RECRUITMENT AND TRAINING IN INTERNATIONAL STUDENT ...
RECRUITMENT AND TRAINING IN INTERNATIONAL STUDENT OFFICES
A Cyclical Tomorrow: Recruitment and Training in International Student Offices Jason Barber HRM6020 Strategic Recruitment, Training, and Performance Management December 1, 2014
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RECRUITMENT AND TRAINING IN INTERNATIONAL STUDENT OFFICES
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Abstract With a surge in the number of qualified applicants due to the rise in college graduation rates in recent years, coupled with an influx of foreign talent, recruitment and training are becoming increasingly paramount to human resource departments. Both are now entrenched as critical components of a successful organized workplace. The specific methods of on-boarding and training used however, vary between organizations. Each process must fit to the needs and limitations of its host institution or business. Human resource departments for organizations that offer programs for students to study in their country of operation face exceptional challenges to creating and administering effective recruitment and training programs. International student advisors, counselors, and administrators must have a definitive understanding of visa regulations and the laws applicable to students hailing from different countries. Because of this, these departments or independent organizations are faced with the choice of either training all new employees on these laws and legal customs before assimilating them into the workplace, or hiring only those with the requisite knowledge. Although these two human resource functions are vital, it is the methods by which they are implemented in these organizations that ultimately affect retention. It is this dynamic dilemma that puts recruitment and training at the forefront of human resource management in this industry.
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A Cyclical Tomorrow: Recruitment, Training, and Retention in International Student Offices Recruitment is the most vital function of human resource divisions of organizations. Successful recruitment leads not only to better talent acquisition and appropriation, but also to the retention of the most efficient employees. A recent study by Boston Consulting Group (2012) displays that “delivering on recruiting” had the highest impact on revenue growth out of twentytwo human resource functions, at a rate of three-and-a-half-times higher at the most productive companies (p. 42). Although recruitment is the most vital component of the maintenance and retention of a quality workforce, employee training is also a key component to creating a cohesive and productive team. The same study explains that “on-boarding of new hires and retention” (Boston Consulting Group, 2012, p. 42) is the second most influential human resource function to organizational prosperity and financial gain. Although these are separate functions from recruiting, they are equally related to employee longevity and persistence within an organization. These figures are indicative of the pivotal nature of recruitment and training to an organization’s success. These principles hold true for the public sector as well. Human resource departments at non-profits and in the educational field have just as much incentive to hire, develop, and retain a productive workforce as income-seeking businesses have. Educational advising offices hold an especially high stake in procuring and developing individuals who are able to actively select, advise, and support students who come to the United States for foreign study. As foreign nationals flock to American universities and colleges in greater numbers, they are creating not only a vital stream of revenue for their host institutions, but also a plethora of legal quandaries for offices that are not experienced with such a large volume of applicants. It is for these reasons that recruitment and training that promote retention of qualified and efficient
RECRUITMENT AND TRAINING IN INTERNATIONAL STUDENT OFFICES
4
employees is tantamount to the future of international student programs and the human resource departments that supply them with their workforce. Maintaining an effective and satisfied staff in any business or organization is a hallmark of a well-functioning company. Reduced turnover, employee contentedness and drive, and better service or quality of goods are all benefits of such retention. In order to keep motivated and dynamic personnel from seeking better opportunities, the organization must first locate as well as hire these individuals. The base of all human resource functions begins with humans. Without people to manage, the other functions of the department are moot. Recruitment itself begins with the method of reaching out to qualified persons. Jackson, Schuler, and Warner (2012) poignantly dictate that “the only ethical approach to recruitment is to engage in an honest exchange of information with job applicants” (p. 208). In order to procure talented individuals, the hiring body must be open about what it is and what it is not. If information about the specifics of the job itself, such as position responsibilities, work environment, and workplace policies are omitted, the highest quality talent might forego applying. Supplementary information such as pay range, benefits, contract length, and union status should also be provided to the position attracts the most discerning applicants. Similarly, an organization should not overstate the reality of the position or misrepresent the parameters of the benefits or the working environment itself. Scullion and Collings (2011) explain that “Unmet expectations contribute to lower levels of satisfaction with the organization” which can be attributed to “high expectations of early years (which) are not being effectively met” (p. 122). When firms are not honest or choose to leave out pertinent information from their job descriptions, they risk losing the talent they invested their resources into recruiting. This has a negative impact on the organization’s reputation, efficiency, finances, and on the departing hire.
