Introduction

Human resource planning is a very essential aspect in any organization. The planning exercise helps in organizing the organizations staff for overall realization of short term and long term objectives of the organization.

Describing the topic

This is a very important aspect in the human resource management. It is a continuous and systematic process that identifies the current and future HR needs that helps achieve organizational goals. The planning process is aimed at ensuring that the quality of human resource in the organization is f high quality and quantity. The planning process should also ensure that the human resource at the organizations disposal is utilized to the optimum. It is also an obligation of HRP to anticipate for possible deficits or surplus to the human resource and act swiftly to control the damage. HRP is critical in defining development strategies for the organization.

The process of human resource planning must define the organization’s objectives. Blueprint to the accomplishment of these objectives must be provided which will also include the number of persons and the time frame within which the objectives will be realized.

Sources

Reddy, M. S., 2005. Human resource planning. New Delhi: Discovery Pub. House.

Rothwell, W. J., &Kazanas, H. C., 2003. Planning and managing human resources strategic planning for human resources management (2nd ed.). Amherst, Mass.: HRD Press.

Implications

Human resource planning has serious implications to the overall performance of the organization. The HRP in an organization will have serious consequences on realization of the organizational objectives depending on how it is conducted.  The planning process must be well integrated with the business plan. Failure to effectively plan the human resource may expose the organization to some risks such as staffing, productivity and employee morale. Proper organization planning also reduces significantly effects of due diligence(Reed, 2001). Discipline among the staffs is critical which can greatly save the organization from lawsuits expenses and negative public exposure.  Proper human resource planning can effectively save on cost and negative publicity of the organization which can be detrimental to the success of the organization.

Evaluation

The implementation of the human resource planning is faced with numerous challenges. It is difficult in implementing the financial planning than human resource planning. The main challenge is because the human resource mainly deals with the people who are generally interchangeable. Dealing with human resource requires constant moving from one place to another. Moving people from one place to another is at times difficult which makes the planning process difficult. Realization of organizational objectives may require surplus human resource which will greatly drain the profits of the organization. Unnecessary expenses must be avoided at all costs in the planning process in human resource.

Conclusion

The planning process will be executed by the human resource department. Planning of human resource will be guided by the organizations mission and vision statements of the organization.  Human resource planning is greatly concerned with the competency of the human resource at the disposal of the organization. The success of the human resource planning must also integrate properly with the business plan if the organizations objectives are to be realized (Cornelius, 2001).

Topic 2: RECRUITMENT

Introduction

Organizational objectives can only be achieved through searching of suitable personnel to perform in the organization. The process through which the human resource arrives at the people required to realize he organizational dream is referred to as recruitment.

Describing the topic

It is this process of searching for and obtaining potential candidates and the right number for the realization of the goals of the organization. Best quality and right number of people should be selected to fulfill the needs of the organization. The recruitment process depends on the size and culture of the organization and may be undertaken by human resource specialists or employment agencies.

The hiring of the qualified personnel should be both within and without the organization. Recruitment process includes job analysis so that the requirements of the job will help determine the best qualified persons for the job. Effective job analysis serves as blueprint in the recruitment process that helps in screening and selection of the desired staff. Recruitment process is concluded through hiring and integrating of the new employees to the organization.  The organization may decide to source its recruitment either internally or from external sources. Internal sources include transfers and promotion while externally it can be through press advertisements, educational institutes among others and is guided by merits.

Sources

Compton, R. L., Morrissey, W. J., & Nankervis, A. R., 2009. Effective recruitment & selection practices (5th ed.). North Ryde, N.S.W.: CCH Australia.

Härtel, C. E., & Fujimoto, Y., 2010. Human resource management (2nd ed.). Frenchs Forest, N.S.W.: Pearson Australia.

Implications

Recruitment process has serious implications on the overall organizational performance. The most common implications associated with a recruitment process are the financial implications. Previous researches indicate that the recruitment process has serious financial implications to the organization. The price of recruitment has been substantially high starting from advertising to actual hiring of the required staff. The organizations are also expected to incur miscellaneous costs in sorting of applicants CVs and interviewing potential employees. The recruitment process is also time consuming and is likely to have detrimental effects on general productivity of the organization(Amos, 2008).

