A TECHNICAL BRIEFING PAPER 

INTRODUCTION

As an independent HR consultant, the objective of this assignment is to analyze and evaluate the existing status of Highcross Motorbikes Limited HRM concerning a selected number of aspects, namely recruitment & selection and employee voice. As stated earlier, this report and technical briefing paper focus on making practical suggestions that would address the existing challenges and resolve the company’s talent acquisition and retention problems.

Being aware of the problems existing in Highcross, especially regarding the difficulty of keeping newly identified managerial talents in spite of ensuring comparatively high salaries for them, this paper provides a review of the best practices observed in the leading vehicle manufacturing companies, including motorbike industry actors, as well as non-auto businesses.

Thus, the recommendations made in this paper are based on the integration of cutting-edge research methods and the development of new approaches to recruitment and selection processes as well as the facilitation of employees’ voice using AI methods and improving feedback tools. The purpose is to assist Highcross in building up a more efficient platform of HR strategy and involvement that will fit its long term development plan and keep employee’s satisfaction high.

EVALUATION OF RECRUITMENT STRATEGY AT HIGHCROSS MOTORBIKES LIMITED

The current recruitment approach of Highcross Motorbikes can be viewed as quite limited in its focus and does not address the complexity of the task of attracting and selecting the most qualified managerial candidates in a highly competitive environment. The use of job search websites means that the search is only restricted to websites which offer such services and thus, reduces the possibility of attracting a higher and maybe a more qualified number of applicants (Lane, Armin and Gordon, 2015).

This method is generally effective with the candidates who are actively on the lookout for new job opportunities via internet but are likely to overlook the organizational culture and futuristic goals and vision of the company (Jansson, K., 2017). Moreover, the rather plain and straightforward process of selection where interviews are the most crucial factor is inadequate in assessing the employees’ aptitudes and compatibility with the organizational culture as well as their capabilities for development within the company.

Also, weak employer branding reduces the employers’ attractiveness to passive applicants who may not even be looking for a new job but are likely to be influenced to change their employer due to a better employer brand proposition (Faliagka et al., 2012). The above observation indicates that Highcross Motorbikes appears not to be properly branding the company for employees in the specialty motorcycle industry.

However, the strategy does not even appear to use some of the contemporary recruitment methods like the social media, the word of mouth, or hiring specialized recruitment agencies in vehicle industry. According to Ventura and Bringula (2013) this does not only limit the applicants’ diversity, but it also does not account for the variety of recruitment sources may be beneficial in approach and can give a diverse pool of candidates.

Therefore, although Highcross Motorbikes has utilized conventional recruitment technique as a strategy for recruiting its employees, it has proved to have its demerits in creating a threat such as the high turnover threat and the problems of attracting standard and hardworking managers (Khan, 2017).

Thus, to achieve the goals outlined in the current growth strategy, the organisation needs a much more extensive and long-term approach to selection and recruitment that would improve the overall compatibility between the employee and the company culture as well as increase the latter’s retention rate and organisational efficacy as a whole.

EVALUATION OF SELECTION STRATEGY

 Highcross Motorbikes Limited in the past has used a rather basic strategy to identify and select managerial employees; it has advertised the vacancies through job search websites then interviewed the candidates. Although this approach is mainstream and guarantees the company’s target audience reach, it has been considered ineffective in addressing the key issues of the company.

Crucially, such an approach only encompasses basic aspects of requesting a candidate, excluding other important elements such as overall compatibility with company’s standards and values and vision for the future (Hauff, 2021). This limitation is revealed in the severe turnover problems that Highcross experiences, (new) recruited managers resigning in spite of being paid competitive salary rates for the market.

However, this focus on online job advertisements can rule out potential high caliber applicants who might not be actively in the job market but might be sourced by more intensive and elaborate methods which include industry nomenclature, head hunting and word of mouth referrals (Ore and Sposato, 2022).

Consequently, this current selection strategy and practice cannot be described as robust and advanced enough to compete for the best talents in managerial slots hence calling for a complete overhaul to meet the growth strategies of Highcross Motorbikes and to encourage more loyalty amongst the its leadership team.

