We did achieve some progress in improving the hiring process by the end of the
first year. We have renegotiated salaries in various categories of jobs with the view of
bringing them to the level of the industry, since we value the worth of being
competitively paid. We’ve also been providing some employees with internal promotion
opportunities in order that we may retain them and demonstrate our commitment to
career advancement to prospective candidates. But we have not invested in employee
training and development programs, which increasingly are vital for attracting quality
employees.
Good working conditions, career development, and decent remuneration to us
are meaningless promises. While our salary rises are heading in the right direction, the
trends in the industry indicate that training and development become more and more
vital. For example, we now ignore the rise in the industry spend on training by 8.6%.
More critically, our staff turnover figures indicate the requirement for more job security
and training schemes, particularly for the lowest work grades.
It would be important that we allocate some of our Year 2 budget for training and
development if we are to improve our future hiring process. This investment would make
us the company of choice for job applicants who would like to grow in their careers.
Employee grievances about remuneration and training could be addressed by the
introduction of tools such as performance reviews and part-time employment
opportunities. This will likely increase job satisfaction, morale, and bring more
candidates to work for our company. We could become the company of choice in the
business by demonstrating competitive remuneration, excellent opportunity for career
development, and improved organizational attractiveness.