Recruitment and Selection, Performance and Appraisal - Coursework Example

Human Resource Analysis: Name: Institution: Date of Submission: JOB DESCRIPTION Introduction Julius, works as a Human Resource Manager in an Organization based in the United States of America which is a Nongovernmental. His main duties are to promote the values of the human resource by planning as well as managing other related programs. He is also given the resiponsibility of directing the company’s staff. His other responsibilities in the company involve recruiting, selecting, coaching, orienting, disciplining the staff, appraising, reviewing the staff job contribution and planning. He carries out the duties that pertain developing the entire human resources operations and estimation of the financial strategies dealing with the estimation, and the forecasting requirements. This job therefore requires that he should dearly embrace and support diversity (Bontis, 2004). He should also be very conversant with the laws that deal with employment and be able to communicate fluent English and audible enough to address employees. He should also be in a position to carry out employment task without biasness or discrimination among the employees. Julius has served in the same capacity of Human Resource Manager for a period of five years. Workforce analysis This involves the process of identifying the current and the anticipated future demand and supply of Human Resource Manager job. It also involves what is required in future about the job in terms of labour that is the demand analysis. This essay has concentrated much on Human Resource Management in the labour market. The workforce analysis therefore consists of three steps including supply analysis, demand analysis and then gap analysis. Supply analysis is a step used in evaluation of the current resources of the company or organization. This step is easier because of availability of data that could have been collected already in the organization. This step helps to understand current demographic and employee data hence helps in forecasting and preparation of workforce strategy. The possible causes of the current supply of Human Resource Manager’s job are most of the students enrolled in the colleges have not enrolled for this course. This automatically contributes to a low supply in the market. Through the supply analysis and by collecting data about the job from the organization as well as externally has shown this (Wolfson &Gasse, 2008). Demand analysis is the next step which solely involves evaluating the future needs of the NGO Company. This step therefore will involve asking many answers including the essentiality of the job. What job functions should be consolidated? Which type of technological changes must be looked into? After collecting data about the company therefore, you should also be able to make findings about the demand of the Human Resource Manager position. You should therefore find that changes in the product demand influence the demand for this job in NGO Company. Increase in product demand require increased skilled labourers hence requirement for a Human Resource Manager to oversee the recruitment process. Many companies therefore have high demand for more human resource managers. Another factor that varies; is changes in a number of firms in the product market. A reduction in the number of firms therefore reduces the demand of the Human Resource Manager and other closely related jobs (Wolfson & Gasse, 2008). Finally, Gap analysis wraps up the workforce analysis. This step involves the comparison of the demand and supply. In order to appropriately fill the gaps between the future and current needs, there is need to use other components of the workforce plan. Therefore, there will be need to provide training to those employers who are almost obsolete. Recruitment and Selection Recruitment is the process of finding and hiring the appropriate candidates to take up positions in a company. This can either be from within the company or outside it. Recruitment is therefore classified into internal sources and external sources. There are many methods that can be used to recruit the employees for the job of Human Resource Manager. You can therefore prefer to use both the internal sources and external sources for the selection and recruitment of the Human Resource Manager. This esaay explores them (Wolfson & Gasse, 2008). The internal sources involve the following methods of recruitment; Computerized record systems which in turn comprise skills inventories and replacement charts. There is also job posting methods which involve bulletin boards, newsletters, personal letters, and computerized posting programs. These methods of recruitment using external sources have advantages and disadvantages. The advantages include more knowledge about the knowledge of the strengths of the candidates and also their weaknesses. Secondly, the candidates also are well conversant with the organization. Thirdly; there is enhanced morale and motivation of the employee. More so, there are also good returns from investment in the training of the employees (Lagergren, 2005). The disadvantages are as follows; there could be promotion of employees beyond their maximum level of competence. This is because to be a Human Resource Manager, one has to attain the required entry level. There is also the infighting of employees for promotion which will adversely impact on their morale. Another disadvantage is that the inbreeding will negatively affect the creativity that is sort by this company. This system can also be highly bureaucratic (King, Minium&Rosopa, 2008). On the other hand the external sources of recruitment where you can use in recruitment and selection includes advertising, employment agencies, university recruiting, professional association, trade unions and also international recruitment. This method therefore has its merits and demerits like the one for internal sources. The advantages include, large pool of talent because of wider labour market, new skills and know-how can be easily driven into the organization. The employees sourced from outside are not members of the cliques which are existing (Kraak, 2004). The disadvantages include, there is usually difficulty in selecting employee from outside the organization. There is also a long period of adaptability of the new employees to the organization. The employees who have been passed over in the organization will suffer from low morale hence affecting the working of the company. There is also a probability of selecting an employee whose performance is below required standard. There are two approaches to the selection decision that you can use which include compensatory approach and the successive hurdles approach (Lagergren, 2005). Performance and Appraisal Performance appraisal is a procedure used in determining how well the employees are carrying on with their job, in this case is the job of Human Resource Manager, then communicating that information that has been extracted directly to the employees, coming to terms with new objectives and setting a roadmap to performance improvement. For you to see through a successful