World Wide Fund for Nature

Introduction

It is obvious that a human resource department is necessary to the success of any corporate organization (Armstrong, 2007, pp 24). Ideally, the success of the WWF is in part dependent in the gender and racial balance in its human resource. This report explores the success and efficiency of the department at the World Wide Fund for Nature and how it is managed. In particular, the absence of diversity with regard to human resource in the organization is of growing concern among human right activists. The task of determining the firm’s human resource needs is an essential task of planning (Arthur, 2004, pp 31). For instance, it is only through planning that the organization can determine the right number and type of employees necessary to accomplish its different goals. The magnitude and diversity of the organization’s operations requires an equally complex process of planning, recruitment and selection (Schwarsenbach, 2011, pp 35). Essentially, hiring is not a single step but requires a continuous involvement of necessary adjustments depending on the dynamism of the organization. Ultimately, the WWF requires a specific mix of talent and skills to realize it’s different and ever-changing objectives. Lately, the organization has been on the spotlight for its lack of both gender and racial diversity therefore resulting to immense challenges to its human resource management (WWF 1990, pp 93). The aim of this report is to, therefore, provide amicable solutions to the problem facing the human resource management of the WWF.

 

Literature Review

The processes of recruitment and selection cannot exist in isolation of each other. Rather, they are concurrently occurring and both aim at identifying and persuading prospective workers to apply for the available positions within an organization (Aswathap, 2005, pp 38). Ideally, they are among the most important processes in maintaining the right kind of employees in any organization. In extension, they are vital aspects of an organization’s success and may determine the profitability of different organizations (Human Resource Planning Society, 1978, pp 56). Organizations of the magnitude of WWF appreciate the fact that the processes of selection and recruitment offer better prospects through the assessment of the capabilities of potential employees prior to their being hired (Cascio, 1994, pp 61). Selection and recruitment when done correctly provide a link between the available potential workers and the vacant positions within the organization.

Most of the organizations have policies that dictate gender equality as a way of attaining diversity in the workplace (Cole, 2004, pp 35). For instance, British Red Cross encourages a retention percentage of not more than 20% of workers from the same race. In addition, the company has measures that give the minority gender an upper hand in the selection process. As thus, the company has more than 33% of its workforce as women. The company is a darling among women applicants and receives one of the highest numbers of applicants for its advertised positions. Moreover, the company has structures to offer internship and volunteering opportunities to the students to help in nurturing their skills early enough.

Job descriptions are important tools in the recruitment process of any company. It is through job descriptions that the specific job expectations can be communicated (Collings & Wood, 2009, pp 67) to the prospective applicants. For example, UNEP has a policy of attaching the job description in the advertisements for those job opportunities. This way, the organization is guaranteed of only attracting people that are qualified for the job (Niehaus & Price, 1991, pp 38). It is then the work of the human resource department to identify the people with the most ability to use their skills in achieving the specific targets. Charitable organizations are faced with a risk of not fulfilling their duties if the right candidates are not selected for the available jobs. Besides meeting daily targets, performance appraisals are also used in improving employee performance (Deb, 2006, pp 82).

Charitable organizations, and indeed most corporate organizations, have a trend of giving preference to internal recruitments whenever vacancies occur (Edenborough, 2007, pp 60). The organization Action Aid is famous for its policy of sourcing for recruits internally before they are advertised externally. It is perhaps out of the realization that proper and incisive analysis of the prospects is necessary (Pieper, 1990, pp 12) that many not for profit organizations have put in effort in the recruitment and selection processes. To achieve this, companies must target the market conditions, the job advertised as well as the processes of recruitment (Cunningham, 1999, pp 74). Ideally, the recruitment process bridges the gap between the available positions within an organization and the available prospects possessing the required skills. On the other hand, failure of the processes of recruitment may result in unforeseeable challenges to the organization (Thompson & Martin, 2010, pp 78). The charitable organizations are much more vulnerable to challenges resulting from failure of the recruitment process as they so much depend on the right mix of talent and expertise in their employees.

For the longest time, people have thought of recruitment as a simple single event of selecting employees to work in a certain organization (Sims, 2002, pp 47). However, this assumption cannot be farther from the truth. In reality, the process of selecting the most appropriate candidates require a combination of wide planning and management decision making to achieve success (Rothwell & Kazanas, 2003, pp 39). In addition, the charitable organizations are also in constant competition to attract and hire the most qualified personnel in the market. The organizations go to great lengths to attract the best candidates through provision of better packages and flexible working environments (Reddy, 2005, pp 49). In so doing, the organizations are aware of the ability of qualified personnel to create innovations within the organizations. Moreover, the culture and ethics of the not for profit organizations determine the type of employees recruited within the different organizations. Organizations in the medical field such as the Action For Sick target only candidates that have the requisite skills in the dispensation of treatment. To attain this, the company requires certification of candidates by the country’s health ministry. Moreover, most charitable organizations value the concept of teamwork and are therefore a major requirement for most positions advertised (Banfield, 2011, pp 127).

In the worst case scenario, charitable organizations may have to deal with an impending absence of labor in case of failure in their human resource management. Although such cases are rare, their practicality must never be un

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