Recruitment and Remuneration Strategies

1. Introduction
The case study of USC luring two top scientists could be a very good example of hiring great people. Along with the development of human resources, the normal recruitment processes are evolved into creative recruitment processes. Organizations change their recruitment strategies in order to get the ideal staff. Looking for talent could be a bid problem for organizations and the recruiters are employed to complete this task. The creative recruiting could help organizations to get the ideal hires. According to the successful courting two of the world’s preeminent neuroscientists of USC, the recruitment strategies and remuneration strategies should be analyzed carefully to find the creative methods USC employed (Boam, Sparrow and Wilkinson.2006).

The following sections would illustrate the critical evaluation of recruitment and remuneration strategies adopted by USC, the complement of remuneration strategies to recruitment strategies and the contribution of recruitment and remuneration strategies to USC’s strategic objectives.

2. Critical evaluation of recruitment and remuneration strategies adopted by USC Before making critical evaluation of recruitment and remuneration strategies adopted by USC, the summary of recruitment strategies adopted by USC should be summarized as following: • Building and maintaining a relationship with two neuroscientists and those close persons around the neuroscientists (Ackah,Heaton.2004). • Encouraging employee networking which involves the most senior people. • Creating organization culture where deans know janitors as well as they know their medical school faculty (Clarke, 1999).

As for the remuneration processes, the USC offered relevant benefits as following: • Firstly, Offering money and facilities;

• When knowing UCLA expanding the lab and giving the men more resources, USC top executives talked with the men and attracted the man with his life and the things that excite him. • USC’s commitment to building a world-class program, the facilities. Besides, some “softer consideration” including proximity to family and commute time for Toga and moving to Pennsylvania of family and lab staff for Thompson (Boam, Sparrow and Wilkinson.2006).

With combination of recruitment strategies and remuneration processes, USC finally recruited those two talented men.

Based on above illustration of recruitment strategies, the critical evaluation could be constructed as following: • Get in touch or building relationship with the person you want: once USC wanted to court Toga and Thompson, they just started to get in touch with them and presented their desires clearly. This is the very important start in recruiting talents. By comparisons with the normal recruitment processes, the first step of recruiting talents is definitely different from which of the normal recruitment processes. During normal recruitment processes, the first step is to get official or formal resumes from candidates (Van den Brink 2012). Differently, getting in touch with talent can provide some key information for following recruitment and remuneration strategies (Ackah, Heaton. 2004). • Maintaining relationships with talent: USC spent more than 3 years building and maintaining the relationships with Toga, Thompson and their family, lab staff. Though it looks like wasting time, it really is the key part of recruiting Toga and Thompson. Since at last, USC successfully recruited two men with life and the things they wanted, so it should be worth of building and maintaining the relationships with them and their family, lab staff.

And three years was enough for Toga and Thompson to know and realize USC’s recruiting. Maintaining relationships just makes the entire process more natural (Hardill, Watson .2004). • Encouraging people networking: Toga and Thompson are preeminent neuroscientists and they definitely have lab staff, all the thing USC did was to set the opportunity in its space. USC provides relevant opportunity in its space to attract relevant talented people. In this way, the lab staffs of Toga and Thompson also were offered relevant benefits. The lab staff networking was ensured. • Creating organization culture: actually, the most important in recruiting the men is the soft conditions (Huber and Franz. 2012). Senior people in USC created a culture where deans know janitors as well as they know their medical school faculty, which implies that the working environment in USC is flexible and commute activities are encouraged. There no rigid class differentiation in USC. The organization culture in USC can be found in the tiny things such as acquaintance between deans and janitors (Pilbeam,Corbridge. 2006).

According to the remuneration strategies adopted by USC, some points should be focused on: • Diversity or differentiation of benefits provided: at last, USC offered Toga with proximity to family and commute time and Thompson with move to Pennsylvania with his family and lab staff. Two men were provided with different benefits since each man had different desires. This action fully implies that the remuneration strategies focus on humanity and customization in USC. • Offering at least the same benefits as competitors: during an anatomy of the recruiting effort, UCLA, the competitors of USC, courted Toga and Thompson with expanding the lab and giving the men more resources. USC had to compete with UCLA so that among its offering benefits, the lab expanding and more resources giving should be made. USC must provide at least the same benefits as UCLA to Toga and Thompson. According to above critical evaluation of recruitment and remuneration strategies adopted by USC, the “softer” considerations have been drawn to attract talented people.

3. Complement of remuneration strategies to recruitment strategies Actually, the remuneration strategies can help organizations to hire the people successfully and make the whole recruitment processes more fluently (McGraw, Peter. 2009).

Cash and non-cash benefits for work should be fair enough for employee and employers, which is important to the maintain employment relationship remain strong and effective. The factors considered in determining fair remuneration could be (Webster, 2006): • The abilities, skills and
knowledge required to perform the job; • The value of the job to the organization;

• The working conditions related with the job;
• The amount of responsibility associated with the job;

When USC recruited talented people, above four factors should be taken into careful considerations in order to make fair decision. Since Toga and Thompson are preeminent neuroscientists, so their abilities, skills and knowledge required to performing the scientific research are valuable. And the value of their scientific research can contribute to the development of the neurology and medical science. The working conditions related with the job should be better for conducting their scientific work (Bakker and Arnold B. 2011). Besides, they should be very responsible with their job and their scientific results. All these factors lead to higher salary and benefit for Toga and Thompson. Based on considerations of above factors, the USC offered relative salary and benefit for these two men and the customized benefit persuaded Toga and Thompson to accept the offer from USC(Webster, 2006).

