DRA PS Project: HRMN 300 Recruitment and Retention Analysis

This project analyzes the DRA PS case study, focusing on recruitment, retention, and program management. The project addresses the need for IT professionals, outlines recruitment policies, and discusses challenges that may arise. It details a comprehensive recruitment strategy and examines the performance of a program manager, proposing solutions for improvement and replacement. The project also explores retention issues, analyzes the impact of existing policies, and provides strategies for motivating and retaining employees. The analysis includes various scenarios, such as handling performance issues, finding replacement program managers, and addressing employee dissatisfaction. The project emphasizes the importance of clear communication, flexible work environments, and employee engagement. The project also emphasizes the importance of a well-defined recruitment strategy, employee motivation, and a proactive approach to managing challenges within the organization. The project recommends proactive steps to address the issues and ensure the success of DRA PS.

Running Head: DRA PS PROJECT 1
DRA PS Project
Institution
Name

DRA PS PROJECT 2
DRA PS Project
Scenario I
The positions that require recruitment are in line with IT professionals that may include
electric and electronic professionals, computer science professionals, and software engineers’
professionals henceforth (Neumann, Schwindt, & Zimmermann, 2012). This is regarding the fact
that the organization was mainly put in place to improve human performance by the particular
use of technological avenues. The specific positions that the new recruitment will require may
include programmers, project managers, and training solutions experts to mention a few.
There are various recruitment policies as well as guidelines that the firm has been using
for a relatively more extended period. There are some that have been maintained to date as a
section was revised based on the fact that they appeared to be of advantage to a given selected
group. Some of the recruitment policies that will be used as far as the recruitment is concerned
are as follows; the first policy states that the entire full-time positions requests must ensure
verification of the individual project assignment is included (King & Hinds, 2011). The
following policy is that there must always be a given budget in support of the position; the third
policy states that the duration of the assignment must be specified. The next policy stresses the
fact that in the event the project will be short in length, various term hires must be put into
consideration. The following policy states that it is the decision of the management to either use
consultants or rather subcontractors if the project will be of short duration. Finally is that the
addition of any new position must be approved from the present project managers.
Some of the challenges that the discussed policies may cause are in line with the upper
management board, recruitment team and the candidates qualified for recruitment. Some terms
and conditions may never go well with the entire team; as such, it is given that there will be

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differences in the recruitment process that might alter a lot of essential operations (Swaroop, &
Barati, 2012). The actions or measures that can see the particular challenges corrected is by
drafting a unified policy that will be applying to the entire stakeholders, policies that every party
or stakeholder feels included as well as respected regarding the terms and conditions. Until then
the operation is given to take place as scheduled, and finally, the firm shall have settled for the
most preferred candidates for the respective advertised vacancies. The best job recruitment
strategy that will be fully embraced in this case comes with eight different stages, and they are as
follows; having a broader job vacancy, campus recruitment, being flexible, organizing
competitions, social media recruiting, employee referral program and finally shorter time hire to
mention a few. They are illustrated as below
Having a broader job vacancy
Job seekers are in most of the times interested in looking at the particular job advertised
complete clarity. The clarity is typically in line with the respective firm's profile, pay scale,
company history, career opportunities henceforth. A smart recruiter will, therefore, be in the
position of availing the clear and relevant picture of the complete details regarding the job
notification (Dahlander, & O'Mahony, 2011). Any good employer in the public domain must,
therefore, be in the position to communicate the whole specified job requirements as well as the
best manner that any party can benefit in line with the profile provisions. The fact that DRS PS
current employees were to be considered in this recruitment, it is as well advisable that this is
done to get potential brains and talents from all walks of life.
Campus recruiting
The upper management board must put this into consideration. It is a fact that most of the
colleges and universities students portray immense and enthusiasm in line with their own work

