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How Great Employers Select and Take Care of Their Talent

How do good or great employers, recruit, select, evaluate, compensate and develop its human resources policies and procedures.
- How do good employers, or an employer of your choice, recruit, select, evaluate, compensates and develops its human resources.
- What can the company do to improve its overall compensation, benefits and professional development practices to enhance the staff's overall effectiveness in meeting the mission and needs of the company?
- From the perspective of the Director of Human Resources what plans wound be developed and what recommendations for improvements in the areas of compensation, benefits and professional development could be implemented.
- How can a company balance the needs of the staff in relation to the needs of the customers and the capacity of the business to meet the recommendations?
- What strategies, factors and variables would you employ to determine and support your recommendations and why.

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- How do good employers, or an employer of your choice, recruit, select, evaluate, compensates and develops its human resources.

The first steps a good employer will take in order to accomplish the key tasks associated with successful Human Resource management must be developed through strategic thinking. Every employer should challenge their HR team with having an outlined short term and long term strategy that identifies the company's methodology and commitment to recruiting, selection of talent, evaluation of talent, and finally how the company will compensate and develop its human resources. Without a short and long term strategy to use an internal benchmark and a guide, many of these key aspects may get left behind (Holbeche, 2009).

A good strategy for the overall development of human resources can be found at the Kroger Co. one of America's leading groceries. Kroger's human resource department is lead by Katy Barclay, Senior Vice President, who also was head of General Motors human resources department for many years (Springer, 2010).

Upon arriving at Kroger as the VP of HR in 2010, Barclay immediately recognized that Kroger's competitive advantage was through its investment in its associates and their commitment to the customers they interact with. This, according to Barclay, is what drives sales and customer loyalty which is a key to remaining at the top of its industry (Springer, 2010).

Barclay and her team established what Kroger calls its "Customer 1st Strategy" which has 4 key elements that are driven by the human resources department. Part one of this strategy includes, data collection across the workforce to help recruiting, selection and evaluation of employees. The second element is communication and training of the workforce. The third element is acknowledging and reinforcing positive interactions at all levels. And the 4th part of the strategy is celebrating the successes of employees and their teams. Here are the four parts of this human resource strategy in more detail (Reese, 2011).

Part one of this strategy is the use of sophisticated tools and techniques developed over the last year of Barclay's arrival that the HR team uses to measure employee engagement, and gauges employee's true emotional attachment to the company and its success. Data gathered in these evaluations then helps the team establish how Kroger adjusts its strategy on recruiting and selection, to ensure that the employees they hire can align to the Kroger culture and be successful (Reese, 2011). These tools are also used on a regular basis to continue evaluating the work force to help gauge the overall satisfaction of their employees and the general climate across their ...

Solution Summary

The first steps a good employer will take in order to accomplish the key tasks associated with successful Human Resource management must be developed through strategic thinking. Every employer should challenge their HR team with having an outlined short term and long term strategy that identifies the company's methodology and commitment to recruiting, selection of talent, evaluation of talent, and finally how the company will compensate and develop its human resources. Without a short and long term strategy to use an internal benchmark and a guide, many of these key aspects may get left behind (Holbeche, 2009).

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