Copyright © 2019 Patricia Kyei Kennedy, Ed.D.

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ISBN: 978-1-5320-7682-4 (sc)

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CONTENTS

Dedication

1.   Author’s note

Chapter 1     What is wrong with your Recruiting and Hiring Process?

1.   How does an ineffective Recruiting and Selection Process influence both the employee and the organization?

2.   What is the Purpose of the Study?

3.   What Research Questions can be asked?

4.   What Limitations and Delimitations can be found with this Study?

5.   Definition of Terms

6.   What is the Significance of Study?

Chapter 2     What can we learn when we Review Literature?

1.   Satisfaction

a.   Satisfaction and Promotion

b.   Satisfaction and Morale

c.   Satisfaction and Performance

2.   Turnover

a.   Turnover and Performance

b.   Turnover, Intent to leave and Satisfaction

c.   Turnover Cost

3.   Summary

Chapter 3     What Methodology is Applicable?

1.   Research Design

2.   Selection of Participants

3.   Instrumentations

4.   Methodological Assumptions or Limitations

5.   Procedures

a.   Data Collection

b.   Data Processing and Analysis

Chapter 4     What were the Results of the Study?

1.   Were the Goals Achieved?

2.   Were the Research Questions Answered?

3.   Did Collected Data Measure the Variables?

4.   Demographic Information

5.   Data Analysis

6.   Discussion of Interview Questions

a.   Themes: Satisfaction

b.   Themes: Communication

c.   Themes: Emotions

d.   Themes: Returning to Work

e.   Themes: Performance

f.   Themes: Feelings about Current Employment

g.   Intent

7.   Validity and Reliability

8.   Summary of Research Findings

Chapter 5     What Have We Learnt?

1.   Discussion

2.   Conclusion

3.   How can Leadership use this Study to benefit their Workforce?

4.   What Additional Research might be Necessary?

References

Appendix A

1.   Interview Questions

DEDICATION

To my Lord and Savior Jesus Christ, who has a plan and a purpose for my life. To my father Jonathan, who encouraged me from an early age to attain higher education; and demanded that I write academically, with depth and clarity. To my husband Isaac and children (Jeremy and Jared) who have been very supportive and encouraging.

SUMMARY

With 22 years’ experience in Talent Acquisition and Recruiting, plus 8 years in Human Resources, I have come to believe that companies spend more money to replace their employees instead of investing in retaining the current talent. Employers spend so much energy, time, money and other vital resources to find talent in a shrinking pool of applicants, when they can easily look at their workforce and promote from within. Most organizations continue to circle around the initial phase of Talent Management only to realize that they lose good talent to their competitors because they didn’t commit to development and retention. Some of the reasons why Talent Management is not fully achieved within such organizations is the fact that there is a strong emphasis on external recruiting and less on internal promotion.

Hiring externally is great and can increase the creativity and innovation of any organization. However, that can be utilized for entry level roles, some specialized roles, and difficult to fill positions, where the right talent cannot be obtained from within the current workforce. With the practice of focusing primarily on external recruiting instead of promoting from within, leadership has increased the dissatisfaction of most employees. Current employees who are passed over for promotions (when they qualify for it, but an external candidate gets hired for that position) or not given a chance to interview for vacant positions conclude that they are not valued. Hence, they don’t have to commit to the vision or mission of the organization, or render quality service to customers. Instead, they waste resources and even infest other team members with their low morale.

Low employee morale doesn’t just develop overnight. There are many reasons why employees experience low morale at work. It can stem from issues: at home, with coworkers, management or the work itself. This book focuses on how morale, performance, intent to quit and turnover disrupts organizational revenue because of dissatisfaction with the internal recruiting or hiring practices. This book will also show how leadership and decision makers within the recruiting process have and will continue to decrease satisfaction, performance and morale and increase turnover within their organization as a result of dissatisfaction with the internal recruiting process.

The effects of low morale and performance are analyzed and the cost of these variables in addition to turnover is reviewed in depth. Turnover (whether voluntary or involuntary) in itself is good if the employee performs below par. However if the employee is a high talent or mediocre (where training can turn the performance around) – then turnover (voluntary) becomes an unnecessary hindrance to revenue.

The content of this book will help Human Resources and Talent Acquisition teams analyze their current process and determine if their process: is working; retains the right talent; decreases turnover cost. The cost of turnover is reviewed by examining total cost: per hire; for orientation; continuous training. Ample literature is reviewed and information contained will benefit leadership as they revamp their recruiting process. Results from a research conducted with employees who have participated in various recruiting and selection processes are also included in this book. Specific themes that emerged as a result of employee experiences with the recruiting process are highlighted. These themes provide information on why: dissatisfaction increases; morale, performance decreases; and turnover increases. Finally, recommendations are provided in the last chapter to provide guidance when revamping or creating a new process.

Author’s note

I am a big proponent of the entire recruiting team (Talent Acquisition Specialist, hiring manager and anyone else who will be part of the decision making process) getting together and outline a plan (during the Intake Session) to review applicants (if the hiring managers want to know who is applying) and candidates after they have been interviewed. This basically means that the interviewing manager can send an email on candidates to the recruiter (or Talent Acquisition Specialist) after a candidate has been interviewed, indicating if the candidate is a YES, NO or MAYBE (including a reason for their decision). If the team works in close proximities with each other, then they can meet twice a week to discuss candidates after they have been interviewed. Every organization can choose what works best for them. However, the goal is to provide feedback immediately or in a timely manner so that the Recruitment Specialist can communicate with the candidate and create a positive experience for the candidate and the brand (organization).

CHAPTER ONE

What is wrong with your

Recruiting and Hiring Process?

How effective is your recruiting process? If you are a leader or a decision maker in the recruiting process, and can answer Yes to all the questions below then you may not need this book. However, I will still encourage you to read it and perhaps learn new theories and strategies to recruit and retain good talent. If you answer No to even one