Human Resource Management Project, Recruiting and Selection - Essay Example

Human Resource Management Project Introduction Human resource management competencies have come to the front in the wake of certain crucial alterations in a company’s structures, the number of human resource personnel, and the required competencies. These alterations are in response to the various setbacks and chances brought about by the new global economy. Both the private and the public sectors are trying to define the human resources function in terms of their roles and focus in question. Hence, we must try to use them as viable tools to aid in reformation and the process of rebuilding the human resource function for a firm. Moreover, in the new concept of business environments, the various strategies, functions and objectives related to it play crucial roles towards developing various reforms and actions in the human resource workforce. This is because they do provide proper and standard way knowing and determining employees alertness, his or her skill level, their performance (Boroski, 1996). It also serves as an initial point for making certain strategic changes to employee awareness. This is why firms and organizations, are currently utilizing such actions to streamline the workability of the human resource department of a company. For one to succeed, he or she must put in considerable efforts so as to aid him to produce favorable results in the long run. Furthermore, it can be true to say that, performance and crucial results can lead to reorganization and increased human resource consolidated operations. Technology is one of the other most crucial resources that shape the human resource department. Proper use of it would promote efficiency and effectiveness in the delivery of service by the human resource management (Friel, 1999). Recruiting and Selection The government and human resource strategies can be geared towards the process of modernizing, upgrading the quality of services, satisfaction of the citizen, the ease of mobility and the level of flexibility of the personnel, the quality of work done, and the various management developments that may come. Human resources such as recruitment and selection are hence vital in supporting such strategies, and not forgetting developing persons who bring to a firm, the vital skills, and competencies to achieve such strategies (Champy, 1993). Moreover, in order to attain a specific level of the quality of services and the intensity of innovation, correct persons should be identified and developed towards attaining this goal. The main objective is to achieve more and better employment in a more changing, innovative, and attractive place of work. Recruitment Recruitment is actually vital because other human resource policies are highly dependent on the efficiency of this process. One of the human resource setbacks is identifying, motivating, and retaining talent and innovative skill. The process of recruitment tends to attract the correct skills for a certain job. Explained in terms of the public and private sector, the public service has to compete inevitably with the private sector in the search for a certain skill in the workplace. This process of searching is vital to compete for a mass of numerous talents, and only target the key individuals, hence focusing on continued development of persons who may end up as leaders of the future. The society, is requesting persons to do more work so as to not to succumb to current financial and economic challenges in the market. However, fewer people have the right combination of skills and talent, which firms need. Thus, human resource has to have a correct grasping of government issues, they have to locate necessary talent and skill that would help them achieve their goals, must develop and try to retain such talent. Difficulties in Recruitment and Selection Process Based on the previous assignments done, it is evident that certain crucial difficulties arise in the process of recruitment and selection in a company. Recruitment difficulties during the recruitment process arise, and difficulties in recruiting specialized profiles is a key issue here. Generally, certain profiles in certain areas are difficult to recruit. This may hence have an effect on the governmental and the human resource strategies that can be on target. It affects matters dealing with modernization, and not forgetting innovation. For some certain countries, recruitment at the positions of senior management and senior government positions tend to result in problems. Take for instance, countries having extremely decentralized and efficient human resource organizations, in position oriented system; here recruitment setbacks are less reported (Homestay, 1999). It is evident that respondents state that normally, they can be required by law, to publish vacancies for their civil servants. Employment in the public sector, is as a law, based on public announcement of a certain vacant position this ensures a higher level of transparency so that all citizens of a country who meet the needed conditions have the chance to apply for the position. The government sets down conditions for notices of the vacant positions. This partially tries to explain the reason why, difficulties in the recruitment process, takes longer and is inefficient in the public sector, compared to the private sector. For example, in Spain, it is a must for various public companies to announce a public convocation of all selection actions in their respective official gazettes. This