Data was analysed using a thematic analysis approach where qualitative data was coded into similar themes/patterns and further analysed related to the research topic.
The findings and conclusion, I needed to find out why employees were leaving SSMS in high numbers, I developed some research questions to solve this problem. The findings showed that management needs to align employees training to company’s strategy, motivative employees with compensation and incentives, develop a smooth integration process where employees are nurtured, developed, promoted, retained, and continuity strategy to achieving these objectives. To improve the company needed to restrategized on how to retain employees. In conclusion, the process is complex, it requires continuous updates itself with new applications to track individual development, support and follow their growth, gather feedback to make informed decisions that will reduce employee turnover and adapt to evolving times.
The research problem or project started when I decided to find out why employees were leaving the company few months, years after been employed, which I had noticed as a shift manager working in the company for seven years plus, not from any official statistics but my observations. On my desire to find out why there was a high turnover of employees at the company, my intention was to find out from the employees the reasons why they turn to leave the company.
However, because of my specialisation in leadership and human resource management I was advised to investigate the management instead for them to tell why employees are leaving the company. I came up with several questions to help answer why employee’s turnover was very high, is it a problem of strategy or action, the following questions were asked, what is the company’s talent recruitment and talent management (TR/TM) strategies? Why do employees leave the company? What can the management do to improve its strategy?
The theoretical framework was based on literature the helped me understood and answered the research problem and questions that were born out of the problem. Our employees leaving because of the actions and strategies or the management or are the other reasons for this high turnover for example lack training, lack of motivation or job satisfaction. Some of the theories used in this thesis were Herzberg's motivation-hygiene, Maslow's need hierarchy, and Porter and Lawler's model.
The research method was a qualitative approach using semi-structured interviews with open-ended questions. The case study research was an in-depth empirical inquiry investigation into the topic of TR/TM. Data collection via interviews, SSMS website, and internet sources, Data was analysed using a thematic analysis approach where qualitative data was coded into similar themes/patterns and further analysed related to the research topic.
The findings and conclusion, I needed to find out why employees were leaving SSMS in high numbers, I developed some research questions to solve this problem. The findings showed that management needs to align employees training to company’s strategy, motivative employees with compensation and incentives, develop a smooth integration process where employees are nurtured, developed, promoted, retained, and continuity strategy to achieving these objectives. To improve the company needed to restrategized on how to retain employees. In conclusion, the process is complex, it requires continuous updates itself with new applications to track individual development, support and follow their growth, gather feedback to make informed decisions that will reduce employee turnover and adapt to evolving times.