Functional Area Plan Hr

Human resource departments today have a more distinct, calculated position within organizations, and human resource strategy influences the bottom line. “One of the challenges for HR leaders is convincing executive leadership teams that human capital is one of the most important resources in which the company can invest” (Mayhew, 2014, p.). Subsequently, “this return on investment is an essential part of the argument for including HR as part of an overall business strategy” (Mayhew, 2014, p.). Human resource departments utilize the information given to them from company executives and leaders, coupled with their respective expertise on all things personnel, and they plan and implement staffing concerns for the betterment of the organization. From preparing job analysis, to comparing inventory and forecasting, it is the responsibility of human resources to consider the objectives of an organization and fulfill those goals while operating the specific planning relative to HR.

The role of a Human Resource department is ever changing in today’s volatile business environment. Over the years HR have become strong strategic partners within an organization by providing functions such as recruitment,

Contemporary globalization of businesses and growing global market competition has made effective human resource planning as one of the major strategies to forge ahead and remain proactive. It can be said that an organization 's success lies to a great extent to the knowledge, skills, creativity, and dedication of its workforce. Every aspect of an organization needs human capital to drive its activities or operations to achieve individual strategic goals and objectives towards its purpose of existence, growth, and competitive status. Companies can compete at all levels of the marketplace through improved commitment not only through creativity, innovation, and research, but also human resource development (Truong, Heijden, & Rowley, 2010). In this regard, the human resource planning is needed to ensure a systematic analysis of human resource needs so that the right quantity and quality of employees are always available when required. Fundamentally, organizations are looking for the best people that would help drive them to their desired destination of achieving their missions. Therefore, it is important to develop human resource strategies to support organizational strategies, through measures such as forecasting human resource requirements, and effective strategic staffing. Technically, an organization 's mission, goals, and objectives drive its strategy and human resource (HR) and staffing strategy in an interactive manner. The purpose of this

The role of a Human Resource department is ever changing in today’s volatile business environment. Over the years HR have become strong strategic partners within an

Manning Solutions opened their doors to customers in the fall of 2012, in Tampa Florida. Its purpose is to aid small companies, whose budgets do not allow them to obligate revenue to staff their own human resources department. Their services include hiring, maintaining personnel records, pay-roll, and complaints to name a few. The mission statement: Provide the highest-class service in human resources business by providing competitive pricing to their intended market audience. Through various marketing techniques Manning Solutions is able to

All selections must be made in line with this plan in order to ensure that the best candidate is chosen. All job vacancies are to be advertised internally and externally. Management must provide consent to this plan and approve finances required in the recruitment process. A successful candidate must provide three referees and request for documentary evidence of qualifications and job offers will be made once all the conditions provided in the plan are satisfied.

Human resources planning and allocation are critical links between the human resources strategy plan and the organizational business plan. Assessing the future needs will require information about current employee levels and their skills, along with projections of patient needs. Another requirement are analytical tools for asking the "what if "questions when exploring alternative service strategies.

Human resource management faces many challenges and operates in a constant environment of change. Two of the most important challenges to the role of human resource management in the future is the ability to move to a strategic human resource model and the capacity

Human Resources constitute as one of the most imperative components of any organization, be it small scale business or a large conglomerate. Some of the key functions of the Human

Whether an organization consists of five or 25,000 employees, human resources management is vital to the success of the organization. HR is important to all managers because it provides managers with the resources – the employees – necessary to produce the work for the managers and the organization. Beyond this role, HR is capable of becoming a strong strategic partner when it comes to “establishing the overall direction and objectives of key areas of human resource management in order to ensure that they not only are consistent with but also support the achievement of business goals.” (Massey, 1994, p. 27)

In order to solve any problem, it is first necessary to formulate a solution to that problem. The Recruitment project is a multi-solution approach to the problem of using technology in the recruiting process. The solution of updating the corporate website will be handled by the Information Technology manager and Intern. The solution of finding the right job boards to advertise and manage employee data on will be handled by a Human Resource manager and Intern. This solution will address the issues of marketing, finance and accounting, management leadership roles and scope, legal issues and concerns,

The field of human resources (HR) plays a critical role in the performance and success of organizations. As organizations have become increasingly more complex, the effective management of HR has become even more important. The traditional perception of HR as only an administrative office is no longer valid. Instead, contemporary HR is directly involved with the internal organizational structure, business operations, and variety of functions carried out by employees on a daily basis (Reed & Bogardus, 2012). HR functions impact the organization’s strategic planning, improvement processes, and goal achievement. Six core bodies of knowledge provide the foundation for all of these HR functions. These areas are: strategic

Susan Ward(TB, 2016) talks about the different hiring shortcuts which are made available to new applicants which we find realistically speaking very modern and applicable to this new era of technology. Part 3 examines the different developmental stages in the recruitment process and how employers should go about it. We discuss new ways toward a better recruitment process and at the same time see the importance of incentives or perks to employees.

In addition, the employment process requires effective communication in terms of the messages to post via advertisements. This is because potential candidates will be attracted by the content of the messages displayed through the adverts. In light of the current technological advancements such as the Internet and social networks, human resource managers would want to utilize such channels to reach many potential candidates across the globe (Lugonja, 2011: 2). This calls for flexibility and willingness to invest in technology where adequate efforts have not been made. However, a multidimensional approach would work better since not all people can access the Internet. In a nutshell, the process of selection and recruitment involves looking for and motivating prospective employees to apply for available job posts. Being a negative process, selection entails scrutinizing the qualifications of candidates that have applied in order to choose only the best applicants for various jobs (Sharma, Khurana, & Khurana, 2009: 17).

For organizations to carry out their strategic plans effectively and efficiently, it is very important to have and forecast the best talent in order to thrive in this hyper-competitive and increasingly complex global business environment. According to Wellins, Smith, and Erker (n.d), talent management is "a mission-critical process that ensures organizations have the quantity and quality of people in place to meet their current and future business priorities". It is therefore imperative for organizations to consider human capital or workforce as the foundation for organizational growth, development, and success, by having the best employees as a strategic asset for most advantageous performance, and aligning such endowments with the organizations ' strategic goals. It can also be said that the success of any organization is directly linked to the performance of those who work in it. This implies that failure to properly tackle and anticipate the employment or personnel needs can jeopardize the viability of the entire organization. Based on these premises, organizations need to be proactive enough by predicting their staffing needs so that they would always have the needed human resource capability to execute their strategies. To effectively plan for the future staffing needs, the human resource practitioners may rely on some analytical tools to determine future workforce requirements and availabilities, in order to find out if the