process must be done in stages and systematically. The department in concern determines the requirements candidates must meet with so as to be successful. The Recommended Human Resource Strategy Improvements to Senior Management In making these a reality, the government and companies have to sit down and come up with various policies and strategies that when implemented, would ultimately aid in developing performance of senior management. Such actions try to discuss the importance of career management in an organization. In order to attain the status quo of an employer of choice, the government, which in this case would be referred to as the public sector, must provide progressive human resources policies, and chances for promoting and developing career to senior management level (Kamensky, 1999). In order to achieve the status of an employer of choice, the public sector must provide Challenging work, progressive human resources policies and opportunities for promotion and career development.as earlier mentioned above, on matters concerning recruitment setbacks, firms experience difficulties in finding specialists of key areas in their organization such computer experts. This issue is a concern to both the public and the private sector, because skilled personnel are difficult to acquire in the numerous professional areas. Moreover, they may be in short supply owing to the fact that there is a high level of demand for them. It is evident that firms and administrations make and implement certain career management programs for persons with high level of skills and talent, so as to be able to retain them, and hence portray a positive image of the firm to the public eye. Internal promotion is one of the numerous incentives which the company uses to entice such persons to the job. This is because it tries to award personal involvement and hard work of the people so as to motivate them to work even harder for the firm. This leads to developing a performance management cycle. Performance Management System and Appraisal When making a comparison on public and private sectors based on the previous assignments, the key difference comprises the varying approaches to career management. Seniority and high level of experience could be considered as one of the many factors that aid in advancing ones career in the private sector, and not forgetting performance actions system. Nowadays, a large number of public administrations have come up with appraisal systems and performance assessment, hence altering their career system. They play vital roles in enabling that the personnel are aware of the goals and objectives expected of them by the company. Moreover, transparent promotion criteria can be developed by the company. The human resource function is a vital factor of the human resource strategies, since it provides vital information for human resource planning and training purposes, and the communication function. The emphasis here is more on a person’s performance. This can be applied on middle and senior level management positions (Hollenbeck, 2011). In Spain, some ministries may consider appraisal analysis in their promoting of a person. Such analysis could be used as a means of knowing correct personnel for internal mobility and further training requirements. This relates with payment system, since it means that a person’s salary scale would ultimately have to be changed. Hence, such are the necessary recommendations put forward for improvement based on the analysis carried out on the Human resource strategies and options to senior management in an organization. Training and Development The employee training and development program area also play a crucial role in transforming human resource. Companies need to commit the time and resources that would allow employees to have the needed competencies. They have the various options that would assist in determining the correct kind of training and development. This would aid the employees in attaining the required competencies for the job. Human resource has certain strategies that can be used so as to make the training and development process is a success. Strategies involving proper ways of identifying, training and developing a person, are what makes human resource management to be critical for improvement of certain key departments of a firm. The proper and correct identification of such personnel, and placing them in the proper training program, actually has an emphasis in achieving goals of the company in the long run. Doing this would aid the company have its own talent and retain it for their own development (Platt, 1997). Employee Discipline While applying human resource strategies to business needs, the company needs to cultivate certain levels of employee discipline. Based on the previous assignments, it can be realized that proper initiation of employee discipline, helps to improve the morale of other employees in the firm. The positive attitude and mentality which can be cultivated based on the actions of the top most management, and trickling down to their subordinates, is indeed a crucial aspect in this area. Certain incentives may be awarded to the employees in reward for their well mannerism. This would promote the company’s image to the public. It would also boost their performance over rally. Thus, the human resource would determine how an employee should be disciplined based on the mistakes he or she commits. Discipline includes terminating a contract, demotion and dismissal from job so as to pertain investigation on a case. Such actions