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    Strategic Management Plan Part 1 – Recruitment and Retention


    Paper Details

    Use the draft that you created in week 1 and write a 1,750- to 2,100-report for Part I: Recruitment and Retention and include the following:

    A strategy for recruiting and retaining employees. Address the advertising, interviewing, and selecting strategies you may use to draw your ideal employees. Explain why these will be the most effective strategies. 

    The effects of compensation on recruitment and retention.

    Strategies you might implement to ensure appropriate staffing levels for your state or local government.

    Explain how training of new employees takes place. 

    An analysis of the critical variables that you may consider as part of your succession plan for your chosen state or local government. 

    An outline of your ideal succession plan.



Subject Report Writing Pages 9 Style APA


Strategic Management Plan: Recruitment and Retention

  1. Introduction

Recruitment and retention are two of the most indispensable actions in a company. Organizations usually have job vacancies on a frequent basis. Naturally, these vacancies require individuals to fill them. There is a stiff competition in the job market for individuals who are well-qualified and highly skilled to take up certain positions in an institution. Therefore, every institution needs a competitive recruitment and retention strategy in order to secure the most optimal candidates for various job vacancies. The purpose of this paper is to analyze the process of efficient recruitment and retention in terms of strategies, advertising, interviewing, compensation, and succession plans among other details with particular reference to the local government.

  1. Primary purpose for the government
    1. Recruitment

The use of the words local government in this paper denotes a local government of overall jurisdiction that is comprised under state laws. The recruitment and selection of local government employees constitutes one of the most imperative responsibilities of a local governing entity (Hopkins, 2016). Such a recruitment process demands extensive planning, careful evaluation of applicants, and an explicit comprehension of the association between the local government and the candidates.

In conducting the recruitment of staff members, the most optimal procedure will be selected to ascertain the effective and timely usage of local government resources as well as the recruitment of the individual with the experience, knowledge, and skills to optimally perform the roles and responsibilities that a certain position demands. The task of overseeing the recruitment process is mainly conducted by the Human Resource Department, with occasional input from the pertinent Director.

There are numerous methods that can be used to conduct the recruitment process. Firstly, an external process of recruitment that involves external advertising can be used. Similarly, the local government could employ the services of a recruitment agency for specialized and senior positions. Secondly, the local government could conduct an internal process of recruitment whereby the prospective candidates that have the necessary specialist skills or knowledge are identified from within the existing workforce. Thirdly, direct appointment may occur in variable circumstances: “where a major reorganization has taken place, jobs have been redesigned and/or where existing employees have a redeployment requirement to a suitable position” (Cobar Shire Council, 2015, p. 4). Another scenario is if the period of employment does not exceed twelve months and the prospective candidate has the necessary specialist skills and knowledge that are suitable for the position.

  1. Recruitment model selection

The selection of a recruitment model is largely significant to the general process of recruitment. There are multiple methods that be used in the recruitment process. The three primary models that will be considered for the purpose of this paper are: screening; test validation, and physical or medical exams.

  1. Screening

Screening is the process that follows the process of sourcing candidates in the recruitment process (Cobra Shire Council, 2015). Essentially, after the institution receives candidate applications for a job position or job positions, the next step is to screen the prospective candidates. Screening of job applicants requires the completion of three solid steps. Firstly, one must review the cover letters and resumes for the position. These documents provide potentially reliable information on what to except from the candidates should they be invited for an interview. Secondly, one must conduct a brief phone or video interview with the potential candidates. The purpose of this is to provide an overview of the individual in terms of such things as conduct, presentation, and personality among others. Lastly, following the screening process the top candidates are identified.

  1. Test validation

Another method of recruitment is test validation. The validation process has five major steps. Firstly, the recruitment officer analyzes the job (Hopkins, 2016). Based on the job requirements one can determine the necessary qualifications that candidates must have. Subsequently, the recruitment officer will choose the tests based on the job requirements. The chosen tests will allow the candidates to showcase whether they are truly qualified for the job or not. The recruitment officer will then administer the tests to the candidates who were screened initially. Ultimately, the tests scores will be subjected to the predetermined criteria for cross-validation and revalidation. Based on the test requirements, the thriving candidates will pass this stage of recruitment.

  1. Physical or medical exams

The use of physical or medical examinations is also a common method of recruitment (Hopkins, 2016). This is founded on the fact that some jobs require individuals with certain physical capacities and may be detrimental to individuals who do meet a certain threshold for health. Therefore, the use of a physical or medical examination would aid the recruitment officer (s) to identify those candidates who are physically qualified to take on the tasks of a particular job.