Evaluation

Evaluation of the recruitment process is essential to ensure that the success of the organization is realized. The recruitment process is critical in organizations objectives it provides the platform for the organizations workforce. Priorities in the exercise are to ensure cost effectiveness and high quality of staff in the organization. Previous surveys show that majority of organizations have had difficulties in the recruitment process. Most of these difficulties have been as a result of lack of necessary skills and difference in remuneration expectations among potential employees. Human resource must ensure that the skill mismatch is avoided and growth encouraged in the organization at a cost effective recruitment process.

Conclusion

Human resource recruiting is a guiding factor that helps determine the kind of professionals needed to fill different vacancies within an organization. The human resources department should handle this exercise with caution to ensure that the recruited staff meets the job requirements for overall realization of the firm’s objectives.

Topic 3: SELECTION

Introduction

For a long time, selection has been mistaken to mean the same as recruitment. However, it is important to note that the two are very distinct aspects in human resource. While recruitment refers to the process of hiring human capital, selection on the other had refers to the process of predicting candidates likely to make most appropriate contribution to the organization now and in future.

Describing the topic

The process involves analysis of personal attributes and matching them with the job requirements. In essence, the selection process is a predictive process whereby personal attributes are used as a measure of job performance by the potential employees.

The selection process aims at providing the organization with the best qualified workforce. The criteria used in the selection process must be in a free, fair and transparent process. Only the qualified staff should be selected and discrimination in terms of color, gender, race, sex or ethnic affiliation should be condemned with the strongest terms possible.  The sources of selection process are defined by the classic trio.This selection process may be conducted thorough application form, interviews and references. Interviews have however been the constant source of selection in majority of organizations. It assumed to be the best avenue through which personal attributes and be easily assessed and predictions on job performance made(Collings& Wood, 2009).

Sources

Compton, R. L., Morrissey, W. J., & Nankervis, A. R., 2009. Effective recruitment & selection practices (5th ed.). North Ryde, N.S.W.: CCH Australia.

Gatewood, R. D., Feild, H. S., &Barrick, M. R., 2011. Human resource selection (7th ed.). Mason, OH: South-Western, Cengage Learning.

 

Implications

The selection process is a critical aspect in the human resource management. Serious implications are associated with the selection process and it should be strategic to realize organizational objectives. The production and overall performance of an organization largely depends on the success of the selection process. Good hires may result in increase in production and performance value in an organization. However, bad hires can be detrimental to the organization in terms of low productivity and high costs involved in the hiring of new staff. A selection process must match the job requirement as well as the organizational culture for positive results to be realized(Reddy, 2005).

Evaluation

Evaluation of selection process is a vital step in a successful human resource management. The selection process should be guided by overall objective of the organization. The process is a predictive one where personal attributes are assessed and matched with job requirements. Predictive process has numerous errors in judgment which include; perceptual biases, stereotypes and heuristics. Effective selection process should possess high degrees of validity and reliability to serve the purpose of achieving organization goals. During selection process, great measures should be put in place to ensure that the selection process is bias free and job performance of the organization is not compromised.

Conclusion

The selection process should be a compliment to the recruitment process and must always ensure that the right people are selected for the right job.

Topic 4: INDUCTION AND CULTURE

Introduction

After recruitment and selection, the newly hired staff must get to understand the culture and the environment their new work place. The process through which new staff gets the necessary information, resources and motivation required in the new work environment is referred to as induction.

Describing the topic

The induction process is critical in ensuring high performance at the workplace that ensures that the employees reach their full potential. It is also important as it ensures that the newly hired staff is conversant with the organizations culture.

The induction process is not a single day event and should start even before the new hire is in place of work.  This process must ensure that there is free flow of information from the departmental managers of the new staff. Constant information on the culture and expectations within the organization should be posted within the organizations website. Online induction serves a better purpose since it’s timely in terms of information provision. Human resource should assist the managers in assisting the new hire to adapt in the culture of the organization.Sources

Marchington, M., Wilkinson, A., &Sargeant, M., 2005. Human resource management at work: people management and development (3rd ed.). London: Chartered Institute of Personnel and Development.

