The role of HR planning in the resourcing process - Essay Example

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Human Resource Management and Contents Introduction 3 The role of HR planning in the resourcing process 3 How HR planning should be used in the cinema scenario 5 The importance of job analysis stage 6 How the job analysis stage should be conducted for the cinema manager role 8 Justification of the choice of internal/external recruitment tools and selection techniques appropriate for hiring the cinema manager 8 Internal recruitment tools 9 External recruitment tools 9 Techniques appropriate for hiring the cinema manager 11 After attracting potential recruits for the position of cinema manager using either of the above mentioned internal or external recruitment tools, the recruitment team may us any of the following selection techniques: 11 The importance of an effective induction and appropriate retention strategies 12 Importance of effective induction strategies 12 Importance of effective retention strategies 12 The current state of the UK employment market and its effects on the resourcing strategy for the cinema manager 13 Conclusion 14 Reference List 16 Introduction The role of HR planning in the resourcing process Human resource planning helps organizations ensure they recruit the right number and the right people for the business. According to Taylor, Beechler and Napier (1996), when this process is conducted properly, it results to long-run benefits to both employees and the business itself. Presently, demographic shifts, technological changes, environmental instability and global competition have led to a new role for HR planners since resourcing process have grown to be complex than before. Ulrich and Brockbank (2005) pointed out that HR planning involves continuous and systematic process of analyzing a business human resource needs under changing conditions. In addition, it involves development of workforce policies that are consistent with long range effectiveness of a business. HR planning involves forecasting HR needs and designation of the necessary actions involved in the resourcing process such as recruitment, career development and training. HR planning helps to forecast the right numbers of employees and more so in getting the right kind of personnel at the right place within the right time. According to Robertson and Smith (2001), HR planning coordinated the enumerated elements and helps to gather resources the business needs in both long term and short term. HR planning is a vital component for organizational success in the long-run. This paper will discusses role of HR planning in the resourcing process, importance on job analysis, internal and external recruitment tools and selection techniques, importance of effective induction and appropriate retention strategies in respect of recruitment of a cinema manager while at the same time reviewing the current state of the United Kingdom employment market. The following are ways in which HR planning facilitate the resourcing process: The facilitation of pre-recruitment review is a process that involves provision of professional advice as to whether the internal staff should be taken into consideration in filling the vacant positions. A process is then followed in evaluating the staff’s suitability. The staff who were working under the former cinema manager should, therefore, be evaluated to determine if anyone is capable of filling the vacant position. The provision of guidance and expert advice is used in the initial stages of recruitment especially in defining the vacant position, preparing advertisements, advising on and identifying proper channels for advertisement among other important recruitment activities. As such, the HR planners will be resourceful in defining the roles of a cinema manager, identifying the right advertisement channels among other recruitment activities. The HR planner acts as an expert adviser to the selection committee throughout the selection process. This involves briefing the committee members on the appropriate interview techniques and providing expert advice on the necessary modalities including those associated with short listing, screening and arriving at the final decision (Wrightt and Snell, 2004). This will help in getting the most suitable person to fill the vacant position. HR planning activities are responsible for ensuring briefing materials are provided to short-listed candidates prior to the interview. This information involves the venue, employment conditions and other important information such as organizational lifestyle and above all ensuring that all enquiries are responded to prior and after the interview process. All the potential candidates for this cinema manager position should be provided with briefing materials as a way of providing them with insights about the vacant position. It is the responsibility of the HR planner to ensure that all post interview processes are managed effectively (Syrett, 2006). These procedures include those that involve transitioning the employee from the previous role to the new one and also those that will maintain unsuccessful candidates’ interest for future employment opportunities. In future organization of the resourcing process, the HR planners must reflect on the strengths and weaknesses of every selection process. With that, they will be able to come up with the appropriate procedural changes for future hiring and also provide suggestions to the selection committee such that their task becomes more rewarding and objective (Prowse & Prowse, 2010). In this regard, the HR planners should take advantage of the cinema manager resourcing process in order to improve future similar processes. How HR planning should be used in the cinema scenario As mentioned in the previous section, the key role of HR planning is to identify the right personnel for an