Employee Turnover
It should be noted that the strategy employed by Motors and More Inc. is aimed at capturing more customers and enhancing company profits. To do this, the enterprise will have to hire more employees and expand its staff in such areas as HR, marketing and sales, and customer service. It will be essential to take on two additional people in HR and marketing, as well as hiring three people in customer care to meet the intense emphasis that will be placed on marketing channels optimization.
Employment of such practices, in turn, will enable the attraction of new customers. Thus, a highly skilled workforce with innovative approaches will be needed. Given the nature of company processes, it is likely that there will be accompanying perceptions of increased employee turnover rates. Since the company intends to be highly competitive, it is essential that staff are adaptive, flexible, and able to challenge themselves (Trost, 2014).
Therefore, it is possible that some members of the team will be unable to adapt and will leave the rapidly progressing company. Crucially, if the turnover rate is high, the expenses for the organization could be considerable. For instance, each employee leaving the company will cost Motors and More Inc. up to 40-50% of the annual salary (Trost, 2014). For this reason, it is crucial to choose the appropriate hiring and retention approaches.
Interviewing
Notably, different types of interviews will be employed to hire new people. For example, a traditional interview will be conducted among those individuals considered for customer service sector. However, a case interview will be held among HR candidates to evaluate their effectiveness and innovative approaches in terms of particular business issues or settings (Frost, 2014). In cases when employees are outsourced, a regular Skype interview might be sufficient.
Recruitment Strategies
To recruit the appropriate applicants, Motors and More Inc. will evaluate all the individuals by comparing their skills, expertise, and experience. In addition, the degree of liability and effort will be the significant factors in choosing the right candidates. The tools and resources to be used in the selection of perspective employees will include interviews, particular criteria, and tests (Frost, 2014).
In addition, the company will check all the references provided by applicants. It should be stressed that no form of discrimination is appropriate. Therefore, it will be significant to make sure that no discriminatory practices, based on sex or ethnicity, are present at any stage during recruitment. In addition, there is a certain stereotype that some positions are better suited for women and some for men (Frost, 2014). Motors and More Inc. do not support this prejudice and will assess the candidates solely based on their qualifications and expertise.
Retention Strategies
To retain the current workforce, it is important to provide employees with incentives and small rewards to keep them motivated. Apart from that, it is significant to foster the development of every worker and to establish two-way communication to gather employee feedback and ensure the individuals support corporate culture of the enterprise (Trost, 2014). It should be noted that the benefits of retention are various. The company will make the workforce its competitive edge if it can maintain the employees. In addition, effective retention practices influence the expenses spent on recruitment. Overall, retaining the workforce results in improved performance, continuity of organizational culture, and reduced turnover costs.
Effectiveness
To evaluate the effectiveness of recruiting efforts, the company will follow two basic approaches. The first will be to determine costs per hire. The second method will be to calculate the yield ratio (Trost, 2014). It might also be useful to compare the success rate of newcomers to the results displayed by the current employees to determine the effectiveness of the new staff. In general, it is advisable to keep track of the sources from which the company has taken the most efficient workers and to return to these sources for future recruitment purposes.
References
Frost, S. (2014). The inclusion imperative. London, UK: Kogan Page Publishers.
Trost, A. (2014). Talent relationship management. New York, NY: Springer.