Essay Sample on Human Resource Manager: Reasons for Candidate Drop Out

Introduction

Fresh talent is significant in an organization, and therefore the human resource manager needs to find out what is wrong within the business that makes candidates drop out of the organization perpetually. The human resource managers may be the major reason for the candidate drop out because they are not ready to make corrections for their fault process of recruitment. Several recruitment flaws may cause a crisis for having competent candidates for the business. Such flaws include lack of communication; poor communication between the human resource manager and the business may cause delays for the whole process of recruitment (Bal & de Jong, 2017). Organizational decision-makers may be reading from a different page with the human resource managers, thereby leading to time wastage because the candidates will be receiving different information.

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Another flaw can be a frustrating process of an interview; human resource managers may poorly organize their interviews, which is conducted by unskilled and inexperienced individuals, thereby consumes a lot of time and demoralizes candidates (Rimi, 2013). Again failure to measure, report, and improve can be another problem because without tracking metrics, it becomes difficult to note possible problems. Finally, feedbacks that take too long to reach the candidates is so discouraging and can cost the business a competent candidate.

Actions to Mitigate the Shortcomings of the Recruitment Process

The human resource manager is a task with the responsibility of finding a way of mitigating the shortcoming of the recruitment process. For instance, the problem of getting the right candidate requires the human resource to be clear and precise on the requirement of the advertised job and provide a brief view of the role, as well as using the knock-out questions of yes /no (Stone, Deadrick, Lukaszewski & Johnson, 2015). Another shortcoming maybe how to involve the most qualified candidate; the human resource manager should conduct a research to identify what motivates such candidates and what can make them like their jobs; therefore the recruitment manager should emphasize more on what to offer for the candidate and not what the candidates should offer to the organization (Stone et al., 2015). Finally, the bigger challenger for human resource managers can be how to build stronger employer brand: on mitigating such a challenge, the human resource manager should provide a chance for the coworkers to narrate their stories about their likes and dislikes at the workplace.

Reference

Bal, P. M., & de Jong, S. B. (2017). From human resource management to human dignity development: A dignity perspective on HRM and the role of workplace democracy. In Dignity and the Organization (pp. 173-195). Palgrave Macmillan, London. Retrieved from: https://link.springer.com/chapter/10.1057/978-1-137-55562-5_9

Rimi, N. N. (2013). High commitment human resource management practices and employee outcomes, HR attribution theory and a proposed model in the context of Bangladesh. Information Management and Business Review, 5(11), 538-546. Retrieved from: https://ojs.amhinternational.com/index.php/imbr/article/view/1085

Stone, D. L., Deadrick, D. L., Lukaszewski, K. M., & Johnson, R. (2015). The influence of technology on the future of human resource management. Human Resource Management Review, 25(2), 216-231. Retrieved from: https://www.sciencedirect.com/science/article/abs/pii/S1053482215000030