Introduction
The ground has shifted tremendously, as regards hiring practices versus an organization’s strategies. The traditional person to job orientation has now been replaced by how the person will fit with the organization’s objectives. The human resource department in an organization is in the center of matching the workforce with the organization’s long-term goals; however compatible the new employees could be to the job description, induction will help improve their productivity in line with the organization’s goals (Salau, Falola, & Akinbode, 2014).
When induction meets right hiring, the potential of an organization to surpass its expectation in quality and customer satisfaction will not come as a surprise. Staff appraising in accordance with the organization’s strategy of hiring and retention of employees goes a long way to developing employee work performance and productivity. Areas, where further training might be needed, will be addressed.
Delegate your assignment to our experts and they will do the rest.
Elements of CapraTek's workplace culture that should be developed
The top management of CapraTek should ensure that each employee’s roles are well defined and that any progress made is carefully monitored. Communication between the management and employees should be made open with the management acknowledging the challenges that its employees face and coming up with tactics that will help handle issues in the work environment.
The employees in the company are to be informed on how their performance will be measured and given feedback. The organization should recognize the achievement of every milestone and celebrate success thereto (Bellou, Chaniotakis, Kehagias, & Rigopoulou, 2015). Issues arising should be addressed with the urgency it deserves. The vision of CapraTek which states the company’s reasons for existence will act as a framework to guide all decision making regarding employees. The company’s values must well define what the company expects of its employees.
When accountability by top management, the management-employee relationship and the organization’s vision and values are integrated and positively spearheaded towards a common goal, CapraTek will become the employer of choice.
Approaches for recruiting, selecting and retaining talents
A company’s brand is vital in spelling the relationship between the organization and its employees. A good brand will attract competent staffing. The human resource department should work hand in hand with supervisors who work directly with employees. This is for employee development. The increment in salary, succession expectations, and bonuses are crucial for retaining talents within the organization (Cappelli, 2000). Human resource specialists should engage in training so as to acquire new skills that will enable them to increase visibility when it comes to hiring.
Number of production employees to recruit and hire
If one out of five employees is qualified and willing to accept the job at CapraTek, the organization will need to recruit 700 employees in order to get the 140 for phase 1. Phase 2 will attract 400 recruits so that 80 of them might back up the 140 from phase 1. For phase 3, 600 recruits will provide the required 120 additional staff to complete the production process. 20% of the total hire is 68 employees. To cover up for the dropout, another 340 employees need to be interviewed. CapraTek will have to recruit a total of 2040 employees so as to hire 408.
Employment and demographic trends in Texas
Since CapraTek is expanding its operations, Texas would be the state of choice to install the Smart Home Technology firm. Texas is an ideal business environment for CapraTek due to the existence of other organizations. Apart from enjoying the benefits of an already existing infrastructure, the organization will stand to benefit from a ready market offered by fellow firms.
The employment and demographic trends in Texas will boost CapraTek’s hiring projection. There is a growing demand for products and services in Texas due to the immigrants’ effect and a rising birth rate. The ability of the organization to acquire new staff will be an easy task as the immigrants have replenished the workforce.
References
Bellou, V., Chaniotakis, I., Kehagias, I., & Rigopoulou, I. (2015). Employer Brand of Choice: an employee perspective. Journal of Business Economics and Management , 16 (6), 1201- 1215.
Cappelli, P. (2000). A market-driven approach to retaining talent. Harvard business review , 78 (1), 103-11.
Salau, O. P., Falola, H. O., & Akinbode, J. (2014). Induction and staff attitude towards retention and organizational effectiveness. IOSR Journal of Business and Management (IOSR- JBM) , 16 (4), 47-52.