by the human resource promote discipline to a company (Sullivan, 1996). Compensation and Benefits The human resource plays a key role in a company. Matters dealing with compensation of employees and certain benefits are a crucial matter in the HR section of a company. Take for example, of a case of employee dismissal or termination of a contract of employment on wrongful means. It is the mandate of the human resource to cater for such incidents when they arise. The company accepts and compensates such employees. The human resource also plays a vital role in paying benefits of the employees. Benefits include retirement benefits, health insurance benefits, and other benefits. The human resource keeps proper records of such claims so as to legally pay those benefits and other compensation fees. It must hence come up with strategies that make such actions to be easier for the company. This makes the company to be honest and safeguarding employees’ trust on the company. This builds loyalty for the company as based on the data collected from previous assignments (Becker, 1998). Labor Relations One on one relation among the employees has various impacts to a company. If a company relates well with other companies, its employees relate well with the customers and the immediate society, all this would have a positive attribute to the company. An intense research on the analysis of labor research did prove that sectors reporting a high regard in maintaining good labor relations, both in and out of the workplace, tend to strive. It is evident that human resource strategies when put in action here, it makes this to be achieved in an effective way. Their actions would determine and define how labor relations are to be considered and put for the success of the company in the long run (Ramstad, 2003). Global Environment Human resource management is a vital tool towards the success of any company. Based on the previous assignments, human resource largely attributes a company making it in the global business environment. Human resource would provide a platform for gaining both comparative and competitive advantage globally among other rival companies. Human resource plays a crucial role in magnifying the image of the company globally. Struggling to fight the factor of competition is one of the crucial most important factors, which the human resource tries to reflect on. For the company to market itself globally, it must be able to provide proper incentives which would attract potential employees to the company and boost sales of the company, in the case of a business oriented company. This puts a company on the global map in terms of their success and performance abilities (Jackson, 2003). Conclusion Improving the HR function, takes a lot of time for the company. This proposal outlines crucial issues surrounding the field of human resources management of companies. It targets at aiding participants to acquire a clear image of prevailing patterns, practices and outcome. The topic of human resource strategies to support certain firm alterations is wide and advanced. This proposal tries to address all of the problems related to how much value persons inject into the public sector. Nevertheless, in an attempt to share some results and ideas, and give a wider view in terms of human resource strategies in a firm, by implementing such strategies, human resources support organizational forms of changes to identify gaps in a firm of the human resource functions. It can be determined that these policy changes play a crucial role in the development and success of a company (Lawler, 1995). Human resource department must hence come of age, develop new strategies and policies, and try to upgrade older ones so as to improve on efficiency of delivering HR service to personnel. Ultimately, this would transcend in knowing the right channels of making a company to be a success in the global environment in the long run. Making such amendments means that the board of the company must be consulted first before such changes might be made for the betterment of the company. Furthermore, outsourcing of services is hence a crucial aspect for HR. This aids in improving service delivery. The incorporation of information technology is one of the vital changes that should be made. IT makes things to be faster and actions to be done more efficiently. It would promote proper record keeping and retrieval process. References Boroski, J. (1996). Key competencies for a transformed human resource organization. London: Oxford Press. Friel, B. (1999). Civil service reforms may include buyouts, pay hikes. Milan: Oxford Press. Champy, J. (1993). Reengineering the corporation. New York: Harper Collins Publishers. Hornestay, D. (1999). The human factor. London: Oxford press. Kamensky, J. (1999). National partnership for reinventing government. Durban: Philips Press. Hollenbeck, N. (2011). Fundamentals of human resource management. New York: McGraw-Hill Irwin. Platt, Rodney K. (1997). Taking human resources to the next level. New York: Longhorn Publishers. Sullivan, J. (1996). Identifying and developing HR competencies for the future. Manchester: Cambridge Press. Becker, B. (1998). High performance work systems and firm performance. London: Oxford Press. Ramstad, P. (2003). Strategic HRM measurement in the 21st century. New York: John Willey Press. Jackson, S. (2003). Managing knowledge for sustained competitive advantage. San Francisco: Jossey-Basey Press. Lawler, E (1995). Strategic human resources management. Kingston: IRC Press. Read More