Evaluation of Agency's Human Resources Management - Research Paper Example

Evaluation of Agencys Human Resources Management Evaluation of Agencys Human Resources Management Human resource management deals with refinement and development of systems of human resource for them to be consistent with the strategies and missions of the organization. For an organization to acquire and subsequently retain an employee equipped with an excellent expertise and an innovative knowledge, it must have a set system of selection that can identify the brightest and the best staff. Additionally, the selection system must possess characteristics of a system that encourages staff to join, stick, and continue developing themselves (Berman, 2012). Human resource also entail resource alignment whereby it integrates decisions concerning people and the outcome that the organization is striving to obtain. This paper will seek to develop an in-depth analysis and evaluation of the selected agency’s human resources management systems and processes and then provide recommendations for improvement. Human resource processes Ray Consortium is an agency located in the US. I did a research that revealed that this agency has processes and systems that intersect between information technology and human resource management. One of the agency’s major components of human resource processes for hiring and retaining is the enterprise resource-planning package (Department of Administration, 2004). In this package, the agency merges human resource management as a doctrine with its basic human resource processes and activities, within the field of information technology in particular (Lawler, 2004). With the emergency of enterprise resource planning software, this agency added its crucial components of planning to incorporate data processing systems programs that standardize routines and integrate information from and within various applications towards a single universal database (Briscoe, Schuler, & Tarique, 2011). According to the human resource manager of Ray Consortium, integration of enterprise resource planning as a major component of the agency’s human resource system facilitated faster and easier linkage of the agency’s human resource modules and financial modules. Furthermore, this agency has a performance appraisal process that evaluates employees’ performance, capabilities, and abilities and provides a systematic platform for rewarding. This procedure aims at motivating, mobilizing, and fostering their zeal towards their respective jobs (Lawler, 2004). In identifying predecessors of different sections of the agency, this agency uses modules of human resource that link performance of an employee through a single database that provides the most important distinction among the proprietary and individually developed predecessors. This procedure makes the enterprise resource planning and development application both flexible and rigid. In order to acquire and retain the best employees with excellent skills and knowledge, this agency devised a recruitment system called the Talent Management systems that typically encompasses things like identification of potential applicants, recruitment via company facing listings, and recruiting by the use of online means which market to both the applicant and recruiters (Berman, 2012). According to analysts, this process has the best means of acquiring the best employees, since it makes the overall acquiring and retaining process competitive. Implications of the Human Resource Workforce After analyzing the existing processes, systems, and components of the agency’s human resource, this paper established that there have been identical cases of success due to planned methodologies of facilitating work. For instance, presence of learning management systems within this agency contributes to concurrent increase in productivity, delivery, invention, and incorporation of diverse measures of ensuring competitive workforce (Lawler, 2004). Additionally, due to its well-trained and equipped workforce, the agency was able to establish a board that maintains a competitive exposure of availabilities. As a result, this competitive exposure gave rise to the establishment and development of a sensitive and dedicated Applicant Tracking System or simply the ATS module. According to the collected data, presence of Talent Management Systems and Applicant Tracking Systems made things easier as the human resource management purposes and functions transformed the agency’s compensation, evaluation, recruitment, and placement activities (Briscoe, Schuler, & Tarique, 2011). This in turn enables the agency to acquire the most competent workforce, which, on the other end, produces quality products at a considerable cost, time, and other essential aspects of production. Currently, the agency recruits employees via a means of personnel usage analysis within the organization and partially via online recruiting sites. Analytical evaluation of these recruitment systems shows that the processes are competent, hence helps the agency acquire and retain a competitive workforce (Berman, 2012). This is because of the fact that the significant cost that it incurs while maintaining an organized effort of recruitment, which involves cross posting across and within general industry, goes to the specific job boards within the industry. This plus many other factors that fall under this category make the production of goods and services more manageable and administrable due to the workface exposure (Christensen, 2006). Moreover, studies indicate that the current implications of the human resource workforce encompass improved time and attendance, appealing and transparent performance appraisal, cognitive benefits administration, strict scheduling, and employee self-service. Succession Planning for Human Resource Management Fact-findings highlight that good human resource management is crucial and essential to maintaining a high overall height of performance and retaining staff in a healthy agency. Therefore, an effective human resource management is one of the vital building blocks of any comprehensive human resource improvement strategy (Briscoe, Schuler, & Tarique, 2011). In order to improve the agency’s workforce, some managerial and professional skills as well as competencies need to be addressed. First, the agency needs to work on how it can easily access its employees’ information. To get solutions towards improving human resource management