  1. Advertising

Advertisements are some of the most common methods of creating awareness about a certain vacancy in the local government that needs to be filled. In the contemporary society, there are numerous ways of conducting effective advertisements.

  1. Social media

With the increasingly progressive nature of the internet, social media networks have become some of the most popular and effective means of conducting advertisements. Several institutions use social networks like Facebook, Twitter, and LinkedIn to advertise (Wyatt-Nichol & Antwi-Boasiako, 2012). The local government could also use these platforms to create awareness about the vacant job position as a way of reaching the ideal candidates.

  1. Newspaper

Newspapers are still a widespread means of communication (Wyatt-Nichol & Antwi-Boasiako, 2012). Therefore, the local government could use newspapers to advertise the vacant job position and reach the ideal candidates for the job. Today, there are newspaper sections that are particularly designated for the advertisement of job openings.

  • Interviewing

Virtually all institutions use interviews in the recruitment process to identify the most suitable candidates for the job. There is a diversity of ways in which interviews may be conducted, depending on which one the institution finds most convenient.

  1. Interaction

The most conventional and hence, prevalent means of conducting interviews is through face-to-face interaction (Hopkins, 2016). In this process, the shortlisted candidates are invited to attend an interview at a particular location whereby either a panel of individuals or a single interview interacts with them in order to assess them from a personal viewpoint.

  1. Technology

Technology has played a fundamental role in digitizing the interviewing process. Today, interviews can also be conducted through video conferencing and telephonic means (Goodman et al., 2015).

  1. Video

A video conference is whereby an interview is conducted through the use of video conferencing technology. Essentially, the interviewer and the interviewee do not have to be in the same geographical region for the interview to take place.

  1. Telephonic

A telephone interview is conducted via the telephone. In this case, the interviewer may call the interviewee and ask the necessary questions to determine the latter’s suitability for a vacant position at the local government. Neither of the two is required to be within the same geographical location in this context as well.

  1. Retention

The subsequent process after recruitment is hiring. Thereafter, retention becomes a major factor of consideration.

  1. Compensation

The local government can use compensation to retain the best employees. Compensation denotes the rewards that an employee earns in return for one’s labor. Financial compensations are the most popular and may take the form of commissions, bonuses, and salaries given at regular intervals (Goodman et al., 2015). When an employee is fairly compensated for his/her services, it is unlikely that one will leave the institution.

  1. Incentives and bonuses

Incentives and bonuses are another method of ensuring retention of employees. Many individuals feel the need to be rewarded for the extra efforts in their employment. For example, when an employer invents a system whereby the ‘employee of the month’ is identified and rewarded with various incentives it may motivate many to stay in the organization. Additionally, there are institutions where all employees are guaranteed an annual bonus in payment (Wyatt-Nichol & Antwi-Boasiako, 2012).

  • Career advancement

Career advancement usually takes the form of promotions. Employees naturally aspire to receive promotions in their jobs as a reward for good work (Cobra Shire Council, 2015). An institution that offers the promise of eventual employment for employees is highly likely to have a high retention rate.

  • Strategies functions implement to assure appropriate staffing
    1. Planning
      1. Identify HR requirements

One of the functions that may be used to ensure appropriate staffing at the local government is identifying human resource requirements (Cobra Shire Council, 2015). Fundamentally, there are certain tasks at the local government that require specific individuals to fill in order to ensure successful completion. Notably, this refers to both the quantity and quality of human resource. By identifying the needs of the institution, one will be able to determine how many people are needs to fulfill this need.

  1. Seek Budgetary approval

Without a solid budget, it is impossible to hire an adequate and appropriate staff at the local government. Therefore there is a need to seek budgetary approval for the appropriate and adequate staff beforehand so as to be able to execute all the processes of recruitment and selection (Cobra Shire Council, 2015).

  • Selection criteria

The selection criteria established is imperative to the process. Selection criteria refer to the standards that candidates must meet before hiring (Cobra Shire Council, 2015). The criteria may be based on such things as experience, abilities, skills, knowledge, and basic qualifications. For instance, a position at the local government may require individuals with expert research and analytical skills.

  1. Method of recruitment

Selecting the method of recruitment is also strategic to ensure proper staffing. For example, the local government may opt for internal or external forms of recruitment whereby the former recruits from within whereas the latter recruits from without. Depending on the current needs of a certain vacancy, the human resource department may select the most appropriate method of recruitment.

  1. Acquisition
    1. Testing or screen applicants

The acquisition process involves a procedure of testing and screening applicants. In this case, the applicants may be given a test that is based on the particular qualifications and requirements of a specific position. Subsequently, depending on the test results the applicants will be screened and only the best ones will be selected to proceed to the next stage of recruitment. Aptitude tests are a common method used in recruitment (Gordon, 2013).

