Interview With The Human Resource Manager

“The employee placement process consists of four activities: recruiting, selection, orientation and employee development” (Reilly, Minnick & Baack, 2011). Since we now know whom we are looking for, it is time to find the employees that best fits the areas needed. Now we have to list our job, its description, and various functions. We should also add the minimum requirement on education as well as previous training. We will now send it out to advertise for potential employee has and show them the possible positions available. After we have our close date, we will begin with forming our short list of those applicants that are a perfect fit for the job.

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 human resource planning process, demands the HR manager to first understand the business requirement. Only if he comprehends the nature and scope of the business, will he be able to employ those who will deliver the required performance. When it comes to engaging the

Steve Barrett is the Executive Director for Human Resource Operations for the Minneapolis Public Schools District. According to S. Barrett, he has worked in his current position for seven months (personal communication, January 20, 2015). Previously, Barrett worked as an adjunct professor at the Metropolitan State University for 25 months, and as an Executive Director for Employee Relations at Minneapolis public schools for 20 months. Later, he worked as the Labor Relations Director at Osseo Area Schools for three years and four months, and Labor Relations Specialist at the City of Saint Paul for six years and one month (S. Barrett, personal communication, January 20, 2015). Barrett earned his master’s degree at Hamline University, where he graduated with a Masters of Arts in Public Administration. In this report, I document the interview I had with Barrett on January 20, 2015 to discuss human resources management in the school district.

What was one of the hardest things you’ve ever had to do in your position?

Steve Barrett is the Executive Director for Human Resource Operations for the Minneapolis Public Schools District. According to S. Barrett, he has worked in his current position for seven months (personal communication, January 20, 2015). Previously, Barrett worked as an adjunct professor at the Metropolitan State University for 25 months, and as an Executive Director for Employee Relations at Minneapolis public schools for 20 months. Later, he worked as the Labor Relations Director at Osseo Area Schools for three years and four months, and Labor Relations Specialist at the City of Saint Paul for six years and one month (S. Barrett, personal communication, January 20, 2015). Barrett earned his master’s degree at Hamline University, where he graduated with a Masters of Arts in Public Administration. In this report, I document the interview I had with Barrett on January 20, 2015 to discuss human resources management in the school district.

Today 's fast-paced, competitive business environment has resulted in "rediscovery" of the human resource management function as a group that may be able to enhance firm competitiveness and performance by being "strategic" (Dyer & Kochan, 1995; Ulrich, 1997). Strategic Human Resource Management is a term describing an integrated approach to the development of Human Resource Strategy that will enable the organization to achieve its goals (Armstrong, 2005). Whiles strategy is an action that managers take to attain one or more of the organization’s goals. Strategy presents a general direction set for the company and its various components to achieve a desired state in the future. This results from the detailed

Human resources involves workers who are in charge of the organization and responsible for implementing strategies and policies that relate to the management of individuals. It is a very important part of a company’s success and ultimately decides how much the company can grow and achieve (Vasquez, 2003). Human resource managers seek to achieve this success by arranging the supply

1a. Rio Tinto is a business that operates in many countries. When there was a global recession, Rio Tinto had to fire some of its employees so they could stay in business. Rio Tinto’s HR used their strategic role to revamp their HR, the HR addressed the needs of the company, and how human capital fits into these needs of the company (Mathis, Jackson, & Valentine, 2014, p. 16). Rio Tinto’s HR used a different approach then they would have used previously. Previously, the company used an approach that would analyze every business unit, then managers and HR directors would approach the reduction in force differently. The company adopted a coordinated approach to lay off its employees globally. This approach was an efficient and ethical way to downsize their workforce. The HR department recognized key leaders and managers in the organization and moved them internally, so they would be able to retain them. These leaders

For my interview of an upper level management position I decided to interview my father. He is currently the Project Director of the CARE Program. The CARE Program was founded in 1982 and falls under the Recreation Division in the City of Columbia Parks and Recreation. CARE stands for Career Awareness Related Experience. The goal of the CARE Program is to provide at-risk with valuable work experience necessary for entering the work force. They provide comprehensive services for Columbia’s at-risk youth, including job readiness training, paid-real world hands-on experience, mentoring, career exploration, and money management training. They also have tutors available for homework help. The motto of the organization is “invest in our youth,

The practise of Human Resources is moving from the traditional forms of managing people to a more strategic form whereby the Human Resources function is closely linked with organisational performance and success. This strategic form of human resources has increased the need for the Human Resource professional to understand the linkages between Corporate Strategy, Human Resource Strategy and Employee Integration.

Strategic Human Resource Management has been developed to give companies a competitive edge over other companies. Since widespread access to and the use of technology have resulted in tighter margins for maintaining a competitive edge,

Q1: Why is it important for HR Management to transform from being primarily administrative and operational to becoming more strategic contributor?

Aim: This research will help us understand the role played by Strategic Human Resources Management in Organizational success, what role a HR manager plays in improving organizational efficiency and how it differs from traditional Human Resources Management.

Within this essay an in depth analysis will be conducted on the difference between Human Resource Management and Strategic Human Resource Management using contemporary perspectives. Human Resource Management (HRM) is the process of managing human resources in a systematic way. It is a practice devised to maximise the performance of employees and is concerned with the application of management principles to manage organisational personnel while paying attention to the policies and systems of the entity (Delaney & Huselid, 1996). Strategic Human Resource Management (SHRM) is a function of management which entails development of policies, programmes and practices related to human resources, which are aligned with business strategy so as to achieve the strategic objectives of the organisation (Patrick M. Wright, 1992). Its primary purpose is to improve the performance of the business and maintain a culture that encourages innovation and works continuously to gain competitive advantage. In this essay the Resource-Based View, High Performance Management and High Commitment Management perspectives of Strategic Human Resource Management and Traditional and Collaborative