appraisal program, you have to take into consideration certain procedures and guidelines. First of all, you should define the purposes of the appraisal program (Casti, 2007).Secondly, you should ensure that the appraisal program is consistent with the organizational aims and the objectives. You should also be more than ready to involve the employees and the managers in the appraisal program. The next thing is to provide training sessions within the institution. You should also provide formal procedures for employees in order to offer a challenge to the performance appraisals. Finally; you should have to monitor the whole program at large (Wolfson & Gasse, 2008). The main objectives of performance appraisal include discriminating on the performance basis, rewarding various performances, developing the employees in many aspects in doing their jobs and also giving the appropriate feedback to the employees. There are two methods of performance appraisal that can be used in the job of Human Resource Manager. These are; Past oriented methods and secondly the future oriented methods. The past oriented methods include rating scales, checklist, forced choice method, forced distribution method, Critical incidents method, behaviourally anchored rating scales, field review method and performance tests/observations (King, Minium & Rosopa, 2008). Rating scales is consisting of several numerical scales that are usually representing the job related performance. Each of the scales usually ranges from excellent to poor. After administering rating, the numerical scores are then computed and conclusions drawn. The advantages include, low cost incurred on it due to lesser personnel involved, can evaluate every type of a job and also there is no formal training required whatsoever. In checklist, it displays the statements of the employees in a form of Yes or No based on the prepared questions by rating personels. The prime purpose for doing this is to compile a report while the HR is left to do the actual evaluation. The advantages of checklist include, ease of administration, limited requirement of training and also good case of standardization. The disadvantages include biasness of deployed rating staff and also do not usually allow them to be able to give relative kind of ratings (Casti, 2007). Forced choice method involves series of statements that are arranged in blocks that can be two or more. They have the mandate to indicate which statement is true or false. The Human Resource (HR) does the assessment. The advantages include absence of biasness because it involves a forced choice. The disadvantage is that the statements are usually wrongly framed and would give false interpretation and assessment (Bontis, 2004). Forced distribution method which is also one of past oriented methods, involves clustering of employees around a high point on a rating scale. The rating personel is compelled to distribute the employees on all the points of the scale. There is an assumption that also the performance is normally distributed. The advantages include the absence of biasness. The disadvantages include unrealistic nature, and occurrence errors in the central tendency (King, Minium &Rosopa, 2008). The future oriented method includes the following; management by objectives, psychological appraisals, assessment centres and also 360-Degree feedback. Management by objectives is whereby the performance is rated against all the achievements of objectives that have been stated by the management. This method involves the establishment of goals and the desired outcomes, setting the performance standards, comparing the actual goals with the ones attained by the employee and finally establishing new strategies and goals. The advantage of management by objectives is due to its applicablity in managerial positions, like for the case of Human Resource Management. The disadvantages include inflexibility to any jobs and also the allocation on merit pay may actually result into setting up of goals which are more of short-term than long term. The next branch of future oriented methods is psychological appraisals. It is mainly applicable for employees who are potential future performers (Kraak, 2004). It is in form of in-depth interviews, supervisions and discussions and also the review of many other evaluations. More focused on the emotional aspects of the employees and also the intellectual nature. The disadvantage of this method is its slowlessness as well as cost because it involves psychological experts (King, Minium & Rosopa, 2008). Assessment centres is another Future oriented technique. It involves central location where the mangers may be able to converge in order to engage a participation involving job related exercises. They are usually executed and evaluated by observers who have been trained. The characteristics that could therefore be assessed here may include creativity of the employees, their assertiveness, decision making and administrative ability. This accrues advantages such, better forecasts for future progress in the performance (Casti, 2007). The disadvantages include higher costs incurred on lodging and travelling expences. Another branch of Future Oriented method is 360-Degree Feedback which involves the synchronized collection of data relating to performance on an individual group. This data can be extracted from the team members, customers and also the supervisors. This gives a wider perspective ever hence useful. This technique can be used to measure customer satisfaction. The disadvantage is that it can be very intimidating when receiving feedback from many sources (King, Minium & Rosopa, 2008). Conclusion However, the most appropriate personnel to carry out the appraisal are supervisors, peers, subordinates and also multisource or 360 degree. The 360 degree or multisource is very popular in those companies which have teams reinstated programs which solely involve the employees. These external rating personels are suitable because they may not have torelance of errors which could have been the case if this was left for the managers to execute. Managers may overemphasize either the negative or positive behaviours of the employers. They should however not be too strict, for example a professor who tends to grade basing of the average performance of the class. References Bontis, N. (2004). National intellectual capital index: a United Nations initiative for the Arab region. Journal of Intellectual Capital. 5(1), 13-39. Casti, J. L. (2007). Alternate realities. Journal of Mathematical Models of Nature and Man. 1(1), 23-56. King, B. M., Minium, E. W. Rosopa, P. J. (2008). Statistical reasoning in the behavioural sciences. New York: Wiley. Kraak, A. (2004). An overview of South African human resources development. HSRC Press. Lagergren, M. (2005). Whither care of older persons in Sweden?—a prospective analysis based upon simulation model calculations, 2000—2030. Journal of Health Policy. 74(3), 325-334. Wolfson, L. J. & Gasse, F. (2008). Estimating the costs of achieving the WHO-UNICEF Global Immunization Vision and Strategy, 2006-2015. Journal of Bulletin of the World Health organization, 86(1), 27-39. Read More