Human resource management - Research Paper Example

? Topic: Lecturer: Presentation: Recruitment, Selection and Performance Management Employees are essential assets to any organization that strives to achieve sustainable competitive advantage and organizational success. As such, the recruitment and selection process is vital in ensuring the right employees are hired for the right jobs as a wrong recruitment can break the company. However, before beginning the recruitment process the human resource department should ensure a human resource plan is in place to avoid overstaffing or understaffing. This starts by performing a job analysis which enumerates important work behaviors and tasks required for successful performance (Bohlander & Snell, 2010). From the job analysis a job description and job specification is developed which is essential for preparing a recruitment plan and selection strategy. It also enables to prepare performance measures from which individuals performance can be evaluated against as well as in setting wages. Job analysis is thus the cornerstone of HRM as it informs all HR functions such as recruitment, selection, training, compensation, performance reviews, work plans and for legal defense (p. 152). The aim of this paper is to find a replacement for an employee who has been promoted to the next management level, evaluate his/her performance and determine pay and training needs. To achieve this, various activities will be performed. First is to carry out a job analysis and develop a job description. Secondly, is to develop a recruitment plan. Thirdly, selection strategy will be selected. Fourth is to determine how performance will be evaluated and how pay will be determined. Lastly, the paper will address training and development issues for professional growth of the selected candidate. The position that needs to be filled is that of a senior account as replacement of the manager promoted to chief financial officer. As such, the person will work directly under financial officer’s supervision. Job Analysis This is an in-depth study of the tasks and behaviors related to the position and form the foundation of HRM (Bohlander & Snell, 2010). It entails gathering information about the job by establishing the duties, tasks and activities of the job. However, predetermined steps are used to gather the information so as to ensure it is reliable and valid. This is due to the fact that an incorrect job analysis affects all the other human resource functions as they derive from it (Mullins, 2010). It means a wrong job description and job specification which translates to recruiting the people who do not match the job. The information required can be gathered through observation, interviews, questionnaires and even secondary sources such as O*NET. Observation involves a job analyst observing an employee performing the task and recording the tasks, activities equipments and materials used. Analysts can also interview persons in the same positions or develop a questionnaire for them to fill indicating their job duties, purpose of the job, tasks, equipments and materials, special health and safety concerns, physical setting and requirements for performance such as skills, education and experience, physical and mental demands (Bohlander & Snell, 2010 p. 153-154). O*NET o the other hand, has already job descriptions of 23500 occupations. The aim of conducting job analysis is to understand the job and establish essential duties and responsibilities and behaviors required for performing the job. The essential competencies are those portrayed by high performers in the same role (Searle, 2003). The first step is thus to understand the job and the second step is identifying performance behaviors as outlined above. These behaviors are then used to identify and choose essential competencies which are arranged in order of importance as shown in figure 1. Essential competencies are those performed most of the time and also required when job starts as opposed to learning on the job. The fourth step is to determine how competencies can be acquired through education, experience or training based on the background of high performers and labor market (Mullins, 2010). Special considerations are then made such as physical requirements, criminal records, licenses, occupational certificates and willingness statements. The next step according to Bohlander and Snell (2010) is to review the data obtained and ensure all essential information is included and that it complies with equal opportunity law and the uniform guidelines not forgetting the Americans with Disabilities Act which requires company to ensure capabilities are matched to job requirements and discrimination does not occur (p. 152). Data obtained from job analysis is used to develop a job description and person specification for recruitment purposes. Since the manager is conversant with the position he can fill the questionnaire and for more accuracy and diversity, give other senior accountants’ questionnaires to fill then select the most important competencies, duties and responsibilities. These will be outlined in Figure 1 below. Job Description This is “a written description of the job and types of duties” (Bohlander & Snell, 2010 p. 158). It has various sections such as job title, job identification, and job duties and in most cases job specification. This is a very important document as recruitment and selection data is obtained from it. It is also the basis for performance evaluation measures and compensation. The job specification outlines behaviors required or qualifications to perform the identified duties and responsibilities such as education, experience, abilities, interpersonal skills and physical demands (Searle, 2003; Mathis & Jackson, 2010). Recruitment Recruitment is the process of finding the qualified people to take up the job and is guided by the job description and job specification. The first step is to develop a recruitment plan which indicates the number of applicants required, competencies needed, tasks and responsibilities and the recruitment method to use (Mullins, 2010). Manager can decide to recruit within the company through transfers and promotion or from external sources such as advertisements, internet, employment agencies, and employee referrals. Whatever the case, EEO laws should be adhered to s well as disabilities Act. In this case, an experienced person is required and as such external recruitment will be used. It will also enhance diversity. Potential candidates can apply on-line by filling out a questionnaire placed on the company website. To avoid litigation, questions concerning age, marital status, disability, religion, and sex are to be avoided unless necessary. For example, it is a requirement for all employees to be eligible to