BEST RECRUITMENT AND SELECTIONS PRACTICES AND APPROACHES OF HRM

These best practices are illustrated by the following companies: Harley-Davidson and BMW Motored; they all adapt their policies to current trends and share a strive to attract the best talent for managerial positions. Critically evaluating the best practices in recruitment and selection in the context of motorbike industry and related fields substantiate the need for complex and knowing change strategies.

Large and successful organisations use all the recruitment activities, including the ones that rely on prolific sources: industry-focused job boards, professional networking channels, and headhunting for executives. Organizations source the assessment centers which include situational judgment tests, group exercises, and behavioral interviews as key tests for technical accreditation as well as the organizational culture match (Vadivel and Sunny, 2024).

Also, the application of the latest HR analytics used in defining organizational success factors and forecasting candidate potential is frequently applied (Liu, 2020). This is where employer branding comes into play, with the successful organisations in terms of recruitment depicting their demand places as well as the organisational value propositions including matters like career development, flexible working, and corporate culture. Employee referral programs also increase the quality of hiring process from existing employees’ networks.

The use of AI and machine learning in recruitment processes that includes screening of resumes leading to optimization of initial interviews process (Ali, Aslam and Hafeez, 2021). However, such approaches should be achieved with candidate experience tailored to prevent candidate’s demotivation and disinterest (Freire and de Castro, 2021).

a) Innovative Recruitment and Selections Practices and Approaches of HRM

 New ideas and strategies in recruitment and selection that is present in motorbike industry and other similar industries are revamping the traditional human resource management practices in regards to talent acquisition and employee engagement. Leading motorcycle manufacturers such as Harley-Davidson motorcycle and BMW have developed advanced approaches in the recruitment procedure for talents.

They in the process of recruitment they use artificial intelligence and also machine learning mostly in the scanning of resumes and also the first interactions they use (Henares, 2020). These firms also use big data in mapping and selecting potential candidates with specific behavioral patterns consistent with the success profiles of their organizations, aside from the conventional credentials (Kato, 2019).

Some of the applications of VR (virtul reality) and AR (augmented reality) are witnessed in recruiting policies where candidates get real-life experiences remotely of some of the tasks they are expected to perform (Henriques and Winkler, 2021). Popular sites such as LinkedIn are used for the purpose of passive sourcing as it entails the direct reach out to pre-screened best talent in the market.

Also the use of social, serious games with incorporation of online quizzes/ contests/ brain teasers has also been incorporated into the recruitment processes to identify candidates’ problem solving skills and creativity without a boring routine testing process (Maharani, Taba and Reni, 2023).

Moreover, these companies pursue telling employers’ stories and demonstrating that they are innovators, sustainable, and socially responsible while aligning with the candidates’ values. Obviously, such practices not only boost the effectiveness of recruitment but also guarantee a positive outlook on the company among the candidates, which will help attract great talents.

PROPOSED HRM STRATEGY FOR HIGHCROSS MOTORBIKES LIMITED

To replace the current challenging recruitment, selection, and retention strategy, it is proposed that a combination of stragies is adopted. The RBV draws a specific attention to the impact of valuable, rare, and inimitable items that are the human resources. Hence, it would be best for Highcross to be more aggressive in their recruitment method by using social networks, career databases in specific industries related to Highcross and referrals from the current employees could easily allow Highcross to hunt out candidates who have the potential to help Highcross achieve its strategic plans and goals set out and also persons who will fit in with the culture of the organization (Marler and Fisher, 2013).

The inclusion of the competency-based assessments in combination with the behavioral interviewing is a constructive method of evaluating candidates not only by their skills but by their suitability for own organization’s culture (Umachandran, 2021). To boost retention, soial exchange theory emphasizes on cooperation that is, interaction between employees and employers (Bos-Nehles and Meijerink, 2018). Having proper organizational onboarding, action learning, and development, and career framing procedures can help maintain new managers’ psychological ownership.

Thus, introducing feedback mechanisms and suggestion schemes, and reinforcing participative decision-making, can also solve employee’s problem and increase their level of engagement. The following is a multifaceted general HRM strategy in line with research theories that could be adopted to ensure the achievement of Highcross Motorbikes’ growth strategy, hence the creation and sustenance of a sustainable competitive advantage.

 There are numerous reasons why Highcross Motorbikes Limited could derive enormous advantages from the stay interview method of manners of their general HRM reorganization, specifically taking into account the organisation’s difficulties in retaining the talented managers (Johns and Gorrick, 2016).