RECRUITMENT AND TRAINING IN INTERNATIONAL STUDENT OFFICES
5
For international student offices at universities and colleges and for independent companies that offer local study programs for foreign students, recruitment holds a fundamental role in regular operations. Because finding qualified individuals by exacting traditional recruitment methods is becoming increasingly archaic, it is vital that these human resource teams adopt quality human resource information systems to seek out talent. Finding individuals who are passionate about international students and who are also capable communicators as well as counselors is the first step in building a productive labor force. Potential job seekers must understand that a significant portion of their daily work activity would be explaining various government visa regulations to current and prospective student. They also have to record and report their information to the Student Exchange and Visitor Program set up by the Department of Homeland Security. Scullion and Collings (2011) explain the importance of the organization living up to its job advertising by pointing out that “The recruitment honeymoon is over within 6 months,” and it is during this period that employees “report the lowest intention to leave” (p. 122). As these positions require more systematic approaches than subjective ones, human resource managers must ensure that employees are familiar with the likely percentage of time used completing each delegated task. Applicants should also be aware of the tracks for promotion, or lack thereof. As Modern Survey’s Fall National Norms Study (2012) explains, the ability to “grow and develop” is one of the driving forces of engagement in the workplace (p. 4). If an employee looking to grow within an organization sees no future in it, they are likely to be less involved, and less productive in their position. Knowing ahead of time their opportunities within the office helps new hires to plan their future within the international student office, rather than exploring outside options. In order to do this, clear dialogue must be established between the program directors and managers, and the human resource department that serves them. A
RECRUITMENT AND TRAINING IN INTERNATIONAL STUDENT OFFICES
6
mutual respect must be established with the organization and its potential hires. In order to do this, Jackson et al. (2012) suggest that “a recruitment and selection timetable should be specified for applicants, and the organization should meet its self-imposed deadlines” (p. 209). When applicants understand that the international student office they are applying to is serious about recruiting them, they become more serious about working for the office. This leads the way to better socialization. Without proper recruitment, not only will the international student office suffer, but the university and the international students it recruits will suffer as well. Although not as impactful as recruiting, training and development are also crucial to employee persistence at an organization. Stahl, Bjorkman, and Morris (2012) note that “training provides trainees with a ‘theory of performance’ that allows them to understand the various performance dimensions” (p. 191). Training, if administered correctly, can help solidify an employee’s understanding of how to perform the regular and supplementary job duties. It allows them to understand what they are able to do beyond the required functions of their position. In order to do this, a training needs analysis should be done for each position to be filled. This creates a vehicle by which a proper training program can be instituted. When employees see goals to work for, they are more inclined to stay committed to the organization. York (2010) notes that “to maximize the effectiveness of training and development, organizations must constantly assess their employees’ current training and development needs” (p. 186). Training extends beyond just the socialization of new employees. It encompasses the coaching and promotional role training that occurs well into their tenure with the organization. This prevents employee stagnation, improving retention. When employees feel useful in their position, they are more likely to persist. York (2010) cautions however that “There may be organizational practices or incentives that contribute to a lack of employee motivation, a problem that training cannot
RECRUITMENT AND TRAINING IN INTERNATIONAL STUDENT OFFICES
7
solve” (p. 203). Although career plateauing, economic downturn, and personal issues can affect retention, if proper practices of recruiting and training are implemented to obtain devoted and passionate employees, these too can be diminished. Regardless of exterior factors, training is essential to on-boarding, socialization, development, and ultimately retention. Training in international student guidance offices is both difficult and essential to human resource departments that manage them. The steep learning curve for international advisor and managerial positions poses a challenge to selection, on-boarding, and retention. York (2010) points out that “The first step in creating effective training programs is to determine what training employees need” (p. 202). In international student offices, advisors and managers alike need to have an acute understanding of the various visa regulations and restrictions applicable to visiting students. Each organization might have its own practices and job parameters for their positions depending on the size and scope of the programs however. This necessitates that human resource departments create appropriate training programs for each position within the office. These departments also must decide whether to hire only those with direct experience with handling visa regulations, or to train employees from the ground up to expand applicant pools. Although some might view it as advantageous to hire those who already have the existing job knowledge required for the job, it limits the potential for fruitful socialization and also increases the potential for employees to become disenchanted with their positions and exit as a result. York (2010) explains that “The benefits of a training program include time savings, improved productivity, and improved product or service quality” (p. 194). When international student organizations and their partner human resource departments are willing to train new hires on basic job knowledge, it allows them to build a cohort of highly motivated personnel with the necessary skills and drive to help further the enrollment and service goals of the department. It