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(Dañobeitia, Femenias, & Riera-Palou, 2012). The firm is to consider them for some positions as
they also have fresh brains and motivation to explore fully.
Be flexible
A good number of employees in the public domain usually prefer firms that their work
environment doesn’t come with a lot of pressure (Vanhoucke, 2012). They would as well never
mind joining companies with a lot of pressure provided that the respective firm's pressure does
not have anything to do with their personal life. It is then up to the upper management board to
ensure that the advertised vacancies work a condition is balanced and considers every individual.
Add Perks
Any potential employee will always ensure that the respective work environment makes
the firm an all-time preferred (D’achille, 2019). An employer should use things that include
health insurance policies, side cab facilities, bonus and allowances, family holiday henceforth.
The firm will have attracted a higher number of people in public, and it will ultimately have a
variety to pick from.
Organize competitions
The fact that digital media has lately become the leading platform for hunting jobs. Any
employer is strongly advised to organize a well strategized online talent hunt programs for
professionals and students. The employer is given to identify the individuals who stand out.
These are some of the strategies that can be put in place in as much as the firm was putting its
current employees into consideration (Badiru, & Osisanya, 2016). It is a move that will avail
very may talents from all walks of life, and the firm shall have identified the best that it prefers.

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Scenario 2
It is a fact or rather true that DRS PS Program manager was not doing all that the client
expected of her. The manager was instructed on the entire requirements, and some may include
daily communication of the projects progress to the client and contributing or rather talking
during meetings. The program manager, however, failed to adhere to this; at some point, it was
witnessed when the instructional designer took her role based on the fact that those takes were
not attended to. The best way that the client would best manage the program managers
performance issue is by making the program manager know what he feels in line with the
manager’s performance (Kenneth, Lakhawat, & Chandra, 2016). The Program manager was after
that to be given time so that the client may see a change in the managers work as times go by. If
the manager does not still deliver, the client was to share with the upper management board and
the people from his level. A meeting was, therefore, to be organized to discuss what might be the
problem with the program manager. The manager must also be part of the meeting to let the
entire members called for the meeting to know what the problem is or rather where the problem
may be coming from. Until then the client is in the position of firing the manager since the firm
shall have come to an agreement on the action to be taken if the program manager is still not
willing to improve, a decision that was made in line with replacing her war ill-advised and very
much wrong. It was wrong since there is always a second chance to be given to any party in the
workplace so that they may demonstrate their ability and willingness to improve.
The best option of having another project manager is by recruiting from the firm. It will
never be advisable to advertise for a vacancy yet there are a lot of personnel within the firm that
has been working since the commencement of the project. The best option for the replacement

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will be one of the upper management leaders, an example being the instructional designer since
he once handled the manager’s tasks (Mashhadi, Wu, & Thamae, 2010). The second reason
behind the instructional designer being the preferred option is that their responsibilities are
slightly related to the program manager and that the party was also present during the project
commencement. The party is well informed on the entire projects progress as well as a lot of
techniques to be applied in seeing the firm attain its desired goals at the end of the day.
The recruitment and retention challenge that may be experienced is that within the firm
there are a good number of individuals who are in the capacity to deliver as program managers. It
is as well challenging in that any individual who will be chosen or rather go through an interview
and gets the job will leave the previous seat vacant. The firm will still incur the cost of looking
for an individual to take that position (Lambert & Wilson, 2016). The best solution will,
however, be to settle for an individual that will take that position from within the DRA PS upper
management board. This is based on the fact that they have been in the firm and are much
informed on the daily operations taking place in the firm in the capacity of a program manager.
The firm will thereafter be advised to advertise the other position that will be vacant. The
position will however not be occupied with immediate effect due to the entire procedure for
recruitment. It is given that there will be a seat left vacant for some time when arrangements are
still being done is seeing another capable individual is recruited at the end of the day. There will
be a need to talk to the human resource team to ensure an advert of the vacant position is done
and that the entire DRA PS policies as far as recruitment is concerned are adhered to fully. This
is a strategy that will be implemented by the DRA PS human resource team.