work in the U.S (Bohlander & Snell, 2010 p. 261). All information about the job is to be given so that applicants make informed decisions and not waste time. All these applications are screened and the most qualified are short listed for selection process. Selection All the applicants cannot get a place since it is only one person required thus only a few are shortlisted for selection. The selection method used should have reliability and validity so as to be acceptable and legal otherwise it may lead to appointing wrong persons. The applications forms are used to ascertain whether the individuals have the minimum requirements before subjecting them to other methods. These include education, experience, criminal records, and references (Price, 2007). Information gathered is used to develop questions for the interview. The manager can decide to use structured questions whereby standardized questions are asked to all candidates or unstructured questions whereby there are no predetermined questions. However, structured interview is preferred to avoid discrimination claims. The questions should be job-related. For example, how would you ensure accurate and timely audits? An interview is not enough especially for a position of a senior accountant. Tests such as cognitive tests and personality tests are required to ascertain the candidate’s competencies. For example, one could be given data to formulate financial statements to prove the cognitive ability of the person (Bohlander & Snell, 2010). These test intelligence, numeracy, reasoning and verbal ability. Personality tests are behaviors that match the position and are divided in extroversion, agreeableness, conscientiousness, neuroticism and openness to experience. Conscientiousness (attention to detail, responsible, dutiful) are crucial for this position. The person should also be trustworthy and honest. After the interview and tests the manager has to make final selection decision based on the results and guided by job description and specification. An offer of employment is then made to the successful candidate. The process does not end with a job offer. The manager needs to monitor progress and evaluate performance so as to recognize areas of weaknesses or strengths and put corrective measures such as training. There are many ways of evaluating a job such as management by objectives, critical incidents, behavioral rating scales, and 360 degree feedback but since the position is a bit technical in nature management by objectives is appropriate (Price, 2007). There is where objectives which are in line with organization goals are set in collaboration with the employee and performance measures established. For example, a goal may be to achieve financial returns of $500 m by the end of the first quarter. The senior accountant must work hard with his team to ensure this target is achieved and if not then the financial controller can take corrective measures. However, if it is achieved the individual and the team deserve to be compensated or rewarded either financially or non-financial such as recognition. These performance targets also determine the pay for the position. Besides basic pay, holder can be given a bonus or shares based on company profit thus performance-related pay. However, some companies pay employees based on knowledge or skills or task difficulty but on this case pay will be based on performance. This enhances motivation and engagement since the employee knows his efforts will be rewarded. The pay should be in line with offerings in the labor market to avoid turnover and low productivity due to dissatisfaction. Unsatisfactory performance needs to be looked into and measures taken to rectify the situation. One of the ways to do so is to train the person on areas where there are difficulties. Training and development is not only needed by poor performers but a learning organization trains individuals continuously to promote their growth as well as organizational success (Cardy & Leonard, 2011). This can be done on the job or training courses outside the organization so as the employee can keep updated with new skills resulting from technological advancements. Training should be aimed at developing all areas of the employee’s life. JOB DESCRIPTION FOR A SENIOR ACCOUNTANT JOB TITLE: Senior Accountant Division: New York Department: Finance Job Analyst: Financial Controller Date Analyzed: 16.05.13 Report to: Financial Controller Job Code: Date Verified: 17.05.13 JOB STATEMENT Ensures maintenance of accounting principles, practices and procedures; year end audit preparation; support budget and forecast activities; ensure accurate and timely monthly, quarterly and year end close; process pay transactions; monitor and analyze departmental work; advise staff on accounting issues, training to new and existing staff, handle personnel issues in the department. ESSENTIAL FUNCTIONS 1. Develops and maintains accounting principles, practices and procedures to ensure accurate and timely financial statements 2. Work with controller to ensure a clean and timely year end audit 3. Ensure an accurate and timely monthly, quarterly and year end close. 4. Ensure the accurate and timely processing of positive pay transactions. 5. Supports budget and forecasting activities. 6. Monitors and analyzes department work to develop more efficient procedures and use of resources while maintaining a high level of accuracy. 7. Advises staff regarding the handling of non-routine reporting transactions. 8. Provide training to new and existing staff as needed. 9. Handle personnel issues relating to staff conflicts, absenteeism, and performance issues. JOB SPECIFICATIONS 1. Bachelor of Administration with an emphasis in accounting 2. Membership to an accounting professional body 3. Five to seven years prior supervisory experience in the financial reporting/general ledger area. 4. Computer proficiency skills 5. Strong verbal and written communication skills. 6. Strong interpersonal, supervisory and customer service skills required. 7. Ability to multi-task, work under pressure and meet deadlines required. 8. Conflict resolution skills ad ability to make decisions. Figure 1: Job Description for a Senior Accountant References Bohlander, G. W and Snell, S.A (2010). Managing Human Resources. Mason, OH: Cengage. Cardy, R., Leonard, B (2011). Performance Management: Concepts, Skills, and Exercises. 2ed. New York: M.E Sharpe, Inc. Mathis, R and Jackson, J. (2010). Human Resource Management. 13th ed. Mason, OH: Cengage Mullins L. J. (2010). Management and Organizational Behavior. 9th ed. FT/Prentice Hall Price, A. (2007). Human Resource Management in a Business Context. 3rd ed. London: Thomson Learning. Searle, R. (2003). Selection and Recruitment: A Critical Text. Milton Keynes: Open University Press. Read More