RECRUITMENT AND TRAINING IN INTERNATIONAL STUDENT OFFICES
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also discourages jaded job-seekers from applying. This further reinforces a positive culture in the organization, which in turn promotes retention of advisors and upper level managers. As salaries stagnate and job applications become ever more complicated, it is the onus of the employers to ensure that their methods of both recruitment and training are up to par with their rivals. “Employees on the move deserve more than an employer’s half-hearted attempt at acclimation into the new work setting, and growing organizations cannot miss the opportunity in the first three to six months to make a positive and lasting impression on their newly acquired talent” (Modern Survey, 2012, p. 4). This is true of international student offices and their corresponding HR departments. With more international student hopefuls deciding where to study, a large part of their decision could rest on the quality of support they receive from a school’s advisors. With the schools finances, global reputation, and future talent prospects on the line, these departments have more at stake than ever before. It is imperative that they build talent in their staff ranks so as to grow talent in the ranks of their students. Positive recruitment and training systems need to be integrated in order to retain top performers and to allow for functional turnover. Those hired need to both value their position, as well as understand its import. International studies is a crucial to not only creating the next generation of global minded citizens, but also training the next group of human resource managers. Human resource managers will need to be prepared for the growing diversity in talent from across the globe. With more international students completing their studies in the United States, it is them that will ultimately have the understanding in the value of foreign talent markets that is necessary for tomorrow’s human resource leaders.
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References Jackson, S., Schuler, R., Werner, S., (2012). Managing Human Resources. Retrieved from http://books.google.co.kr/books?hl=en&lr=&id=LVsKAAAAQBAJ&oi=fnd&pg=PR3& dq=human+Resources+Recruitment&ots=ufrnNPFpB5&sig=JCitN55tkEriJqrTiWqtr3oQ 8Sc#v=onepage&q&f=false Modern Survey, (2012). Fall 2012 National Norms Study: Employee Engagement’s Surprising Rise. Modern Survey. Retrieved from http://www.modernsurvey.com/pdfs/MDS_TLA_Fall_Norms_Survey-7.pdf Modern Survey, (2012). Hit the Ground Sprinting – Accelerated Performance Through Effective Onboarding. Modern Survey. Retrieved from http://www.hr.com/en/app/media/resource/_hv8nzl66.deliver?&layout=og.&mode=down load Scullion, H., Collings, D., (2011). Global Talent Management. Retrieved from http://books.google.co.kr/books?hl=en&lr=&id=3idujqo7Q7YC&oi=fnd&pg=PR1&dq= human+Resources+at+universities+and+colleges&ots=IV8K3Sjrac&sig=FB0pXi8UDteh Rzztdcwei0lpW5E#v=onepage&q&f=false Stahl, G., Bjorkman, I., Morris, S., (2012). Handbook of Research in International Human Resource Management. Retrieved from http://books.google.co.kr/books?hl=en&lr=&id=3idujqo7Q7YC&oi=fnd&pg=PR1&dq= human+Resources+at+universities+and+colleges&ots=IV8K3Sjrac&sig=FB0pXi8UDteh Rzztdcwei0lpW5E#v=onepage&q&f=false
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Strack, R., Caye, J., Bhalla, V., Tollman, P., Von Der Linden, C., (2012). Creating People Advantage 2012: Mastering HR Challenges in a Two-Speed World. The Boston Consulting Group. Retrieved from http://www.sverigeshrforening.se/Global/HR%20Rapporter/BCG_Creating_People_Adv antage_Oct_2012.pdf York, K., (2010). Applied Human Resource Management: Strategic Issues and Experimental Exercises [Kindle Paperwhite Version]. Retrieved from Amazon.com
A Cyclical Tomorrow: Recruitment and Training in International Student Offices Jason Barber HRM6020 Strategic Recruitment, Training, and Performance Management December 1, 2014
1
RECRUITMENT AND TRAINING IN INTERNATIONAL STUDENT OFFICES
2
Abstract With a surge in the number of qualified applicants due to the rise in college graduation rates in recent years, coupled with an influx of foreign talent, recruitment and training are becoming increasingly paramount to human resource departments. Both are now entrenched as critical components of a successful organized workplace. The specific methods of on-boarding and training used however, vary between organizations. Each process must fit to the needs and limitations of its host institution or business. Human resource departments for organizations that offer programs for students to study in their country of operation face exceptional challenges to creating and administering effective recruitment and training programs. International student advisors, counselors, and administrators must have a definitive understanding of visa regulations and the laws applicable to students hailing from different countries. Because of this, these departments or independent organizations are faced with the choice of either training all new employees on these laws and legal customs before assimilating them into the workplace, or hiring only those with the requisite knowledge. Although these two human resource functions are vital, it is the methods by which they are implemented in these organizations that ultimately affect retention. It is this dynamic dilemma that puts recruitment and training at the forefront of human resource management in this industry.
