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Human Resource Management at Townshend Furniture
The sources that worked best for the company were college recruitment and employee
referral. It is evident that the prospective candidates who used this source for the sales associate
position were learned since they proved to be competent enough through the tests offered to
them. The test presented in writing, reading, and numerical forms was well performed, as shown
by the high scores that the applicants got on the written examinations.
All the candidates from the college recruitment source who took part in the recruitment
qualified. There is a possibility that all the candidates were school-going students or those who
had just graduated and were out in the job market looking for a job. One hundred percent for
college recruitment and eighty percent for employee referral qualification implies that the
sources were accessed by potential candidates who later went ahead to apply for the job.
Candidates gave a positive review on both the college source of recruitment and
employee referral. This implies that most of them found the experience positive, indicating that it
met their expectations. The applicants may have been referred by current employees most
professionally and persuasively, encouraging them to go ahead and apply for the job. Compared
to other recruitment sources, college recruitment was the most effective method. It provided the
most prolonged period of access to the application before it closed, probably because it involves
physical activity. This extended access hence enabling an unlimited period of dissemination of
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information about the recruitment. Therefore many of the interested candidates would apply,
leaving out nobody.
College recruitment and employee referral also proved to be the best for the company, as
reflected by the applicants' incredible number of accepted offers. This could be because they may
have provided all the information about the job in question. They may also have allowed enough
room for a question-answer forum by both the applicants and the company recruiters. This
allowed the applicants to evaluate the terms and conditions that would come with the
recruitment, leaving them with a space for evaluations and make their best decisions whether to
accept or decline the offer.
Employee referral proves to be the best recruitment source for the company, as shown by
the number of employees who were willing to extend their work time at the company after
working for a year. A good number of employees retained their work, implying that the
recruitment source positively impacted their experience at work. The rest of the employees who
provided referrals may have offered them guidance, moral support, and a significant or enjoyable
working environment, hence a motivation source.
After ninety days, the performance rating of the employees from both recruitment sources
showed positivity. The employees worked without being monitored, implying that they were
willing to do their best to meet the company's goals by accepting the offer.
The compressed workweek helps the company in reducing employee turnover. From both
the college recruitment and employee referral sources, forty percent and seventy percent
respectively prove that most of the employees are willing to work on a four-day compressed
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workweek throughout their service at the company. The compressed workweek allows
employees some leisure time and bonding with the rest of their family members.
There are other types of metrics that the company could gather to promote talent
management. One of them is the time to hire. It captures the span of the entire hiring process,
from job requisition to candidate acceptance. Time to fill in the time from requisition to hire,
while time to hire was when eventual successful candidates entered the talent pipeline to when
they accepted an employment offer. Both metrics are helpful to set hiring expectations with
managers, define recruiter goals and workloads and tease out areas of process improvement.
Another aspect is absenteeism. The company should measure how many unplanned absences an
employee has can identify flight risks and intervene to reduce the employee's turnover rate. Time
to total productivity is also another aspect of talent management. It has three drivers which
measure the candidate's level of experience and how well the onboard program worked to reflect
on HR, while the manager and team are much more concerned with how the new hire is
supported daily. The company could also conduct exit interviews. HR teams should lead the way
in developing an efficient EI strategy. The target is to show the employees' channels to find new
jobs and specific reasons to leave, identify where the workers go, find out the competitor’s
poaching talents, spot poor managers, and intervene.
