January 10th, 2018
Modelling TNT’s HRM Strategy for Use in China
Globalization effects on labour have mainly been its easing of cross boarder barriers thus promoting mobility (Seymen 2006). Organizations are thus increasingly finding a wide cultural diversity to choose from in the recruitment practices thus the occurrence of workforce diversity within corporations has increased (Seymen 2006). To manage such diversity firms need to have a well informed human resource strategy that does not only improve employee performance but also establishes the necessary satisfaction and motivations to deter imprudent practices (Seymen 2006). As organization cross boarders they are further faced with a different challenge of whether to staff top positions in foreign entities with HCNs or PCNs (Harzing 2001). Each of these confers advantages and disadvantages to the organization thus the choice of the strategy to be used must be well evaluated.
Policy and Recruitment Practices
Through the realization that Employees form the most important resource in its business TNT has established a strategy to manage its workforce. The firm’s human resource (HR) policy is to develop, deploy and distribute knowledge to individual employees at the company’s service (TNT 2008a). Via such a policy the entity desires to initiate values that do not only ensure ethical compliance but also improve performance of its staff (TNT 2008a). Such is aided by well established recruitment and employee development procedures.
TNT’s recruitment strategy involves three stages: first the recruitment needs are identified and defined as exemplified by preparation of specifications and descriptions of jobs and potential employees (TNT 2008b). Secondly the entity undertakes various activities to attract the potential employees to the vacancy and finally the selection and employment of the successful candidates is carried out (TNT 2008b). This process is a continuous process that is necessitated by staff departures, business expansions and location changes, and promotions that require filling of the vacated position (TNT 2008b). Such a process of recruitment has been supported in literature where setting up recruitment objectives before developing methods for reaching out to potential employees is argued to better the reach-out methods developed (Breaugh 2008).
One way that TNT has used to source its employees is through its careers website (TNT 2008c). Through this website prospective applicants can view job openings that suite their individual needs and apply directly to their chosen depot via emailing the provided application form (TNT 2008c). The web also gives support to those who cannot complete the process online for a copy to be sent to an individual’s address hence allowing them to continue with the application process (TNT 2008c). Though some studies have found out employer characteristics such as remuneration, working hours and type of tasks involved to have more influence on job seekers’ application decisions than career websites’ design and employer behaviour (Rynes & Cable 2003); other studies have indicated that these latter traits influence the motivation of employees to complete the application process once started (Boswell, Roehling, Lepine, & Moynihan, 2003; Breaugh 2008). Therefore, for favourable recruitment outcomes; the manner in which prospective employees are treated with during the application process is just as vital as what motivates them to apply for the job.
Secondly the entity uses annual campus recruitment to activities to recruit fresh talents (TNT 2008d). Such campus recruitment activities target “management and advanced management trainee” position; as a means of transferring knowledge to the fresh candidates for future leadership roles at the entity (TNT 2008d, p.1). The campus recruitment drive involves a six step process encompassing “resume screening, campus presentation, group interview and written test, assessment, department interview and offer letter” (TNT 2008d, p. 1). College recruitment practices have also been shown to have relative success second only to media advertisement in influencing applications (Gibson 2001)
To reduce difficulties associated with recruitment; companies are appreciating the need to use recruitment agencies. A UK study for instance identified use of recruitment agency as the most common means of recruitment used by companies with the use of corporate websites coming second (CIPD 2008). The roles delegated to recruitment agencies have expanded in breadth with companies using such agencies to conduct their job advertisements and carry out the preliminary applicants’ assessment only leaving the most potent candidates for the entity’s HR staff evaluations (CIPD, 2008; StraightSource, 2006). The choice and effectiveness of such a strategy however lies with the experience of the agency in such aspects as conducting mass recruitment (CIPD, 2008; StraightSource, 2006). By evaluating this option, TNT could benefit from savaged management time that can be employed on other HR aspects (StraightSource, 2006). Engaging such services however should follow a cost-benefit evaluation.