RECRUITMENT AND TRAINING IN INTERNATIONAL STUDENT OFFICES
3
A Cyclical Tomorrow: Recruitment, Training, and Retention in International Student Offices Recruitment is the most vital function of human resource divisions of organizations. Successful recruitment leads not only to better talent acquisition and appropriation, but also to the retention of the most efficient employees. A recent study by Boston Consulting Group (2012) displays that “delivering on recruiting” had the highest impact on revenue growth out of twentytwo human resource functions, at a rate of three-and-a-half-times higher at the most productive companies (p. 42). Although recruitment is the most vital component of the maintenance and retention of a quality workforce, employee training is also a key component to creating a cohesive and productive team. The same study explains that “on-boarding of new hires and retention” (Boston Consulting Group, 2012, p. 42) is the second most influential human resource function to organizational prosperity and financial gain. Although these are separate functions from recruiting, they are equally related to employee longevity and persistence within an organization. These figures are indicative of the pivotal nature of recruitment and training to an organization’s success. These principles hold true for the public sector as well. Human resource departments at non-profits and in the educational field have just as much incentive to hire, develop, and retain a productive workforce as income-seeking businesses have. Educational advising offices hold an especially high stake in procuring and developing individuals who are able to actively select, advise, and support students who come to the United States for foreign study. As foreign nationals flock to American universities and colleges in greater numbers, they are creating not only a vital stream of revenue for their host institutions, but also a plethora of legal quandaries for offices that are not experienced with such a large volume of applicants. It is for these reasons that recruitment and training that promote retention of qualified and efficient
RECRUITMENT AND TRAINING IN INTERNATIONAL STUDENT OFFICES
4
employees is tantamount to the future of international student programs and the human resource departments that supply them with their workforce. Maintaining an effective and satisfied staff in any business or organization is a hallmark of a well-functioning company. Reduced turnover, employee contentedness and drive, and better service or quality of goods are all benefits of such retention. In order to keep motivated and dynamic personnel from seeking better opportunities, the organization must first locate as well as hire these individuals. The base of all human resource functions begins with humans. Without people to manage, the other functions of the department are moot. Recruitment itself begins with the method of reaching out to qualified persons. Jackson, Schuler, and Warner (2012) poignantly dictate that “the only ethical approach to recruitment is to engage in an honest exchange of information with job applicants” (p. 208). In order to procure talented individuals, the hiring body must be open about what it is and what it is not. If information about the specifics of the job itself, such as position responsibilities, work environment, and workplace policies are omitted, the highest quality talent might forego applying. Supplementary information such as pay range, benefits, contract length, and union status should also be provided to the position attracts the most discerning applicants. Similarly, an organization should not overstate the reality of the position or misrepresent the parameters of the benefits or the working environment itself. Scullion and Collings (2011) explain that “Unmet expectations contribute to lower levels of satisfaction with the organization” which can be attributed to “high expectations of early years (which) are not being effectively met” (p. 122). When firms are not honest or choose to leave out pertinent information from their job descriptions, they risk losing the talent they invested their resources into recruiting. This has a negative impact on the organization’s reputation, efficiency, finances, and on the departing hire.