existing job opportunity. As such, HR planning will be paramount in identifying the right person to fill the position of a cinema manager. Ideally, this position is not an ordinary managerial position that can be occupied by any manager (CIPD, 2007). It requires a person with exposure in this line of business. As such, the HR planning process with begin by stating the position responsibilities after which the HR planners will identify individuals who matches those requirements (Matthews, 1998). Following the planning process we would first seek to identify if there is any internal staff at a junior level with the capacity to fill the vacancy before embarking on external sources. This is very important as it brings morale amongst the internal staff. The planning process will then review the recruitment process to determine whether the process is effective for selection of a capable candidate to fill the vacancy. Upon contention of the process, the planning process ensures there is a proper mechanism for position advertisement to reach a wider net in such a way to maximize possibilities of reaching the right candidates. In addition, HR planning contributes by offering advice to the selection committee on the key attributes to consider when conducting interviews to determine the right candidate for the cinema manager position (Gannon, Doherty and Roper, 2012). The planning process also ensures that proper mechanisms are in place to help communicate to the potential recruits prior and after the interview process. This then ensures that the recruits have adequate information regarding the cinema manager position. It is also the responsibility of the HR planners to ensure that the new cinema manager is properly inducted and settle promptly in the new position. The HR planner will then look over the entire resourcing process to determine its areas of weaknesses and strengths so that they can use such information to strengthen future similar recruitment procedures. The importance of job analysis stage Job analysis stage is paramount in designing a sound human resource process. The information gathered at job analysis stage helps in identifying the right people to fill vacant positions as well as developing effective strategies to facilitate achievement of organizational goals. This is because it helps in defining labor needs clearly and in coordination of organization’s workforce by facilitating division of work, responsibilities and duties (British Psychological Society, 2000). Conducting job analysis helps in matching the cinema manager job with the qualities identified from various potential recruits. Job analysis will bring out specific requirements of a cinema manager role in terms of knowledge and skills. In addition, it provides factual grounds for hiring, placement, training, promotion and transfers of personnel. The most important goal for job analysis in this case is to match cinema manager job requirements with the abilities, aptitude and interests of the potential recruits. According to Kamoche and Mueller (1998), job analysis determines job performance standards. It is through job analysis that the management learns the information necessary for personnel development and management programs. In this regard, job analysis provides information necessary for developing content of the training programs for the new cinema manager as well as in checking job application information, weighting test results, interviewing and checking references in the recruitment process. It is undeniable that job analysis forms the basis of job evaluation (Noe & Gerha, 2000). Identifying the qualifications necessary for a cinema manager job and the hazards and risks involved in performing this role will help in determining an appropriate salary. Organizations evolve day by day in order to meet the present market demands (Brain, 2006). As such, they conduct employee performance appraisal on yearly basis and in this process, job analysis plays a key role in establishing standards that act as a benchmark for evaluating employee performances. Therefore, job analysis will enable the cinema chain identify an individual with qualities necessary to fill the position of a cinema manager. Lastly, it is through job analysis that the management can identify opportunities for unhealthy and hazardous conditions relating to cinema manager job for implementation and corrective measures to minimize possibility of sickness and accidents for the new recruit. How the job analysis stage should be conducted for the cinema manager role From the previous section, job analysis stage is presented as a way that labor needs are clearly identified. It is at this stage that the responsibilities of the cinema manager are clearly stated to help develop a clear cut between responsibilities of other staff within the organization. Having identified the roles that fall under the cinema manager position, it becomes easier to match the qualities identified from potential recruits with the position requirements (Noe and Gerha, 2000). In addition, the HR planning personnel gets an opportunity to match individuals aptitude, abilities and interests with those deemed fit for a cinema managerial position. Every job is evaluated on the basis of some set standards (Montoro-Sanchez and Domingo, 2011). In this respect, job analysis helps to develop standards used for evaluating the cinema manager’s performance. As a new manager in the cinema firm, training becomes paramount and through job analysis, it is easier to determine training needs for the new manager. More importantly, the organization may wish to revise the standards within which the new manager could be evaluated. As such, job analysis stage provides standards that the manager can be appraised and also helps to understand work that falls under this position for setting the salary and remuneration package. Justification of