Recruitment and Human Resource Management - Essay Example

Human Resource Management al Affiliation) Recruitment and Induction Processes One of the greatest assets that employers have is their staff. The correct recruitment and induction processes and procedures are fundamental in ensuring that the employees have the most comfortable way that introduces them to an organization’s framework. Consequently, the organizational success is relatively dependent on acquiring the right number of human resource, who have the relevant skills, prowess and capabilities. Therefore, the organization has an obligation to put in place human resources personnel that is dedicated in overseeing such delicate and vital processes. Either way, the organization may devolve such duties to managers and supervisors, depending on the organizational structure and the nature of the vacancies. Relevance and qualification is the first principle that guides the process of recruitment (Connell and Teo, 2010). In organizations that are successful, the recruitment process must look into the enrollment of people who have the relevant qualification details that suit a specific vacancy. The recruitment of the wrong people often leads to increased turnover of the employees, poor morale amongst the existing workforce and increased costs incurred by the organization due to employee inefficiencies. The relevance in qualification, therefore, acts to settle on recruitment methods that are efficient in terms of costs. Similarly, a good recruitment process is guided by effectiveness. Whereas organizations prefer the most cost effective procedures, it is also necessary for these organizations to produce adequate and suitable candidates without settling on more than required numbers. This requires the human resource management team to be effective in subsequent identification of the suitable recruits in a vacancy. This helps to save time, and eliminates the bureaucracy associated with the micro management of the recruitment process. In most organizations, the equality and fair treatment of all the employees is a motivational factor that instigates good working relations and competitiveness amongst the employees. It must be noted, nevertheless, that for fairness in the treatment of employees, the recruitment process must start by being fair. It is upon the organization to make significant efforts in ensuring that the process of recruitment is fair. The process of recruitment begins with the description and specifications of a job, to highlight the main purpose and tasks of a job. Thereafter, the person specification enables the organization to determine the ideal qualifications that declare an individual a prospective candidate for the job (Holland et al., 2012). The organization discusses the wage range of the suitable candidates depending on the person specification. At this point, the organization puts up vacancies that attract candidates on various media and platforms, with the necessary supply of application forms at strategic places. The human resource management team then analyses these forms before inviting the qualified candidates for interviewing. After the selection of the suitable candidate from the interviewees, the procedure of induction follows. Induction is a process that aims at familiarizing an employee with the organization’s processes and the nature of the job. A good induction process should be open and interactive, to make the new employee be acquainted with co-workers easily. The process should also be relevant and specific on the standards and rules that guide the operational framework of an organization. The process should be safe and considerate on the employee’s working conditions. The period that the induction process takes depends on the size, nature, and standards of the organization and the job. The process, though not formal, is a good way to ensure that an employee blends into the organization comfortably. The employee will first meet and talk with fellow colleagues. This interaction process should be friendly and focused on the experiences of the new colleague. This process should be open to questions, and subsequent discussions on the nature of the organization. Thereafter, the new employee is introduced to the rules of the organization. Organizational storytelling is a good way of instilling the organization’s principles to the employees (Taylor, 2011). The organization should also inquire about the health of the employee, which may prohibit him/her from undertaking some activities in the organization. The employee should be informed about the possible availabilities of different working shifts, depending on the nature of their jobs. The process also requires practicality on the side of the employees, allowing the individual to undertake experimental training on how to operate certain machines, or how to relate their specifications to certain duties allocated to them. HRM in the UK hotel industry The value of the hospitality industry in the UK is significant to the economic growth of the UK. Given the worldwide increase in the demand for international tourism and travel services, many of these companies consider internationalization as the major identity for the competing hospitality companies (Eade et al., 2005). This situation prompts many of the British citizens to acquire employment overseas, posing many challenges that define the nature of international business. The tight labour markets obligate the human resource management to evolve based on the requirements of the international employees, and on the nature of competition in this vast sector of the economy. The character of the labour markets enables people to find jobs with relative ease, considering the fact that the qualification of people in the hospitality industry is relatively high. This provides the first contemporary issue, that of giving the employees direct influence and power over the managerial decisions that affect their operations. Technology is revolutionizing every sector of the UK economy, and the hospitality sector is no exception. With the increased innovation in the production processes of the global hospitality industry, the UK industry is moving with the trend (Boroughs, Palmer & Hunter, 2008). Currently, the conversance with technology is a key qualification determinant in this industry, as many employees in this industry struggle to keep in terms with the current technological upgrades in most hospitality companies. Similarly, the old employees in the companies are challenged by this trend, as technology is more suitable and friendly to the younger generation. The HRM, therefore, is under obligation to consider technological conversancy in the recruitment process. Regulation of the job market in the hospitality industry is a provision that eliminates all the discrimination in the process of recruitment of employees. Previously, this industry was free of regulations, but with the current legal frameworks, such discrimination as age, race, and physical inability are abolished (Holland et al., 2012). This trend has instigated an increase in the numbers of employment applications, with various companies in court for being perpetrators of discrimination in the recruitment processes. Therefore, all companies in this industry are under obligation to adhere to these regulations in order to maintain the corporate responsibility as well as avoid engaging in court cases. Ethical awareness of Human resource management in the UK hospitality industry is redefining the nature of this industry. These companies, particularly international companies, are demonstrating increased awareness and application of ethics in decision-making processes. This trend has revolutionized this industry significantly, with many Human resource agencies considering corporate social responsibility in the process of recruiting new employees. Most human resource agencies in the hospitality sector put emphasis on the equitable distribution of employment to various people from diverse geographical and demographic settings (Taylor, 2011). Besides, the HRM focuses on other activities that indicate appreciation and dedication to the employees. The companies take into concern the employee working conditions, with regular holidays and necessary allowance that make the operations of the employee more flexible. Besides, organizational motivation through team building exercises and employee reward ceremonies define the HRM of the hospitality industry. In conclusion, the success of any company depends on effective human resource management. The government should put in place more rules that govern the HRM processes to enable more economic growth as well as eliminate employer malpractices. References Boroughs, A., Palmer, L. and Hunter, I. 2008. HR transformation technology. Aldershot, England: Gower. Connell, J. and Teo, S. 2010. Strategic HRM. Prahran, Vic: Tilde University Press. Eade, V., Boella, M., Goss-Turner, S. and Eade, V. 2005. Human resources management in the hospitality industry. Amsterdam: Elsevier/Butterworth Heinemann. Holland, P., Sheehan, C., Donohue, R., Pyman, A. and Allen, B. 2012. Contemporary issues and challenges in HRM. Prahran, Vic.: Tilde University Press. Taylor, S. 2011. Contemporary issues in human resource management. London: Chartered Institute of Personnel and Development. Read More