RECRUITMENT AND TRAINING IN INTERNATIONAL STUDENT OFFICES
5
For international student offices at universities and colleges and for independent companies that offer local study programs for foreign students, recruitment holds a fundamental role in regular operations. Because finding qualified individuals by exacting traditional recruitment methods is becoming increasingly archaic, it is vital that these human resource teams adopt quality human resource information systems to seek out talent. Finding individuals who are passionate about international students and who are also capable communicators as well as counselors is the first step in building a productive labor force. Potential job seekers must understand that a significant portion of their daily work activity would be explaining various government visa regulations to current and prospective student. They also have to record and report their information to the Student Exchange and Visitor Program set up by the Department of Homeland Security. Scullion and Collings (2011) explain the importance of the organization living up to its job advertising by pointing out that “The recruitment honeymoon is over within 6 months,” and it is during this period that employees “report the lowest intention to leave” (p. 122). As these positions require more systematic approaches than subjective ones, human resource managers must ensure that employees are familiar with the likely percentage of time used completing each delegated task. Applicants should also be aware of the tracks for promotion, or lack thereof. As Modern Survey’s Fall National Norms Study (2012) explains, the ability to “grow and develop” is one of the driving forces of engagement in the workplace (p. 4). If an employee looking to grow within an organization sees no future in it, they are likely to be less involved, and less productive in their position. Knowing ahead of time their opportunities within the office helps new hires to plan their future within the international student office, rather than exploring outside options. In order to do this, clear dialogue must be established between the program directors and managers, and the human resource department that serves them. A
RECRUITMENT AND TRAINING IN INTERNATIONAL STUDENT OFFICES
6
mutual respect must be established with the organization and its potential hires. In order to do this, Jackson et al. (2012) suggest that “a recruitment and selection timetable should be specified for applicants, and the organization should meet its self-imposed deadlines” (p. 209). When applicants understand that the international student office they are applying to is serious about recruiting them, they become more serious about working for the office. This leads the way to better socialization. Without proper recruitment, not only will the international student office suffer, but the university and the international students it recruits will suffer as well. Although not as impactful as recruiting, training and development are also crucial to employee persistence at an organization. Stahl, Bjorkman, and Morris (2012) note that “training provides trainees with a ‘theory of performance’ that allows them to understand the various performance dimensions” (p. 191). Training, if administered correctly, can help solidify an employee’s understanding of how to perform the regular and supplementary job duties. It allows them to understand what they are able to do beyond the required functions of their position. In order to do this, a training needs analysis should be done for each position to be filled. This creates a vehicle by which a proper training program can be instituted. When employees see goals to work for, they are more inclined to stay committed to the organization. York (2010) notes that “to maximize the effectiveness of training and development, organizations must constantly assess their employees’ current training and development needs” (p. 186). Training extends beyond just the socialization of new employees. It encompasses the coaching and promotional role training that occurs well into their tenure with the organization. This prevents employee stagnation, improving retention. When employees feel useful in their position, they are more likely to persist. York (2010) cautions however that “There may be organizational practices or incentives that contribute to a lack of employee motivation, a problem that training cannot
RECRUITMENT AND TRAINING IN INTERNATIONAL STUDENT OFFICES
7