the choice of internal/external recruitment tools and selection techniques appropriate for hiring the cinema manager Recruitment tools are specific methods used in hiring potential employees in an organization. Internal recruitment involves encouraging employees within an organization to apply for job opportunities that become available. Ideally, organizations are free to post any open vacancies either internally or externally (Wright & Snell, 2004). Internal recruitment tools This section will discuss tools that are applied during the internal recruitment process. Promotion and transfers is used when an organization fills vacant positions through transferring employees from other departments or promoting them. Literally, transfer involves movement from one job group to the other and involves change of duties and working conditions as well as salary (Wright & Snell, 2004). The management of a cinema firm may decide to promote one of the junior staff to manager’s position. Job posting is another tool through which organizations hire internally. Through this method, organizations publicize job openings through notice boards and emails (Boxall & Purcell, 2003). This method could offer a candidate an opportunity for growth to the position of a cinema manager hence no need of moving to another organization in order to get promotion. Employee referrals involve the use of personal contacts to locate job opportunities. Recommendations of suitable candidates for the job role are made from serving employees. This can be one of the best tools for hiring a cinema manager since the firm can get an experienced person working in a similar position in another firm. External recruitment tools The next section will focus on some tools used to recruit potential employees from external sources. Advertising is a way an organization communicates it employment needs through electronic, print and social media. At times, organizations perform blind advertisement whereby they do not reveal the identity of the recruiting company (Armstrong, 2009). Through vacancy advertisement, the cinema firm management is able to attract a huge number of applicants from which it can screen to determine the right candidate for a manager’s position. Employment agencies are firms that help organizations recruit employees as well as helping people to locate jobs. These firms coordinate efforts between applicants and firms to fill the vacant positions at a fee. Such firms save organizations the duty of attracting potential employees and interviewing them to determine the most appropriate for the vacant position. The cinema chain can contract the services of an employment agency to hire a manager on their behalf (Robertson & Smith, 2001). Special events are a tool that employers attract a large number of people for interviews. This tool is most appropriate where an organization does not require a specific number of employees as the hired group is then trained and eventually deployed to various lines of duty (Syrett, 2006). The cinema firm can use this tool through it should only attract people working within the cinema industry. Many professional associations offer placement and recruitment services for their members. According to Ginn and Henry (2003), they help in bringing together all their members and notify them of any job openings which they are encouraged to apply. Many employers have confidence in members of professional associations therefore potential candidates have a good chance of getting hired. The cinema firm should consider approaching cinema professional associations as they are likely to find appropriate candidates for the manager’s position through this service. Techniques appropriate for hiring the cinema manager After attracting potential recruits for the position of cinema manager using either of the above mentioned internal or external recruitment tools, the recruitment team may us any of the following selection techniques: Application forms which helps in collecting written information concerning applicants work experience, education among other relevant information. Ideally, the application forms acts as a guide for employment interview and therefore the recruitment team must ensure all important information is included. Employment interview is another technique that involves information exchange between the interviewer and the job applicant (Armstrong, 2009). During an interview, the employer seeks to establish an applicant suitability and capacity to fill the vacant position. It is at this time that the interviewing panel gets a chance to probe further the information provided by an applicant through the application form. Interviews are quite flexible and the recruitment team gets an opportunity to scrutinize the applicant further through asking general and specific questions relating to the cinema industry in order to determine if an applicant is suitable for the manager’s position. Selection test is another technique that can be used in determining successful applicant for cinema manager position. According to Robertson and Smith (2001), this technique is normally used to identify applicant skills that cannot be established through an interview process. The applicants are tested and then rated on aspects such as personality abilities, aptitude, motivation and honesty (British Psychological Society, 2000). A standardized selection test can therefore be helpful in predicting the cinema manager applicant chances of succeeding when recruited. The importance of an effective induction and appropriate retention strategies Importance of effective induction strategies Induction is the process of availing information, support and guidance to new employees in order to enable them adapt to the new work environment. Effective induction strategies are important since they contribute in reduction of employee turnover. International Test Commission (2005) observed that effective induction minimizes new starter’s anxiety by enabling them adapt to the new work environment promptly. The new employees are therefore, able to reach the level of efficiency and productivity much earlier with less reliance on managers and supervisors for direction. An effective induction process gives older employees an opportunity to mentor new employees and a result of this means that the new employees feel valued, welcomed and enthusiastic as they receive guidance and support from their older counterparts. Ideally, effective induction will be critical for the new cinema manager. This is because such a person needs to identify with not only the new work environment, but also how the new firm operates and the culture of that company. Importance of effective retention strategies According to Hunger and Wheelen (2003), retaining a well motivated workforce is vital for organization success. High employee turnover is very expensive and has adverse effects to an organization. Therefore, having effective organizational strategies is one of the ways of ensuring that employees remain in the job while at the same time enhancing productivity through performance. Work environment is a primary way of retaining employees. This covers the establishment of corporate mission which the entire organization must seek to achieve, having favorable organization values and culture and also a good working environment that creates a logical, clear and consistent operating procedures and policies. Also putting in place effective employee relationship strategies ensures that employees relate well with each other and this would help the new cinema manager feel settled in the workplace and improve his or her’s relationship with other employees. Employee support strategies are another way of enhancing employee retention. According to Guest and King (2004), it involves providing employees with tools and equipments necessary for having the work done. This fact is affirmed by Aina (2005) who argues that when employees have the tools of work, job satisfaction dramatically increases. Employee growth strategies are other factors that enhance retention. This is because employees within an organization look forward to growth, development, new knowledge and skills to improve their value at the job place (Hunger & Wheelen, 2003). Lastly, an organization can retain its employees by offering them a competitive remuneration. In this regard, the management of the cinema chain should offer competitive salary to the newly recruited cinema manager in order to avoid staff turnover in search of other well paying jobs. The current state of the UK employment market and its effects on the resourcing strategy for the cinema manager The UK continues to be associated with robust employment and chances are high that unemployment could become a thing of the past. According to Jenkins and Leaker (2013), unemployment stood at 7.7% in March 2013 compared to 7.8% similar period in the previous year. There are a considerable number of people that are unemployed which is attributable to factors such as rising numbers of inactive people joining the workforce, declining demand irrespective of the rising productivity and public sector job cuts which is as a result of reduction in public spending. The Confederation of British Industry (CBI) (2013) predicts the unemployment rates will rise slightly in the year 2013, but will decline in 2014. Increased numbers of self employment and rise in part-time works led to decline in unemployment rates (CBI, 2013). Moreover, as the economy improves people will get more hours to work and therefore, no need to hire additional staff. Having such a situation in the UK job market, it means that the cinema manager position may not attract a huge number of applicants as majority of potential employees could be holding other jobs if not self employed or working as part-time staff. The cinema firm may therefore, be required to extend their recruitment net beyond the UK borders in a bid to attract qualified talents that can be suitable for this managerial position (Taylor, Beechler & Napier, 1996). Conclusion According to the present study, the HR planning process is critical in recruitment process. The planning process could help in hiring the right cinema manager by identifying the right person for the job, the right channels of advertising the vacancy among other critical processes necessary for hiring process (Robertson & Smith, 2001). Job analysis is one of the most important activities for HR management because it helps in analyzing the responsibilities under a given position, information which is then used in making varied HR decision including division of work, setting remuneration packages and also identifying the risks and hazards associated with a given job (Kamoche & Mueller,1998). Job analysis stage was found as critical in hiring a cinema manager since it could help in understanding the duties falling under this position and also in setting the correct salary for the new manager. Moreover, the study has discussed in detail the various internal and external recruitment tools and techniques for hiring a cinema manager. Aina (2005) argued that proper induction and retention strategies were found to heavily influence employees’ turnover. Properly inducted employees are likely to adapt in an organization fast while an organization with robust retention strategies can retain employees for many years. Finally, the study found current UK employment rates to be on the decline and are expected to decline further as the country recovers from the effects of global economic crisis. Reference List Aina, S., 2005. Managing Human Capital in Nigeria. Lagos: Fountain Training. Armstrong, M., 2009. Handbook of HRM practice. London: Kogan Page. Boxall, P., and Purcell. J., 2003. 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