Generally known as exit interviews, the stay interview is conducted regularly with the existing employees, and the main goal is to learn why the employees remain loyal to the organisation and whether there are any factors that would push them to change their decision. To that end, this technique can be very useful in understanding the level of engagement of the employees in their workplace; it goes directly to the cause of turnover in organizations (Hossain, Himi and Ameen, 2017).

In most cases, exit interviews are impersonal and therefore do not necessarily reveal specific concerns employees had while working for the organization since such information is not solicited. Furthermore, the stay interviews can promote a culture of the organizational trust and make the employees feel that their ideas as well as total welfare are respected and cherished (Williamson, 2009). This approach is compatible with one of the Board’s objectives of employee participation in decision-making, which may help to address the concerns over the firm’s growth plan.

Nonetheless, for stay interviews to work for Highcross, the feedback organized must be followed by actions that show the willingness of the firm in handling employees’ concerns while making necessary enhancements of the employees’ work experience.

ANALYSIS OF THE EMPLOYEE VOICE ISSUES IN COMPANY

Highcross Motorbikes Limited currently has several drawbacks regarding the improvement of employee voice in the company. Another area where management is actively damaging itself is that informal methods of communication such as stay interviews or ‘Never, forever and always’ feedback structure is not used and some important information on employee satisfaction and areas of improvement are overlooked (Williamson, 2009).

Furthermore, there is no recognizable culture of formation and functioning of the employee’s representative committees and councils to act on behalf of the employees in the higher organizational levels and contribute to the strategic matters. In addition, the lack of regular town hall meetings or round table discussions where employees can directly engage with the management in discussions on matters affecting the company’s operations and its strategic direction also does not allow for the achievement of this criterion.

Most importantly, even when feedback is gathered, there are serious deficits in how organizations can show that they are willing to use the input, and it can thus lead to a state of disillusion and dis- engagement among the employees (Agnihotri, 2013). These gestures are absent, and there is no direct follow up after soliciting opinions from employees; this erodes employees’ confidence and makes them question the usefulness of their feedback, an area that requires improvement for Highcross Motorbikes.

A BOARD REPORT

INTRODUCTION

As an independent HR consultant, my assessment of Highcross Motorbikes Limited has identified key areas for improvement in recruitment, selection, and employee voice each crucial to addressing the company’s retention challenges. The following recommendations integrate advanced AI technologies and best practices to enhance these HR functions and support the company’s growth ambitions.

a) Recommendations for enhancing Recruitment Strategy

1. Introduce AI recruitment technologies to increase the efficiency of the recruitment procedures and the candidates’ selection. AI generally can shift through tons of data coming from the job boards, social networks, and professional networking sites to target talents that can be sought based on certain qualities (Umachandran, 2021). It also has the added advantage of shortening the time taken to fill the positions while at the same time attracting better quality candidates.
2. Use of big data analytics to determine forecast success of certain candidates and correlate such information with past records of workers’ performance and attrition (Xu and Xiao, 2020). From this approach, a channel will be established towards designing better recruitment procedures and identifying people, who are capable of working effectively in Highcross’s formal structure.
3. Employ modern techniques of branding specifically for recruitment which involves advertisement of vacancies executive in a certain demographic, domain or field of specialty (Henriques and Winkler, 2021). AI can make adjustments on posting jobs depending on the reaction of the candidates towards the job type and the specific jobs, hence, the high chances of getting the right candidates.
4. Both BMW and Ducati employ the state-of-the-art methods of candidate sourcing and talent pooling for employing the right talent (Tabatabaeifar, Haghighi and Jafari, 2022). This tool should be implemented in Highcross’s screening process to look for candidates on numerous sites such as certain industry boards, social media, and professional networks. Apart from expanding the talent pool, this approach also makes the recruitment process smoother.
5. The foremost motorbike manufacturers establish links with the schools, colleges, vocational training institutes and the associations to establish the sources of qualified candidates (Henriques and Winkler, 2021). Highcross should build such relationships to be able to tap talents at this point to fill its talent pool and also build talent pipelines or talent networks.
6. Today, using the digital marketing approaches and social media, it is possible for firms like Harley-Davidson to develop their employer branding (Wright, 2022). Highcross musts establish an optimized online platform that promotes its organizational culture, career advancement, and employees’ achievements. Such arrangements will attract the right crop of talents that hold similar goals and values as the company.

