I am interested to know what type of organization you are attempting to formulate an HR strategy. Manufacturing (products, multi-plant operation, etc.); Financial (Bank, Broker, Mortgage, etc.); Service (Transportation, delivery, cleaning, etc.); Government (State, Federal, local).
How much experience do you have in the type of organization you are currently in?
Are any of your employees represented? Name of Union representing them. If represented, when does the labor agreement expire?
Before you begin to embark on any organizational change, I recommend that you develop an overview of your vision of the role of HR in the organization. Then arrange for a meeting with the President (Owner?) and whoever hired you (if it wasn't the President) to present your plan and ask for critique and input. You need to get their 'buy-in' before you continue. You need to know, from the start, how committed Senior Management is to making the drastic changes you are contemplating. The initial meeting and subsequent follow-up meetings will provide you with the level of approval/commitment/support for your plan. (As they, or he, as the case may be, begins to inject some ideas/changes, the plan becomes his/her plan and thus has a built-in mechanism for approval.)
The next step is to arrange an "introductory meeting" with the President's direct reports and the next lower level, i.e. Vice-presidents and Directors. The purpose of this meeting is to introduce the plan and enforce the idea that the old ways of doing business need to change for the organization to continue as a viable operation. No longer will different Departments interpret Company Policy, that's HR's job. HR will begin to act as a resource, a consultant, an expert in everything from Affirmative Action to Safety/Worker Compensation.
I think the major problem you have is turnover - 50% (per year?) - is extraordinarily high. Theoretically, you have a new workforce every two (2) years. That is not acceptable, especially when it costs between $20,000 and $30,000 to replace an employee. Even then, the return on that investment is years away unless the new employee has skills and experience which are far above those of your former employee. You must find out what the root problems are. Why are people leaving the organization - compensation, benefits, recognition, problem-solving, communications, respect, participation (ideas solicited and acted on), favoritism, lack of challenges, other issues?
To get an understanding of the reasons people are leaving the organization, you have to survey (ask) them (salaried as well as hourly).
Survey questions should be open-ended, allowing the ex-employee latitude to express his/her feelings. One question might be: "What changes would have to be made before you considered re-applying at ABC Co.?" Another would be "Would you encourage a family member/relative/friend to apply for work at ABC Co.? WHY: "
Other questions should address major issues, mentioned above, as well as safety, shift selection, and working conditions.
Mail the surveys to ex-employees who have departed voluntarily within the past two (2) years, deleting those who have not accrued more than 60 days of seniority. Enclose a stamped envelope self-addressed to: Consultant, PO Box xxx, Yourtown, State, Zip. Respondents will believe that a neutral 3rd party will be receiving and analyzing responses and formulate recommendations/action plans for Senior Management.
This perception will allow the respondents to be more open and forthright.
Remember, that if you don't uncover the root cause of the high turnover experienced by your organization, the other relevant items that Ajmal laid out will be of no consequence.
Don't get discouraged if the response is low. I've read that the average response rate for all surveys is between 5-7%.
Addressing Recruiting/Selection I would recommend a simple straightforward approach: "ABC Co. is looking for a few good employees. Available positions are: _____________________. Experience preferred but will train the right person. Interested parties should mail their resumes to: HR, ABC Co, 123 Main Street, Yourtown, State, Zip, or come in and fill out an application. To learn about our alternative interviewing project, call XXX-xxx-xxxx. WE DO DRUG TESTING. eoe."
The "alternative interviewing project" is merely an "after-hours" process whereby candidates who are presently working can submit applications without taking time off. Such "project" is usually effective if held Friday nights, from 7 - 9:30 PM, and all day Saturday (10:00 AM - 7:00 PM).
In addition to the above, "flyers" can be distributed in neighborhoods - supermarkets, barber/beauty shops, houses of worship, etc. - with the same information as in the formal advertisement.
The 1st Step in the interview process is usually "screening", separating the wheat from the chaff. That's HR's job. Next, the initial interview, that too is HR's job; the second interview, with a representative from the Department. Depending on the position, it could be a supervisor or the Department Head. HR should "sit-in" on the interview to assure that no EEOC violations occur.
At each step, a summary of the interview should be reduced to writing, in the event a candidate claims a violation of his/her employment rights.
Recruitment & Selection
Employment Policies and Procedures (Statutory Compliance)
Personnel Files & Record-Keeping Issues
Employee Relations Issues
One he didn't mention, and I'm sure it was an oversight, was Safety. Employees must be aware that Management is concerned about their safety. Management must also be aware that an unsafe workplace could be a major cause of turnover. In addition, the hidden cost of workplace accidents in terms of lowered morale and loss of production makes Safety a "bottom-line" issue.
Otherwise, the slogan "Employees are our most important asset" is without meaning.