  1. Prepare list qualified applicants

The next step after testing and screening is to prepare a comprehensive list of the applicants who qualify to proceed to the interview stage. Normally, numerous applicants apply for a single position. Therefore, the process of testing and screening is mandatory in order to shorten the list and only remain with the qualified individuals (Goodman et al., 2015).

  • Interview the most qualified

Subsequently, the most qualified applicants are often called for an interview with some of the members of the organization. The interview process is largely subjective depending on the preferences of the interviewers and the disposition of the interviewees (Naff et al., 2013).

  1. Background and reference checks

Many individuals often fail during the interview process. However, those who thrive are subjected to background and reference checks. In this stage, the institution will conduct a background check on the individual and determine whether one’s references are valid and reliable (Goodman et al., 2015).

  1. Select the most qualified candidate

Following the background and references checks, the most qualified candidates are selected to fill the vacant positions at the institution.

  1. New hire orientation and training

The hiring orientation and training processes are the final stages of this process. This is whereby the new candidates undergo an orientation into the company as well as relevant training on some of the basic elements of the company and their particular work stations.

  1. Training

Training is a necessary step of employment, especially for new recruits. There are three primary stages of training: orientation, on the job, and development.

  1. Orientation

Orientation is the most initial form of training (Naff et al., 2013). When an individual is hired, it is important to conduct orientation in order to familiarize the person with some of the most basic elements of the institution. This may comprise things such as organizational structure, culture, mission, vision, and values.

  1. On the Job

Subsequent training is conducted while on the job. This is whereby the new employee receives specific training from a direct supervisor regarding one’s allocated job (Gordon, 2013). It may encompass elements like the specific work functions, activities, hours, and procedures among others.

  1. Development

Development training is conducted later in one’s employment. There comes a point when the institution requires that the employee attains new skills and knowledge in order to advance one’s job performance or productivity (Gordon, 2013). In this case, the institution may opt to fund process of development through conducting training programs.

  1. Succession Plan

Succession planning denotes the process of preparing the junior employees to eventually fill the positions of the senior and retiring employees (Gordon, 2013). One variable to consider is experience. One must have adequate experience in order to succeed another employee. Knowledge is also important whereby one must depict commendable knowledge and familiarity of the work procedures associated with a certain position. Similarly, skills and abilities will be considered. In order to succeed a position, it is imperative to have the necessary skills and abilities that are possessed by the current employee in that position. Furthermore, leadership is a factor of consideration whereby one should possess adequate leadership skills before receiving the promotion.

An ideal succession plan involves consistent training (Naff et al., 2013). Essentially, the human resource department will task every department at the local government to identify one or two employees who are exemplary in their job performance and productivity. Subsequently, these selected individuals would partake in succession training whereby they would be trained on leadership and have a personal senior member of the local government to teach them on every element of their work functions. Particularly, an individual who is on the verge of retirement will be required to train an apprentice to succeed him/her.

  1. Conclusion

Conclusively, there are several factors involved in successful recruitment and retention of employees. At the local government level, particularly, there is a need for long-term employees. Hence, it is imperative for the human resource function to conduct effective recruitment and initiate commendable retention strategies.







Cobra Shire Council. (2015). Recruitment policy. Retrieved from http://www.cobar.nsw.gov.au/images/files/PoliciesPlans/Recruitment_Policy__-_Adopted_May_2015.pdf

Goodman, D., French, P. E., & Battaglio Jr, R. P. (2015). Determinants of local government workforce planning. The American Review of Public Administration45(2), 135-152.

Gordon, G. L. (2013). Strategic planning for local government. ICMA Publishing.

Hopkins, B. (2016). Recruitment and selection guidelines for local government officers and managers. Helena: Montana Association of Counties Property & Casualty Trust. Retrieved from http://www.mtcounties.org/sites/default/files/publications/insurance/personnel/employee-recruitment-selection-guidelines.pdf

Naff, K. C., Riccucci, N. M., & Freyss, S. F. (2013). Personnel management in government: Politics and process. CRC Press.

Withall, J., Jago, R., & Fox, K. R. (2012). The effect a of community-based social marketing campaign on recruitment and retention of low-income groups into physical activity programmes-a controlled before-and-after study. BMC public health12(1), 836.

Wyatt-Nichol, H., & Antwi-Boasiako, K. B. (2012). Diversity management: development, practices, and perceptions among state and local government agencies. Public Personnel Management41(4), 749-772.



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