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Recruitment and Compensation Sample Essay

Recruitment and Compensation


All industrial processes depend on employees’ hiked participation, proper relationships among the managers, clients, employees and financiers combined with good compensation (Mathews, 2008, p. 133). A business culture that is aligned to the objectives of the organization of achieving improved levels of output recognizes that compensation and recruitment are among the factors that contribute towards increased competition and industrial expansion. In most instances, HR team works relentlessly to provide the best terms for the employees in the organization while keeping the recruitment costs low.

Similarly, manager of the organization and the HR have to incorporate the processes of ensuring that employees get fair compensation for their good work. Simply put, compensation and recruitment are the functions of the organization that are outlined as the cultural practices of the organization and managers as well as the HR department of an organization must implement them for production processes to be successful (Simone, 2009, p. 105).

Investigation of the effort that is put in the processes of recruitment combined with the incurred cost and employees’ compensation in various industrial growth sectors is important. Additionally, one can be interested in comprehending the employees’ compensation rationale as well as the extent of the influence of the process on the performance level in certain institutions (United States, 1990, p. 65). There are several criticism and limiting factors regarding how a HR team determines the personnel that is fit for the office positions, levels and forms of compensation that are necessary in order to motivate the employees. These factors are all vital in generalizing growth in the industrial sector in relation to improvement of performance levels of the employees. As such, recruitment of employees and compensation are some of the factors that remain the major concepts that determine the future organizational prospects.

Background information

Sometimes back, practitioners in the human resource or the recruitment specialists were considered as the only managers whose only responsibilities included the executive and recruitment functions. There were times when the managers would use newspapers, employees’ referrals and employment agencies in finding appropriate employees to fill the positions that were unfilled at the workplace. At such times, employees’ resignation was not acceptable by managers and when this happened, exit interviews were conducted. Exit interviews enabled the managers to determine why the employees resigned. Historical organizational weakness would be determined so that managers could establish strategies for ensuring that employees were accorded the best treatment in order to prevent future resignations.

Currently and in the future, employment programs’ projections run on platforms that aim at attracting more qualified workers. The current process of recruitment appears to reject the reactive employees. Workers who want to learn as well as those ready to operate under the organizational provisions are given an opportunity. The idea is that employment agencies for some time have been working towards taking control of employment practices and these have replicated to form systematic discrimination. Managers have been through transformation processes. Today, there is a recruitment process whose nature is non-discriminatory, creative and pro-active. The techniques that the recruitment process employs entail more genuine and realistic advertisement means such as Cyberspace job and job vans that are mobile. This recruitment involves high costs and therefore the recruitment and HR departments ought to focus past the recruitments and instead consider creating an environment that enhances retention.

Examples of retention environments are the aspects of motivating employees which include compensation via good remuneration in order to satisfy employees so that they can have less inclination towards resignation from vital roles or complete resignation (Rostker, Hix, Wilson & Rand Gulf States Policy Institute, 2007, p. 155). The thematic recruitment policies application as well as individual levels of participation relates to strategic plans of an organization to increase return levels. As such, management issues have changed over time to pave way for effective and rationale managerial practices. In some cases, managers attempt to link the employees’ performed work with the cultural requirements of the organization. The use of this measure places an organization at a high peak in the provision of better ethical practices and this enhances good relationships among the employees and the managers.

Common practices

During recruitment, common practices involve giving every applicant an opportunity. This implies reviewing every application that is received without any application being left out. There are several occasions when prior decisions tend to be made by the managers via the HR department regarding the applications’ number that should be given attention while others are unattended to. Due to this practice, mistrust has emerged in the industrial area when it comes to employment. There are few individuals responsible for the employment process and these prioritize their relatives while denying other, qualified workers an opportunity to take part in the production processes as per their drive (Thatcher, National Research Council, Transit Cooperative Research Program, United State & Transit Development Corporation, 2010, p. 132). Once the applications have been reviewed, hiring employees due to their talent rather than experience becomes necessary. This is mainly because when talented employees are eliminated on the basis of their lack of experience an organization is hindered from acquiring innovative expertise and skills. Involvement in the processes of a company on regular basis is what leads to experience acquisition. This is something that someone can become if granted the opportunity to eventually become a talent and experience combination’s replica.

As mentioned, managers have to ensure that compensation processes use the best practices. Consultant and independent compensation board’s creation becomes necessary because this body can ensure that the processes of setting pay are accurate. Past studies have shown that an independent body for regulating salary enhances the confidence of the employees because the presented pay scheme is not produced from compulsion or favor but on the evaluation processes. According to scholars, top officials within firms with Independent Compensation Boards get higher pay while essentially the maximum received pay is merited and accounted for entirely. According to the current version, common practices when it comes to compensation ought to include the necessary disclosure elements, must offer equivalent bonus for banking to employees and they must also give the health of individuals priority. These are practices that are within the organization control and without them the level of employees’ performance would show a significant reduction.

Misconception and Shortcomings

Misconceptions that relate to compensation and recruitment are that giving good remuneration benefits the employees only without being linked to the overall organizational growth (Arthur, 2001, p. 62). Focusing on the objectives of the organization poorly is a factor that can largely lead to denial of employment right to potential employees and therefore fail the entire operational system of the company.