solve” (p. 203). Although career plateauing, economic downturn, and personal issues can affect retention, if proper practices of recruiting and training are implemented to obtain devoted and passionate employees, these too can be diminished. Regardless of exterior factors, training is essential to on-boarding, socialization, development, and ultimately retention. Training in international student guidance offices is both difficult and essential to human resource departments that manage them. The steep learning curve for international advisor and managerial positions poses a challenge to selection, on-boarding, and retention. York (2010) points out that “The first step in creating effective training programs is to determine what training employees need” (p. 202). In international student offices, advisors and managers alike need to have an acute understanding of the various visa regulations and restrictions applicable to visiting students. Each organization might have its own practices and job parameters for their positions depending on the size and scope of the programs however. This necessitates that human resource departments create appropriate training programs for each position within the office. These departments also must decide whether to hire only those with direct experience with handling visa regulations, or to train employees from the ground up to expand applicant pools. Although some might view it as advantageous to hire those who already have the existing job knowledge required for the job, it limits the potential for fruitful socialization and also increases the potential for employees to become disenchanted with their positions and exit as a result. York (2010) explains that “The benefits of a training program include time savings, improved productivity, and improved product or service quality” (p. 194). When international student organizations and their partner human resource departments are willing to train new hires on basic job knowledge, it allows them to build a cohort of highly motivated personnel with the necessary skills and drive to help further the enrollment and service goals of the department. It
RECRUITMENT AND TRAINING IN INTERNATIONAL STUDENT OFFICES
8
also discourages jaded job-seekers from applying. This further reinforces a positive culture in the organization, which in turn promotes retention of advisors and upper level managers. As salaries stagnate and job applications become ever more complicated, it is the onus of the employers to ensure that their methods of both recruitment and training are up to par with their rivals. “Employees on the move deserve more than an employer’s half-hearted attempt at acclimation into the new work setting, and growing organizations cannot miss the opportunity in the first three to six months to make a positive and lasting impression on their newly acquired talent” (Modern Survey, 2012, p. 4). This is true of international student offices and their corresponding HR departments. With more international student hopefuls deciding where to study, a large part of their decision could rest on the quality of support they receive from a school’s advisors. With the schools finances, global reputation, and future talent prospects on the line, these departments have more at stake than ever before. It is imperative that they build talent in their staff ranks so as to grow talent in the ranks of their students. Positive recruitment and training systems need to be integrated in order to retain top performers and to allow for functional turnover. Those hired need to both value their position, as well as understand its import. International studies is a crucial to not only creating the next generation of global minded citizens, but also training the next group of human resource managers. Human resource managers will need to be prepared for the growing diversity in talent from across the globe. With more international students completing their studies in the United States, it is them that will ultimately have the understanding in the value of foreign talent markets that is necessary for tomorrow’s human resource leaders.
RECRUITMENT AND TRAINING IN INTERNATIONAL STUDENT OFFICES
9
References Jackson, S., Schuler, R., Werner, S., (2012). Managing Human Resources. Retrieved from http://books.google.co.kr/books?hl=en&lr=&id=LVsKAAAAQBAJ&oi=fnd&pg=PR3& dq=human+Resources+Recruitment&ots=ufrnNPFpB5&sig=JCitN55tkEriJqrTiWqtr3oQ 8Sc#v=onepage&q&f=false Modern Survey, (2012). Fall 2012 National Norms Study: Employee Engagement’s Surprising Rise. Modern Survey. Retrieved from http://www.modernsurvey.com/pdfs/MDS_TLA_Fall_Norms_Survey-7.pdf Modern Survey, (2012). Hit the Ground Sprinting – Accelerated Performance Through Effective Onboarding. Modern Survey. Retrieved from http://www.hr.com/en/app/media/resource/_hv8nzl66.deliver?&layout=og.&mode=down load Scullion, H., Collings, D., (2011). Global Talent Management. Retrieved from http://books.google.co.kr/books?hl=en&lr=&id=3idujqo7Q7YC&oi=fnd&pg=PR1&dq= human+Resources+at+universities+and+colleges&ots=IV8K3Sjrac&sig=FB0pXi8UDteh Rzztdcwei0lpW5E#v=onepage&q&f=false Stahl, G., Bjorkman, I., Morris, S., (2012). Handbook of Research in International Human Resource Management. Retrieved from http://books.google.co.kr/books?hl=en&lr=&id=3idujqo7Q7YC&oi=fnd&pg=PR1&dq= human+Resources+at+universities+and+colleges&ots=IV8K3Sjrac&sig=FB0pXi8UDteh Rzztdcwei0lpW5E#v=onepage&q&f=false
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10
Strack, R., Caye, J., Bhalla, V., Tollman, P., Von Der Linden, C., (2012). Creating People Advantage 2012: Mastering HR Challenges in a Two-Speed World. The Boston Consulting Group. Retrieved from http://www.sverigeshrforening.se/Global/HR%20Rapporter/BCG_Creating_People_Adv antage_Oct_2012.pdf York, K., (2010). Applied Human Resource Management: Strategic Issues and Experimental Exercises [Kindle Paperwhite Version]. Retrieved from Amazon.com
