HRM Recruitment A survey conducted amongst Human Resources (HR) professionals in September 2007 stated they consider employment and recruitment one of the most critical HR function areas. (Gurchiek, 2008) According to Harris (2011), the size and quality of the workforce makes a huge impact on the effectiveness of the company. The size of the workforce also goes on to determine how the human resource area will function and what its priorities will be. Larger companies go on to work with a large workforce but that also means bigger responsibility. The company needs to be aware of how the employees are working and whether their output is what it should be. We have seen that the problem arises in not only maintaining a large work force but also staffing the large work force as well. Major problems that arise in large companies is recruiting the employees and maintaining their training and teaching to maximum level. HR personnel have a very critical task of deciding who to hire and how they want to divide the work that is given. For instance, an HR manager needs to strategically plan how many people should be kept per shift. He needs to make proper team assignments, keep the morale high and also offer motivational bonuses in a smart manner. In order to recruit the best, the managers need to go out there and see what the world has to offer. This can include going onto job fairs and mailing promotional offers. Due to globalization, recruitment in larger companies is an
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,
Where the HR function is large, there would typically be a HR Director within the structure that works with the other top level executives to analyse the organisation in order to determine and plan its staffing needs to achieve the long term goal and strategic aims. It is at this level where other options should be explored to determine the actual need to recruit as there may be other options for the organisation such as job redesign. The area of staffing falls within the HR function where the recruitment and selection of human resources for the organisation is carried out. On selection, Recruitment advisors are involved in developing and administering methods that enable managers to decide lawfully which candidates to select and which to reject for the given jobs.
In the modern and changing global business environment, human resources management (HRM) has been linked to the heart of business success and high performance of organizations (Haslinda, 2007). High demand for innovation, customer satisfaction and increased sales volume in the search and internet industry and finance industry has forced organizations such as Google Inc and Absa to incorporate human resources practices in their business strategy. Various human resources practices has been adopted at Google Inc Company and ABSA Group Limited, which include recruitment and selection, training and development, compensation, just to mention a few (Google Inc, 2012 ;Best employers, 2011). Despite sporadic arguments over the
There are obviously many different factors that affect an organistions approach to talent planning. External factors such as the economic environment can have a massive effect in how an organisation resources and retains talent. For example, in times of high unemployment it is far easier to attract high levels of talent, as there are many unemployed suitable candidates in the job market. Similarly it is easier to retain staff as they are less likely to leave due tot the difficulty of finding new suitable employment. Political factors such as changes to minimum wage may also have an effect on talent planning, it may be that an increase in minimum wage will
Similarly, Entrepreneur.com indicates that“A human resources department is a critical component of employee well-being in any business, no matter how small.” Thus an integral component of the human resource practitioner’s job is recruitment and selection, which we will discuss next.
In the growing and competing business world today, it solely reflects on the HR manager to practice the best strategies in the recruitment and selection process while recruiting the best among the vast talent that is available. The HR Manager’s decision in selecting the right candidate is essential in the development of an effective workforce leading successful organisations. A successful employment relationship builds excellent talents and a perfect organisation (Salamon 1998:3).
Human Resources often begins as very tactical policies, records, compliance, discipline, compensation, benefits, job descriptions, hiring, performance management (). Taken to the next level, HR becomes strategic, connecting employees to the business mission, values, and vision, in order to drive business results (). Employee goals and metrics align to the business strategy and rewards tie into results. Additionally, careful consideration is given to developing talent pipelines, employee succession plans, and career planning in order to respond flexibly to the inevitable work flow and staffing changes that all businesses experience ().
Organisations are required to comply with legal requirements pertaining to recruitment and selection and HR professionals should have an in depth knowledge of employment law and an understanding of why these practices need to be observed, not only in mitigating potential risk to the business but also to improve the effectiveness of recruitment processes, enhancing the employer brand. Key areas include:
9. What challenges face HR managers with regard to workforce availability and quality? What are potential
The problem is creating a recruitment and selection plan to ensure the recruitment of these employees runs smoothly, ties into our company’s mission and vision, complies with the law, and encourages diversity. The purpose of this plan to meet the unique meet of four predetermined positions in our company.
Human Resource management has a high impact on the overall organization being managed. HR management makes certain that human talent is used successfully and resourcefully to accomplish organizational goals. As an organization core competency, human resources has distinctive competencies that generates high value and sets apart an organization from competitors in areas such as productivity, quality and service, employee skills, and innovative changes. HR management activities can be grouped into categories which include strategic HR management; equal employment opportunity; staffing and talent management; compensation and benefits; and employee and industry relations. This paper will
Successful candidates for the position of HR Administrative Assistant must exhibit the following competencies (as stated in the job description):
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)
Human Resource Management involves a wide array of functions that encompasses the time from when an employee enters an organization to the time the employee leaves the organization. The specific activities that are involved in HRM include job design and analysis, recruitment, orientation and placement, development and training of the personnel, employee remuneration, and performance appraisal (Aswathappa, 2007: 5). This paper shall focus on three main activities which are recruitment, training, and personnel development. When it comes to recruitment, it is incumbent upon the Human Resource Manager to bring into the workforce, employees that are both wiling and competent to accomplish specific tasks. The work of recruitment goes hand in