Evaluating and Improving Hr Practices Within an Organization

Recruitment is a process of attracting the widest pool of talents for a vacancy, and there is a variety of ways to recruit new people.

Most companies understand that recruiting, developing, and retaining talented employees is critical. Talented employees provide organizations with a competitive advantage that is not easily reproduced. However, it takes a talented Human Resources (HR) department to place the right employees in the right jobs. Talent management applies to all employees of an organization, especially the HR department. A dedicated HR staff supports the company’s vision and mission. Therefore, it is vital to have a talented HR staff in place to support the organization’s objectives. This paper will examine the staffing of an HR department at Ohio Bath Solutions, LLC. First, the paper will analyze three HR functions: recruitment, compensation and benefits, and training and development. The paper will assess the impact of each function in adding value to the company’s HR department. Next, the paper will develop a job description for a compensation and benefits specialist position at Ohio Bath Solutions. Third, the paper will identify the best recruitment method and selection method that the company uses to attract talented candidates for the HR functions. Last, the paper will develop a compensation and benefits package for the new HR staff.

Youssef describes five common selection methods; resumes and application forms, testing, interviews, reference checks, and honesty tests, medical exams and drug testing. (Youssef, 2012). Two of the most popular methods used in selection are resumes and application forms, and interviews. With application forms they assist in gathering basic information about a potential employee such as contact information, work experience, education, in addition to the applicants’ signature validating the information is true and accurate. Resumes are controlled by the potential employee and may not be completely accurate. Resumes do provide a great method for obtaining large sums of information and a creating a large pool of potential candidates with the basic requirements for the position. Resumes have become an essential "filter" to trim the pool of candidates to a manageable number. With Resumes and application forms the process could theoretically only be a paper or electronic review without ever meeting with the applicant. With interviews they are normally conducted face to face or in certain circumstances by telephone or over the internet in a streaming video chat. The interview can evaluate the potential employees’ communications skills, interpersonal skills and his or her technical experience and knowledge. This, according to Youssef, is one of the most commonly used selection tools in employment. (Youssef,

The final stage is to audit the success of the recruitment after a suitable period and if there is evidence that the employee is not delivering as expected then have the courage to swiftly performance management them out of the business. This is necessary to ensure performance standards are upheld and can be used to identify flaws that may have corrupted the recruitment process which can be addressed for future benefit.

Included with this full-text Harvard Business Review article: 1 Article Summary The Idea in Brief—the core idea The Idea in Practice—putting the idea to work 2 The Definitive Guide to Recruiting in Good Times and Bad 12 Further Reading A list of related materials, with annotations to guide further exploration of the article’s ideas and applications

In today’s competitive workforce, talent is not only incremental, but also scarce. War for talent, a term coined by Steven Hankin of McKinsey & Company, refers to the competitive landscape of talent management of skilled and valuable employees. Talent management is defined as “the implementation of integrated strategies or systems designed to increase workplace productivity by developing improved processes for attracting, developing, retaining and utilizing people with the required skills and aptitude to meet current and future business needs” (Lockwood, 2006). This paper talks about the challenges faced by organizations and how organizations use strategic HR to overcome concerns regarding attraction, recruitment and retention of talented

The challenge of attracting and retaining staff remains a concern for organizations. In the last decade, talent management has not been effective and left companies between excess and shortage of staff. Current responses to this challenge can be divided into two broad approaches:

Here are some of the best HR practices that help in the creation of a highly satisfied and motivated work force.

Bhagria (2014) stated that HR practices are functional activities and strategic plans that improve services to employees and increased profitability for the employer. The term "best practices" refers to actions that are successful methods to get the desired results. In the field of human resources, several best practices exist in all disciplines. However, recruitment and selection, employee relations and compensation and benefits are disciplines where best practices in human resources can reap the best return on investment.

The recruiting process is an essential part of any organization and it pays to do it properly. When the right person is chosen for a job and is treated and trained well, these people tend to stay with the organization longer. This initial and ongoing investment will be very rewarding for the organization. In order to recruit people, organizations must have a strategic plan in place, identify vacancies, and have detailed job descriptions that describe the job. The Human Resource

The article that this paper is based upon was written on January7th, 2006 by R.O.C.G. International. The article explains effective recruiting strategies for successful organizations in the 21st century. Organizations should strive to hire the most qualified personnel available. Hiring and retaining highly qualified personnel is the key to an organizations success in today’s modern competitive market place. This paper will discuss the ROCG article and the propositions that best represent what this article is about, the strengths and weaknesses of the material, the questions it raised and the questions it answered.

The Strategic HRM Diagnostic Model (Stone, 2002:26) attempts to provide Human Resource Managers with an analytical framework designed to assist in the prediction and prevention of possible problems. The approach encourages HR managers to be pro-active, and to consider the nature of the internal and external environments before pursuing a particular course of action (Stone, 2002:25). The influences of the environments span all activities of Human Resource Management and this essay explores those that have significance for two HR activities in particular. The two of which are employee recruitment and employee selection.

It has been already been accepted both in domestic and international markets that employees can be an important source of competitive advantage for corporations (Peteraf, 1993). Therefore, it is critical that corporations adopt Human Resources Management (HRM) policies and practices that utilize the particular employees‟ potential to the fullest (Boxall & Purcell, 2000; Grant, 1996). Thorough recruitment and selection

According to Dowling and Schuler 1990 (as cited in Greenidge, Alleyne, Parris, & Grant, 2012) recruitment is the search for and acquisition of potential job candidates in sufficient numbers and quality. Now, in an age where skills shortage and an ever increasing demand for them is no longer news, the importance of the recruitment process comes to the fore, to the extent of looking at this process now as the McKinsey & Company 1997 report (as cited in Macky, 2008) coins it as `the war for talent '.

Recruiting and Selection is all about “hiring the right person for the right job at the right time.”