Mathis, R. L., & Jackson, J. H., 2011. Human resource management (13th ed.). Mason, OH: Thomson/South-western.

 

Implications

Induction to the culture has serious implications to the general performance of the organization. The sole purpose of this process is to ensure that the new hire reach the expected standards as quick as possible. However, it is important to note that this is not a continuation of the interview. It is the most suitable means to increase the performance of new employees. Failure to effectively induce new employees leads to low performance. Fluctuation of employees is also high in organizations that induction is not seriously taken. The management should also ensure that the induction process is not continuation of the selection process to eliminate fear from the new hire(Sims, 2007).

Evaluation

The induction process can be said to be complete if it achieves the following perspectives; administrative, social integration and corporate human resource management. Newly hired staff must come into terms such as vision, values and norms in an organization. The success of this process largely depends of the psychological contract between the employer and the employee. Employer and employee have different set of beliefs and the induction process aims at merging the two for the overall welfare of the organization. However the process has some difficulties such as information overload, lack of follow up and is at times viewed as a checklist by new hire. This can render the exercise fruitless.

Conclusion

Induction process is a critical practice to ensure that newly hired persons are well conversant with the goals and objectives of the organization.

Topic 5: Reward

Introduction

The general performance of an organizational workforce is heavily reliant on the motivation of the workers. Motivation of the workforce is realized through various rewards which could be in terms of money or other non-monetary things.

Describing the topic

Several theories such as Maslow’s and Mitzberg have consistently claimed that human being must be motivated in order to work. Employees must be motivated in order to increase their productivity.  Every organization should design a good rewarding system that will increase the morale of the staff.

The organization must put it clear what is the rewarding strategy so that employees can easily know what they expect. There are two broad categories of rewarding strategies employed by major organizations in the world.  These two strategies are job based and performance based strategies. Either of these rewarding strategies is aimed at improving the overall performance of the organization. Non-monetary rewards are aimed at providing a better working environment which will consequently lead to increased results.

Sources

Armstrong, M., &Murlis, H., 2007. Reward management a handbook of remuneration strategy and practice (Rev. 5th ed.). London: Kogan Page.

Collings, D. G., & Wood, G. T., 2009. Human resource management: a critical approach. London: Routledge.

Implications

A reward system will have essential implications on the morale of the employees which will consequently influence the performance of the organization. In most cases, rewards are for the team or an individual who have been excellent in dispensation of their duties. This serves as great motivation for the employees to work extra harder for recognition. Non-monetary rewards such as promotion and increased control can serve the purpose better. Essentially, a company that neglects rewarding its staff are likely to have very serious repercussions as it is evident that human being must be motivated for better results.

Evaluation

A good rewarding system is the one that tries to strike a balance between what the employers want and what is wanted by employees. Whether the reward system employed in an organization is job based or performance based, the overall objective of the reward system is to provide motivation to employees. However, it is important for the organization to ensure that their rewarding system does not erode the overall profitability of the organization. It must also ensure that it offers essential motivation to the organizations employees.

Conclusion

Showing appreciation to an organizations workforce is a very important aspect in human resource management. This is because it has a lot of significance in the general levels of output delivered by the staff.

Topic 6: RETENTION

Introduction

Human resource department is obligated to hire and ensure that whoever is hired adds value to the organization. It is also their obligation to ensure that the organizations staff does not unnecessarily leave the organization through a process referred to as retention.

Describing the topic

In order to ensure that the organization is faced with a low staff turnover, it is necessary to know the various factors that lead to people leaving an organization. Most of staff leaves an organization due to pull factors, push factors or a combination of the two. It is the role of human resource to understand these concepts and put in place measures to mitigate the vice. In most cases, push factors have been a common phenomenon and it is within the control of HR and thus necessary measures should be taken.