Based on above illustration, the complement of remuneration strategies to recruitment strategies is obvious as following: • In the start-up step, the remuneration strategies can help the recruitment strategies to begin. USC made the remuneration strategies first to attract Toga and Thompson’s attentions then performed its recruitment strategies. • In the final step or the key part of recruitment strategies, the remuneration strategies can accelerate the pace of completing recruitment. In the case study of USC’s luring Toga and Thompson, USC gave superior remuneration packages so that Toga and Thompson made their decisions to join in USC. USC helped Toga and Thompson to fill the gap in their experience and Toga and Thompson are hired to improve USC’s academic structure. The remuneration strategies are the important part of recruitment strategies and it can smooth the recruitment processes.

4. Contribution of Recruitment and remuneration strategies to USC’s strategic objectives Based on USC’s strategic plan, the issues existing in USC can be summarized as following (Strategic Plan of USC): • Image: the perception of USC is not as positive and strong as its reality from external and internal perspectives. The image for undergraduate education did not reflect the growth in quality achieved adequately in recent years. • Endowment: currently, it is very low for endowment per student.

The tuition is heavily dependent on the financial aid in USC. • Limited competitiveness of undergraduate students and programs: the undergraduate student and programs lack of competitiveness. A lot of undergraduate programs creates incoherence. • Faculty: the faculty is less identified. This issue would decrease the student quality in USC. • Academic structure: the academic structure is not so clear that USC can be outstanding when compared with other universities.

With these issues, USC sets its strategic objectives as following: • The first priority is to make extracurricular and professional programs of the first rand for faculty and students. • Another mission is to improve the research quality of its faculty and students. On one hand, the recruitment and remuneration strategies increase the research costs of USC and human costs. On the other hand, the recruitment and remuneration strategies definitely have contributed to the performance of strategic objectives for USC: • Recruiting preeminent neuroscientists can improve the image of USC. The results from the scientific research done by neuroscientists must be good for the medical development of whole society. In this way, the contribution to society could help USC lift its image up and build reputation. • Recruiting preeminent neuroscientists can help increase the endowment and research financial support. The financial aid can be influenced by the scientific results from USC. If USC produces more useful scientific results, its prospects should be brighter and there must be more and more people making financial aids to USC. In this way, endowment per student can be improved (Clarke, 1999). • Academic structure of USC can be altered and updated.

The present academic structure is not clear. In order to adjust the current structure, the recruitment of preeminent neuroscientists can contribute to key strengths which can improve the external recognition of USC. The redundancies and internal competitions between schools in USC could be eliminated. • The faculty can be identified from many universities. The important strategic objective of USC is to improve its faculty. In the research universities like USC, the research is an important part or core performance in university. To improve the faculty can help USC attract more and more talented people from all over the world. Its high-tech classrooms can be made full use of rather than redundant. Besides, the improvement of faculty can lead to development of interdisciplinary programs. • Management structure can be strengthened. This successful recruitment of two preeminent neuroscientists can ensure the decentralized management structure. In USC, the humanity culture can reflect the flexible working environment and decentralized management structure. The preeminent neuroscientists—Toga and Thompson were attracted by this management structure so that USC can find out the advantages of decentralized management structure. The recruitment strategies and remuneration strategies really contributed a lot to USC’s strategic objectives as illustrated above.

5. Conclusion
Based on above illustrations, the recruitment and remuneration strategies adopted by USC made the entire recruitment processes more smoothly. And the remuneration strategies adopted by USC really complemented to the recruitment strategies and helped USC successfully recruited Toga and Thompson. Besides, recruitment and remuneration strategies contributed to the strategic objectives of USC from the perspectives of image, endowment, competitiveness, academic structure and faculty.

Reference List:

Ackah, C. and N. Heaton.2004. “The reality of “new” careers for men and for women”, Journal of European Industrial Training 28, 141 – 158

Boam, R. and P. Sparrow, T. and A. Wilkinson. 2006. “Contemporary Human Resource Management. Text and Cases.” New Jersey and Harlow: Pearson Education.

Bakker, Arnold B. 2011. “An evidence-based model of work engagement.”
Current Directions in Psychological Science 20, no. 4, 265-269.

Clarke, A .1999. “Evaluation Research”, London and New York: Sage

Hardill, I. and R. Watson .2004. “Career priorities within dual career households: an analysis of the impact of child rearing upon gender participation rates and earnings”. Industrial Relations Journal 35, no. 1, 19-37.

Huber, and Franz. 2012. “Do clusters really matter for innovation practices in Information Technology? Questioning the significance of technological knowledge spillovers.” Journal of Economic Geography 12, no. 1, 107-126.

McGraw, Peter. 2009. “RECRUITMENT AND SELECTION.” Australian Master Human Resources Guide 2009, 215.

Pilbeam, S. and M. Corbridge.2006. “People Resourcing. Contemporary HRM in Practice.” London: Prentice Hall.

UNIVERSITY OF SOUTHERN CALIFORNIA. 2011.The Strategic Plan of USC. (Accessed August 16, 2013)

Van den Brink, Marieke, and Yvonne Benschop. 2012. “Slaying the Seven‐Headed Dragon: The Quest for Gender Change in Academia.” Gender, Work & Organization 19, no. 1, 71-92.

Webster, J.2006. “Proceedings of Equality, Diversity Forum: Changing Corporate Cultures.” London: Royal Academy of Engineering

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