Introduction:
A Modern business environment puts pressure on the organisations to pay peculiar attention to the strategies for personnel management. One of them is the ELC or the diagrams that illustrate different phases an employee may traverse in the course of the employee’s relationship with the company. ELC knowledge is vital in talent management and enhancing employee experience which is important in organizations. the ELC, full cycle recruitment why it should be of interest, and how it aligns with other strategic areas in human resource management such as attraction and retention, engagement, and development .
1. What We Know: The employee life cycle refers to the patterns organizations use to manage their employees.
The term Employee Life Cycle is understood as a number of states an employee can have with reference to the company, starting from the moment of a primary contact within the framework of the recruitment process to the time when the employee leaves the company. While models may vary, the typical ELC includes the following phases:
Attraction: Recruiting people through branding and recruitment procedure.
Recruitment: The procedure of selection of candidates of manpower, and interviews that took place to select employees for employment.
Onboarding: Their second purpose is involved comforting the new hires assimilate into the organizational culture and offer them the foundational resources they require.
Development: Providing human resource development programs to keep talented employees motivated to better perform in their respective positions.
Retention: How to minimize employee turnover which is an important consideration for managers.
Offboarding: Monitoring how an employee gets out of the company through resignation, retirement or through termination.
An insight into each of these stages enables organisations to develop specific human resource management strategies that realise the needs of its workforce and enriches their experience.
2. Why the Concept of the Employee Life Cycle Is Important:
A good ELC should make the employees feel appreciated, hence a proper organizational structure increases productivity among the employees. When one identifies the various stages that an employee goes through, firms can develop appropriate measures to resolve issues, which would otherwise create discrepancy within organizations.
For instance, if implementing thorough on boarding can lead to significant augmentation of new employee’s morale. Research shows that these onboarding processes can reduce the employee turnover rate; workers are 58% more likely to stay with the company for three years. This is when talent management strategy kicks in and brings focus to each aspect of the ELC cycle in line with both the employee and organisational outcomes.
3. HRM and its strategies during the employee life cycle:
Elaborate information regarding the involvement of the HR teams is provided below whereby it is clear that every stage of the ELC offers a chance to the teams. Strategies for understanding all phases by the employees and the overall direction of the organisation is essential for the HR. Below are some key HR activities that align with the stages of the ELC:
Recruitment and Talent Acquisition: Actually, the first part or stage of the ELC is to recruit the right talent. When recruitment processes are well done, certain personnel are targeted with the organizational culture and the requirements of business. Better software’s like ATS and the talent management software help in the management of this phase.
Onboarding and Employee Engagement: Unfortunately, onboarding is where many organisations drop the ball and create an abrupt transition from candidate to employee. It directly reported that a well-organized on boarding program can improve employee involvement by establishing standards and expectations of employees, providing sufficient training and firms’ friendly reception.
Development and Retention: When staff members are provided for personal and professional improvement they are most likely to stay with the company. Irrespective of the type of training, development programs, career path plans those are most important to retain the employee. Retention, in most cases, will be an outcome of how organisations respond to the management of the development stage of the ELC.
4. Employee Engagement throughout the ELT:
Employee engagement is defined as the level of psychological connection that a worker has with the jobs he or she performs and the organisation that furnishes them. By commitment, the employees are not only more productive and creative but also loyal to their workplace. High levels of engagement are required throughout the ELC, to assure that the staff is leading the organisation. All the cycle stages provide opportunities for engagement, however, HR needs to constantly evaluate and enhance its approach in engaging employees.
During Recruitment: Employee engagement starts even before any employee joins the organisation to work for it. The process of having employees in place should be oriented towards the company’s policy in order to attract right workers.
In Development: Promotion or work advancement is one consideration that keeps or deters employees. Employers tend to have a higher level of engagement whenever they have a perception that they will continue to work for the company in the future.
Retention and Offboarding: Employees who are engaged in their work do not wish or plan to go elsewhere. But there is always that possibility that an employee will consider leaving and thus conducting proper exit interviews will benefit the HR teams from learning how to improve their talent management and retention strategies.
5. Recruitment and Retention:
This paper aims at determining ways through which human resource professionals can support organisations’ backbones of the employee life cycle.
Thus, recruitment and retention processes are two of the most important components within the whole concept of ELC. While the recruitment employs mechanisms that pull competitively quality talent into an organisation, the retention policies retain such talents within the same organisation.
Recruitment: Talent acquisition is much more than making a few phone calls, forming some interview questions, and placing a few ads. Employer branding, cultural fit, and communication are essential special features of today’s staffing approaches.
Retention: Thus, the process of engaging and satisfied employees’ management is a long-term process that means the focus on the key aspects such as employees’ career and personal needs, work-life balance, as well as effective rewarding systems. The important thing for organisations is to be more centred on staff retention to keep away from the incurred costs of high overturn and sustain a steady, efficient workforce.
6. The main area of focus of the management in pursuit of CIP is data collection coupled with feedback.
The Employee Life Cycle must be optimised to its fullest potential for it means that companies need to capitalise on the data and feedback they glean in their business processes. The information derived from HR analytics, include satisfaction levels, engagement etc and turnover rates. Consequently, feedback from the employees by way of talent surveys or performance evaluations form a rich source of information that can help determine how the different stages of the ELC are to be managed and modified for maximum effectiveness.
Conclusion:
The ELT is far more than simply a tool to manage employees, it’s actually the blueprint for organisations. Every phase entails possibilities for HR to improve satisfaction among its workforce, motivate employees and better select more individuals for its ranks. A firm that sets its strategy on increasing every phase of the ELC will not only attract the best talent, but also ensure that people remain motivated to forge the company’s future forward.
Thus, by implementing these measures in the light of the developed ELC model, organisations can emphasise the positive perception of the work environment and fight for the creation of the useful working conditions for both employees and the organisations’ financial performance and credit on its result’s positive impact on the whole scope of its activity.