Low rate of staff turnover is an indication of a good selection and recruitment process. This is explained by the fact that most of organizations employees leave within the first three months of employment.  During the selection process, it is vital for the selection specialist to assess the length of time that the new hire is likely to work in the new organization. The attributes of job hoping should be a critical assessment aspect during selection. Proper induction and reward systems in an organization are also critical in staff retention.

Sources

Secord, H., & Secord, H., 2003. Implementing best practices in human resources management. TSims, R. R., 2007. Human resource management: contemporary issues, challenges, and opportunities. Charlotte, N.C.: Information Age Pub..oronto: CCH Canadian

 

Implications

Implications of high staff turnover are detrimental to the general survival of the organization. The most feared implication of the staff turnover is the increase in general expenditures in an organization. There will be an increase in overheads which will range from recruitment cost, development costs and selection costs. There will also be a general increase in administrative costs such as advertising, the resignation and new hiring of staff. The exercise may also be time intensive in terms of fresh recruitment and selection process.

Evaluation

Retention of staff has been a major concern in major organizations from different industries. For instance, a report from recruitment, retention and turnover survey indicates that there are turnovers in almost every sector of the economy. This has been from retailers, hotels, civil service and fire fighters. However it is important to note that the highest turnover is in the retail and lower paid sectors as opposed to the civil service and other high paid sectors. It is also worth noting that the rate of turnover in UK is quite low may be due to the better working conditions in the country.

Conclusion

Every organization must strive to ensure that their highly qualified staffs serves the organization for the longest periods possible. This will help the organization utilize employees potential to the maximum and also save on time and costs incurred in new recruitment and selection processes.

General Conclusion

Human resource management is a very important aspect.  The process involves six major steps which are critical to the overall performance of the organization.Recruiting is useful in the process of putting together a short list for the staffing process. Human resource selection will narrow down the company’s true human capital needs.  Rewarding is useful in giving employees a return for their efforts. Human resource induction and culture are part of the familiarization process of new recruits. Retention and knowledge management are useful in ensuring that the company gains from its employees’ productivity for a long time to come and keeping off competition from the industry.

 

References

Amos, T., 2008. Human resource management (3rd ed.). Wetton, Cape Town: Juta.

Armstrong, M., &Murlis, H., 2007. Reward management a handbook of remuneration strategy and practice (Rev. 5th ed.). London: Kogan Page.

Collings, D. G., & Wood, G. T., 2009. Human resource management: a critical approach. London: Routledge.

Compton, R. L., Morrissey, W. J., & Nankervis, A. R., 2009. Effective recruitment & selection practices (5th ed.). North Ryde, N.S.W.: CCH Australia.

Cornelius, N., 2001. Human resource management: a managerial perspective (2nd ed.). London: Thomson Learning.

Dransfield, R., 2000. Human resource management. Oxford: Heinemann.

Gatewood, R. D., Feild, H. S., &Barrick, M. R., 2011. Human resource selection (7th ed.). Mason, OH: South-Western, Cengage Learning.

Härtel, C. E., & Fujimoto, Y., 2010. Human resource management (2nd ed.). Frenchs Forest, N.S.W.: Pearson Australia.

Marchington, M., Wilkinson, A., &Sargeant, M., 2005. Human resource management at work: people management and development (3rd ed.). London: Chartered Institute of Personnel and Development.

Mathis, R. L., & Jackson, J. H., 2011. Human resource management (13th ed.). Mason, OH: Thomson/South-western.

Reddy, M. S., 2005.Human resource planning. New Delhi: Discovery Pub. House.

Reed, A., 2001. Innovation in human resource management. London: Chartered Institute of Personnel and Development.

Rothwell, W. J., &Kazanas, H. C., 2003. Planning and managing human resources strategic planning for human resources management (2nd ed.). Amherst, Mass.: HRD Press.

Secord, H., & Secord, H., 2003. Implementing best practices in human resources management. Toronto: CCH Canadian.

Sims, R. R., 2007. Human resource management: contemporary issues, challenges, and opportunities. Charlotte, N.C.: Information Age Pub..

 

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