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Scenario 3
It is a challenging time for DRA PS following the employees set of mind. Any business
in the public domain should always ensure that it does anything no matter what it takes in seeing
that it does not reach such a level. It is time when the employees are not only trusted but also
counted on to have a terrible perception of their current firm and are now instead of looking for a
job elsewhere. It is a time when the firm can easily collapse based on the fact that every
individual will not be fully committing to whatever they are expected of. Some of the primary
retention issues the employer may consider at this point includes making sure the party is
retaining selectively from the beginning, it is a time that the employer must consider the
employee's attitude, diligence, and integrity henceforth as well as skills, qualifications, and
experience (Sabet & Sauer, 2019). The second primary retention issue is properly paying these
disturbed employees, come up with a well-structured benefits and bonuses scheme and keeping a
tab on the respective industry compensation standards and the final primary retention issue may
be offering a flexible work schedule, ensuring that those employees are well prepared to commit
to whatever is expected of them henceforth.
As an employer, you must now come down, consider all these factors concerning the
employees who are after leaving your firm. Ensure that you do whatever it takes as the employer
to retain the characters that you have always admired regarding the quality of their jobs as well.
The challenges that the existing recruitment and retention policies, as well as guidelines, create is
that they are conflicting at this point. Recruitment is an operation that is done to new employees
joining a firm, unlike retention that the firm is struggling to ensure their employees do not leave
the firm. The factors that are considered at these two different operations or rather policies are

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never reading from the same page (Langsholt, 2012). It is a time that some recruitment policies
are put aside to ensure the firm retains its more valued employees for the betterment of the firm
at the end of the day.
Some of the things that must be done to retain the disturbed employees include; the
employer coming up with or rather drafting a well-organized career map. The respective career
map specifies what every employee is expected of in the next milestone. It is then up to the
employer to ensure that he always acknowledges any employee if they meet their goals. The
employer should as well be very generous at this point with recognition and praises. The
employer is much advised to draft more complex strategies in line with rewarding the employees
when money is becoming an issue or problem (Oliveira, 2010). Finally is the employer should
ensure he provides a very comfortable work culture as well as the environment. The party can
opt for some new characters to support them, train them until they are in the position of handling
those tasks independently. These are some of the few measures that will ensure that employees
are retained and motivated for a better tomorrow.
In the event that some of the employees manage to leave, the firm will go back to the
drawing board. Advertise for vacancies in the positions left. There will be a shortlisting
thereafter and finally an interview to pick on the best candidates. The firm working and
operational as usual, will as well do anything within its reach to ensure that the entire employees
are retained. The firm will, however, recruit any new employee in the event that certain
characters have left the firm (Kamath, & Getz 2011). The best way that the firm will implement
its strategy is by putting the entire discussed measures operational. This way the firm will
identify the areas of weakness and ensure they are all fixed for a better tomorrow.

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Scenario 4
The best steps that should be taken in hiring employees for the seven new teams are first
looking at what the job entails. The job requirements will guide you in making the right option as
far as the individual’s qualifications as concerned. There will also be a need to look at the current
employees concerning what is expected of them and the extent that they deliver in line with
them. Until then the firm should settle for a drafted plan that addresses the required timeline,
relevant recruitment plan, appropriate criteria for initial candidate screening, proper committee
selection, questions to be asked during the interview and finally instructions for taking vital notes
(Korhonen, Laine, & Martinsuo 2014). These are well the recommended methods that will apply
in line with recruiting quality staff team members. Some of the challenges that may be
encountered in obtaining the required approval regarding new employees are that a good number
of them are given to have equally qualified for the job. It is however not clear on the individual
that will best put the theory part of interview into the best practical operation as well as dance to
the tune of the company when facing various challenges.
The best way to ensure fair, equitable and market competitive compensation as well as
reward strategy is by defining the respective firms compensation philosophy, linking the relevant
compensation to the firm’s overall business strategy, changing the firm’s embraced culture and
reinforcing it with the relevant compensation. Additionally, rewarding the various identified
behaviors that are results driven, thinking regarding total compensation and finally measuring the
firm’s return on the respective invested payroll at the end of the day. As an employer, the best
thing to do to quickly integrate the new DRA PS staff into the existing workforce without losing
product quality or staff is well preparing the office for the new team members, assigning

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different mentors that will be guiding the new team members (Belušič, Šporar, & Meglič 2017).
Making of appropriate and positive introductions as a major priority, requesting of work
feedback from the new team, and finally the provision of a cohesive goal to the entire new team
members will promote effectiveness. The best way that an employer will proactively manage any
potential performance task is by having a close watch of the daily operations of the firm and so
the attainment of the desired goal at the end of the day.

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