Aligning Frameworks

The business story you draw from for this activity allows you to analyze a problem and gap in a specific business context while describing practitioner and scholarly frameworks (meaning written for a business or academic audience) applicable to your identified problem. You will build on your earlier experience assessing a gap in practice by finding and assessing appropriate frameworks for a different problem and gap in practice you choose.

Employer Expectations
The following skills, which apply to this assignment, frequently appear in articles, job posts, and university reports related to what employers expect of a doctoral degree holder:

Know how to forecast and evaluate risks including financial risks, time-oriented risks, or risks that might affect professional relationships. Know how to identify procedures and methodologies that will help avoid or mitigate these risks.
Know how to filter through research data and identify relevant information. Know how to gather and understand information, and how to utilize this information to devise the most appropriate actionable intelligence.
Preparation
If you have not done so, practice choosing which framework best describes a problem and gap in the activity Practice Aligning Frameworks.

Also, review the business story for the business you chose for the Evidence for Gaps in Practice assignment or choose one of the other two businesses and view the corresponding business story.

Instructions
Select a second problem and related gap in practice from the same business story you used in your first assignment or choose a problem and gap from one of the other two businesses. Choose from the problems and gaps linked and labeled for this assignment, which relate to the assignment topics.

Research practitioner (business) and scholarly (academic) articles that inform your selected gap in practice.

Write a 4–5 page analysis in which you:

State the specific business problem and the gap in practice.
Identify two frameworks, one practitioner and one scholarly, from your researched articles that inform your selected gap in practice and provide evidence for the selected gap in practice. Discuss how they apply to current trends in the field of leadership

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Sample Answer

 

 

 

Business: Acme Widgets (Widget Manufacturer)

Problem: Acme Widgets struggles to attract and retain top talent in a competitive job market. Their current recruitment strategies are not effectively reaching qualified candidates, leading to a high number of open positions and a skills gap within the workforce.

Gap in Practice: The identified gap in practice lies in Acme Widgets’ outdated recruitment strategy. They rely heavily on traditional methods like job boards and newspaper ads, which may not be reaching the most qualified candidates who are actively looking for jobs elsewhere. Additionally, Acme Widgets might not be effectively showcasing their company culture and employer brand, making them a less attractive option for top talent.

Full Answer Section

 

 

 

Framework 1: The Employer Branding Framework (Practitioner Framework)

  • Source: Graves, P. (2017). Employer branding: A guide to attracting and retaining top talent (2nd ed.). Kogan Page Publishers.

The Employer Branding Framework by Graves (2017) emphasizes the importance of building a strong employer brand to attract and retain top talent. This framework outlines a five-step process:

  1. Employer Value Proposition (EVP): Define the unique value proposition Acme Widgets offers as an employer, including aspects like work culture, career development opportunities, and compensation packages.
  2. Employee Insights: Gather feedback from current employees to understand what attracts and motivates them to work at Acme Widgets.
  3. Target Audience: Identify the ideal candidate profiles for open positions and research the channels they frequent for job searching.
  4. Brand Communication: Develop a consistent employer brand message across all communication channels, highlighting Acme Widgets’ unique EVP.
  5. Measurement and Evaluation: Track key metrics like website traffic, application numbers, and time-to-hire to measure the effectiveness of the employer branding strategy.

Evidence for the Gap:

Acme Widgets’ reliance on traditional recruitment methods suggests they haven’t implemented a strategic employer branding approach. A strong employer brand strategy, as outlined by Graves (2017), would involve identifying their target audience and utilizing relevant communication channels to reach them.

Framework 2: The Recruitment Funnel Framework (Scholarly Framework)

  • Source: Attracting, recruiting, and keeping the best people: DeWan, J., Bergmann, T., & Spencer, D. (2000). Human Resource Management Review, 10(1), 39–64. [invalid URL removed]

The Recruitment Funnel Framework by DeWan et al. (2000) emphasizes the importance of optimizing each stage of the recruitment process to maximize the efficiency and effectiveness of attracting top talent. This framework outlines a series of stages:

  1. Source: Attract a large pool of qualified candidates through various channels like online job boards, professional networking sites, and employee referrals.
  2. Screen: Effectively screen resumes and conduct initial interviews to identify candidates with the necessary skills and experience.
  3. Assess: Utilize in-depth assessments, including technical skills testing and behavioral interviewing, to evaluate candidates’ suitability for the role.
  4. Select: Make informed hiring decisions based on a comprehensive assessment of candidate qualifications and cultural fit.
  5. Onboard: Integrate new hires effectively into the company culture and provide them with the necessary resources to succeed in their roles.

Evidence for the Gap:

Acme Widgets’ focus on traditional job boards suggests a limited approach to attracting a wider pool of qualified candidates. The Recruitment Funnel Framework highlights the importance of utilizing various channels to reach a broader audience (DeWan et al., 2000). Additionally, Acme Widgets might not be conducting comprehensive assessments, potentially leading to hiring candidates who lack the necessary skills or who are not a good cultural fit.

Current Trends in Leadership:

The frameworks discussed above align with current trends in leadership that emphasize the importance of a talent-centric approach. Leaders are increasingly recognizing the value of a strong employer brand and are actively involved in attracting and retaining top talent.

Furthermore, leadership practices are shifting towards a more data-driven approach. The frameworks both emphasize the importance of measuring and evaluating the effectiveness of recruitment strategies, allowing for continuous improvement and alignment with current job market trends.

Conclusion:

Acme Widgets’ outdated recruitment strategy creates a gap in attracting and retaining top talent. The frameworks discussed, the Employer Branding Framework and the Recruitment Funnel Framework, provide a roadmap for addressing this gap. Implementing these frameworks alongside current leadership trends that focus on building a strong employer brand and utilizing data-driven recruitment strategies will position Acme Widgets for success in the competitive job market.

 

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