The entire compensation and recruitment process can be accompanied by several flaws. Allocating cost for the necessary activities, funds misappropriation, urge for discriminating against some employees and biasness, conflicting roles during execution as well as poor activities’ coordination are part of the major challenge (Johnson & Keegan, 2006, p. 126). Apart from recruitment stage requirements, there are similar flaws at compensation stage. These can lead to total organizational failure. The management as a team has a general objective which is to offer a fair recruitment processes platform and ensuring that employed workers represent a fraction of growth processes in general. There are cases where managers can have their personal interest at the time when there are employment opportunities.

In such cases, managers can recruit employees with lower grades while leaving those with better grades in regard to skills that can contribute towards the realization of organizational goals more. Similarly, there are cases where managers compensate employees based on how they are known. In regards to employees’ motivation, the most appropriate strategic plan that should be initiated should consider the part that every individual plays, testing the roles and embracing a model for evaluating performance in order to determine which employee is the best among the existing workers.


Considering the challenges that the employees face at their workplace, managers ought to embrace affirmative actionProofreading-Editing in order to ensure employees’ wellbeing even with the industrial operation’s constraining factors (Campbell, 2013, p. 44). The HR department with much integrity and prominence should inculcate a culture of providing credit where it is deserved without any kind of discredit even when the production of an employee is relatively lower than the required output amounts. The employees’ potential depends on the effort that managers put in form of recognizing their rate of participation as well as providing the right motivational factors (Fuerst & Geiger, 2003, p. 2011).

For effective operations to be realized, development of skills during recruitment and in form of updating employees’ job is necessary. Thus, industrial production is largely dependent on the individual skills that employees exhibit during production and delivery. After considering the process of recruiting employees and factors affecting transparency at the workplace, it is important to recognize the essence of employees’ guidelines in particular business norms and culture (Warne, National Research Council, National Cooperative Highway Research Program & American Association of State Highway and Transportation Officials, 2003, p. 35). There are managerial qualities that are important in the plan’s execution. These have to correspond to the objectives of the company.

As such, the HR department has to be evaluative, impartial, uncontrolled and strict as well as goal oriented. There are occasions where the argument to deploy resources of the company during recruitment causes the essence of remaining loyal, truthful and accountable in every execution. This implies that a good HR department should understand the company’s basic needs in relation to the participation of the employees and therefore convert constraining factors in order to ensure progress and wellbeing of a company. Proper allocation of the budget becomes vital in ensuring that managers complete the activities as per the plan. As such, issues about funds sources’ identification, accurate apportionment of cost and timely finances release remain important. Necessary adjustments of the allocated finances should be identified before recruitment in order to allow time for proper maintenance and scheduling of the industrial goals.


According to this discussion, it is apparent that employees’ compensation and recruitment are among the strategies that firms use in creating environments that credit extensive production as well as services delivery. The concentration of labor economic is on the effect that employees have in terms of industrial progress (Ross, Williams & Pavlock, 1998, p. 66). One can argue that the output level of the employees is entirely responsive to hours that they spend contrary to involving themselves in leisure activities extensively at work. Employees’ level of output, time spent on production as well as the general levels of output are among the determining factors of the compensation amount that an employee ought to get at specific production levels.

Simply put, performance levels of the employees are used by the HR department in determining the amount that the employees can get as compensation (Singer & Francisco, 2009, p. 71). With all these factors, the HR department is always sensitive to the employees’ compensation needs and it takes appropriate and prompt actions in ensuring that employees are always committed to different organizational activities. The study has revealed that when compensation programs and recruitment processes are improved, managers can have positive influence on employees so that they can participate in different processes of industrial growth.

As such, recruitment processes ought to always be fair, open and with individual skills as their basis rather than favoritism. To get the best workers, an organization should employ mechanisms that provide an equal platform for every interviewee while responding to the asked questions because this is the only suitable way via which the organization can determine their skills. The given response and how individuals conduct themselves after, during and before the interview should help the organization determine their suitability for the positions (Johnson, Hallgarten & Institute for Public Policy Research, 2002, p. 105). Although the HR department operates within the industrial operations bounds, there are times when initiating personal skills as well as experience becomes compelling in order to obtain, retain, employ and demote employees. If an employee cannot take up the responsibility of the assigned position, demoting them is the best way of preventing a similar emergence among other employees. However, the employees should be accorded proportionate compensation on the basis of the period that he/she has worked for the organization at that position (Dartnell Corporation, Davidson & Swope, 2007, p. 117).

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Arthur, D. (2001). The employee recruitment and retention handbook. New York: AMACOM.

Campbell, A. K. (2013). Improving the recruitment, retention, and utilization of federal scientists and engineers: A report to the Carnegie Commission on Science, Technology, and Government. Washington, DC: National Acad. Press.

Dartnell Corporation., Davidson, W. L., & Swope, G. S. (2007). Foremen’s compensation, recruitment and training. Chicago.

Fuerst, O., & Geiger, U. (2003). From concept to Wall Street. Harlow: Financial Times Prentice Hall.

Johnson, B. A., & Keegan, D. W. (2006). Physician compensation plans: State-of-the-art strategies. Englewood, CO: Medical Group Management Association.

Johnson, M., Hallgarten, J., & Institute for Public Policy Research (London, England). (2002). From victims of change to agents of change: The future of the teaching profession. London: IPPR.

Mathews, K. (2008). Practical guide to hospitalist recruitment & retention. Marblehead, MA: HCPro.

Ross, A., Williams, S. J., & Pavlock, E. J. (1998). Ambulatory care management. Albany: Delmar Publishers.

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