b) Recommendations for Selection Process

1. Utilize AI-based assessment tools in the selection process in order to measure candidates’ logical and analytical thinking, their emotional characteristics and compatibility with organizational culture. Such instruments can also eliminate distortions inherent in the subjective assessment of the candidates’ suitability and provide fair results.
2. Organizations should take advantage of VR technology and give job previews tangibly in their processes (Henriques and Winkler, 2021). This approach benefits both Highcross and the candidates as it provides actual simulations of the job positions and company cultures, providing subjectivity on their suitability in the company, hence minimizing cases of mismatches.
3. Regarding the use of AI in the interview processes, candidates’ responses as well as their performance can be analyzed in real time (Umachandran, 2021). Video interviews also allow using verbal and non-verbal communication patterns in candidates’ interactions as other factors to determine their fit for a position and organizational culture.
4. Organizations make use of a detailed assessment technique such as aptitude tests and role plays to determine the suitability of candidates; Triumph Motorcycles is a good example of such firms. The following: Highcross should also adopt the use of assessment centers as they comprise of simulations, case studies and group exercises aimed at revealing the candidates’ problem solving skills and their suitability to the Highcross strategic directions.
5. Various firms such as Yamaha Motor have incorporated data analytics into improving their selection processes (Hidayat et al., 2024). Highcross should incorporate data mining by using job data, candidate information, as well as former employees’ performance to enhance selection variables. This approach can therefore assist in finding out those characters and skills that would lead to success in the company for the long run.
6. Structured behavioral and situational interviews are applied by great organizations to obtain the information of applicants’ previous performance or their ability to solve the problems (Robertson and Qualizza, 2010). These techniques should be adopted by Highcross to enable consistency of interviews and the concentration on facts on how candidates approach situations in their respective positions.

c) Recommendations for Enhancing Employee Voice:

1. Use AI-based tools to obtain and process the employees’ feedback on a regular basis. Such systems should also capture sentiments, trends, and opinions with respect to the employees’ matters and their levels of satisfaction (Umachandran, 2021). In essence, the performance of feedback analysis will assist in handling the emerging problems systematically and increasing the employee’s involvement.
2. Introduce cognitive solutions for submitting suggestions such as suggestion boxes and feedback forms for employees (Hidayat et al,. 2024). AI can suggest strategies about the input and sort them out into an important and less important basket.
3. AI should be used to enhance interaction between employees and management by helping avoid secrecy (Umachandran, 2021). Employ AI chatbots as the means of responding instantly to the employees’ questions and concerns and leverage big data solutions for recognizing the possible communication challenges and resolving them immediately.
4. Various organisations including Honda have always applied pulse surveys and feedback as a way of determining the level of engagement with employees (Muniandy et al., 2020). Highcross should consider conducting a series of brief questionnaires that would allow addressing the employees’ challenges more promptly.
5. Such organisations as KTM have formulated the practice of bringing together employee advisory panels to enable them participate in decision-making (Bac, 2014). Highcross also needs to create such structures as panels or committees in the company which should include employees and would allow offering the perspectives on the significant matters and discussing the strategic processes. This ensures that employees feel as if they are part of the organization and this adds to their morale.
6. Managing organizations also apply technology to ensure that the communication process is more open and transparent. Highcross should adopt communication technologies within the company for example internal social networks and related applications to increase communication between employees and the management. Thus, some of the measures that can be taken are on how employees can gain quick access to information and how they can air their opinions.

Conclusion

Incorporating on the AI technologies and practices for the improvement of practices of recruitment, selection, and the system of hearing an employee voice in the framework of Highcross Motorbikes Limited will contribute to the major improvement of the HR functions. For instance, the firm can utilise AI in the recruitment, as well as sifting, and evaluation mechanisms so as to recruit the most appropriate employee for a given position.

AI-assisted forms of feedback and communication are useful methods to help employees have a voice in the company and, thus, should be integrated to improve employee engagement and commitment. These recommendations are meant to cope with the existing problems of retention and help Highcross achieve the outlined growth agenda and become a pioneer of the motorbike market innovation.

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