processes and systems, the agency must come up with a procedure that has the ability to access employees’ data any time the agency needs it and with relative ease. It is also recommendable that the agency sets up an instant mode of accessing any employees’ payroll information (Lawler, 2004). Access of employees’ information whenever the agency needs it enables businesses to make sound and necessary decisions aimed at improving the human resource processes of an agency. Improving an agency’s human resource management systems will also encompass control of employees’ information. Documented evidence asserts that providing the best means of access and control of information regarding employees ensures that a business works faster, more efficiently, and smarter. However, this works as long as only the authorized personnel accesses the information. Another recommendation suitable for improving human resource management involves direct deposit. Direct deposit acts as a great mode of improving an agency’s human resource management of workforce, as it creates ample and more time for a business. Introduction of direct deposit will improve competence within the agency, since there will be no need for signing or printing of checks, which is a factor that helps slash down time spent on payroll (Berman, 2012). The agency can prepare itself for these recommended means of improving human resource management systems by setting up platforms that create sense of change but await implementation. In this scenario, the agency employees can integrate human resource solutions in improving resource processes (Briscoe, Schuler, & Tarique, 2011). This will, on the other end, draw attention that allows employees the opportunity to develop means of achieving their full potential. Allowing for room to create systems of increasing or improving human resource capabilities can help integrate the applications of the new changes aimed at improving skills, competencies, and professions of the agency by allowing entry of information at once. After drawing attention and creating awareness within and among employees, it is now an effective time to introduce compliance (Lawler, 2004). Ensuring that the agency complies with the relevant requirements as set out by the government makes employees understand changes and the need to comply. This instills a sense of responsibility and compliance, hence facilitates incorporation of the intended changes within the employees and the agency as a whole (Department of Administration, 2004). Research consultant The relevant title that accords this type of consultancy is a research consultant. In this position, the main goal of carrying out the consultancy task is to identify the existing aspects of human resource in this agency and formulate procedures and systems that can improve the standards of the human resource management (Christensen, 2006). In this position, many agendas aimed at improving the agency’s human resource activities and processes as well as systems lie here. As such, devising methods of boosting employees’ morale and encouraging competence are factors that crop up on daily bases. Thus, my responsibility as a research consultant is to come up with unique and indifferent activities that enhance employees’ zeal towards work (Briscoe, Schuler, & Tarique, 2011). For example, encouraging the agency to incorporate activities such as contests, sharing of news, offering employees extra vacation time, and communicating meaningfully and regularly with employees can help improve the capabilities and morale of the agency’s workforce. The major specifications that one requires in order to be able to carry out research consultancy include ability to perform greatly in human resource management, carry out prospects on behalf of the agency, prepare time and attendance schedule, administer benefits accordingly, appraise performance, be in a position to record performance, and manage human resource information systems (Christensen, 2006). Besides, this position also requires a consultant to exhibit professional skills and competencies as well as efforts of putting in place criteria for absence management in an agency. This facilitates continuous improvement, efficiency, and effectiveness even in absence of the relevant supervisor or department manager (Berman, 2012). One of the ways in which this agency will use research consultancy is in identifying more means of improving and evaluating performance of the human resource management and systems, processes, and procedures. Secondly, the agency will use this position to determine and establish ways of rewarding employees, hiring, and retaining competent staff (Briscoe, Schuler, & Tarique, 2011). In conclusion, human resource systems and processes are components that cover many other human resource aspects ranging from application to retirement. Nevertheless, this paper managed to address data concerning human resource systems improvement and enhancement as well as record basic demographic ways of ensuring success in an agency. Apart from that, the paper shows human resource management modules and aspects also incorporate skills and capabilities management, development and training, selection, planning of compensation records among other activities (Christensen, 2006). The recommendations provided indicate that improvement of an agency’s human resource management can come through the creation of leading edge systems that have the ability to provide ways of reading applications and entering the relevant data into the applicable databases, providing position control, providing position management, and notifying employers about any instant or future changes. References Berman, E., Bowman, J., West, J., & Van Wart, Montgomery. (2012). Human resource management in public service: paradoxes, processes, and problems. London: Sage Publications. Briscoe, D., Schuler, R., & Tarique, I. (2011). International human resource management: policies and practices for multinational enterprises. London: Routledge. Christensen, R. (2006). Roadmap to strategic Hr: Turning a great idea into a business reality. New York: AMACOM. Lawler, E. (2004). Human resources business process outsourcing: Transforming how HR gets its work done. New York: John Wiley & Sons. Department of Administration, (2004). Small agency resource team: Human resources procedure guide. Retrieved on May 24, 2012 from http://www.admin.state.mn.us/documents/smart_manual/smart_hr_procedure_manual.pdf Read More