Stages of Hiring a New Staff on Board - Report Example

Running Head: HUMAN RESOURCE MANAGEMENT Human Resource Management of the of the Human Resource Management Introduction Human Resource Management (HRM) is an intended approach to administration people successfully for performance. The aim of Human resource management is to establish a open, supple and caring management style so that employees will be motivated, developed and controlled in a way that they can give of their best to sustain departments missions. Good Human resource management practices are instrumental in serving achieve departmental objectives and improve productivity. Nowadays, companies in United Kingdom are investing more money on human research resource, analyst or hiring human resource consultant to find the right people for the job position. Therefore, Job analyst, specification and selection of people become an important part in the hiring cycle. Furthermore, these are now turn into a vital stage of company development and improvement. Human resource management can be separated into different categories: Job analysis, job design, recruitment & selection, and career & succession planning. Over an over, hiring become a strategic analysis in which the overall strategy (growth, consolidation, diversification, etc), key human resources needed to achieve strategy & workforce characteristics and behaviors required of key human resources are planed & discussed ahead of time. In this report, we will discuss the different stages of hiring a new staff on board and how to make the right choice of getting the right person on-board. We will also look at how strategic human resource manager could provide useful to the board of management as to maximize company efficiency and profitability. Attracting the right person From a manager stand point, hiring is not just about finding a candidate to ill in the job vacancies, but also about how to help company to find the best person to join. As a result, this is a process to increase team efficiency & hence become more productive and leads higher profitability. In fact, it is very costly to have the wrong person in the job and to have to replace them. The critical factor in assuring manager makes the right employee selection for hiring or promotion or lateral move is the ability to accurately predict the cultural & soft skill fit of the candidates with the job and at the same time, it is the line manager role to think of the hard skills needed on the job, that is job analyst and its another strategic plan for companies to attract potential talent person to join the team (Youndt, 1996). The line manager must clearly identify the kind of job responsibility he needs for the team and the types of person he wants to fit in the role. Also, the qualification of the candidates and the source of the applicants are also very critical decision making process for line manager as well as the human resource manager. Selection Technique Selection of staff is about selecting the right person for a given job and its a two-way process of companies to invite knowledgeable and talent applicant to join the firm; in addition, it is for candidates to show their ability to get the right job. Before the actual interview process, short-listing is used for filtering for the right candidates (Boxall, 2000). Then the suitable candidates can be selected through these techniques. Some of the more popular selection techniques are the interviews, tests, and assessment center. Interviews By far interviewing is the most commonly use as a selection tool. There are two structured interview techniques are behavioral and situational interview. During interview, the candidate can demonstrate their ability and present their expertise to the interviewers. The interviewers can make assessment by comparing the performance of each interviewee and hire the suitable candidate for particular position. Refer to Kochan and Baroccis model of recruitment, selection and staffing functions at different organizational stages. The selection process at different stages of the enterprise is different; therefore, during the interview, the interviews can setup the hiring criteria to meet their need base on the model. Testing Using testing method, the candidates can demonstrate their ability when working under pressure. Its a reliable method by making all the candidates doing the same test (Felstead, 2000). There are various kinds of testing used in the markets: for examples, general ability test, psychological and aptitude test enable the human resource manager to screen out possible applicants. General ability test - this is about physical strength, verbal skill and common communication. Specific aptitude test - it can be different depends of the job nature; typing kill for secretary job, or foreign language kills for flight attendants. Psychological test - it can be used to tell the candidates personality and his/her ability to handle critical situation. Strategic Human Resource Management Company & business performance is always measure on the productivity and profitability. Also, management style and the development of new forms of organization is one way to determine the company potential to growth or invention of new idea. HR leaders face an increasing number of significant people-related issues arising from the business strategies of their organization in todays changing marketplace. Some of these issues are unique to a given company, but others are common across industries or even the entire business landscape. In today working market, with the increase of globalization, changing of high-tech working environment have demanded more creative and innovative human resource management (HRM) "solution" to the design of jobs. Not only it helps company to screen out the best people to join the firm, but also it provides MIS report which helps firm to evaluate the current effectiveness of company hiring strategy. Human Resource Management can be portray as having a hard and a soft version. Such elasticity in the use of the term HRM makes the development of a general theory for HRM seemingly impossible. There is a conflict between elements of self-expression within the soft version and organisational direction in the hard version. Although both versions have been taken from quite distinct intellectual traditions, they have been amalgamated into one general model that is HRM. The results from a study by Becker (1998) found that no single organisation adopted either a pure soft or hard approach to human resource management. Though the rhetoric may be the soft version, with its foundation in communication and employee commitment, the reality of organisational goals almost always brings HRM back to the hard model (Becker, 1998). As a result of such inconsistency between hard and soft HRM, the credibility of HRM will continue to remain a problem Conclusion The development of Human Resource manager has only been started in about 10-years time. However, we can see the importance that it leads to department effectiveness and hence, company successfulness; yet, these days that its been widely used around the world. Nowadays, there is more company than before to hire human resource consultant as the aid to help selecting the right person for the job. As a result, therere rebates on Strategic HRM that is tailored to the demands of the business strategy, and the pattern of planned human resource activities intended to enable an organization to achieve its goals. While selection of staff is one crucial in HRM, it also plays a significant role in company strategic plan. Not only the line manager or the manger need to think of the right candidate, but only he/she will need to look at the team & the company performance before he decides to hire a new staff (Ichniowski, 1997). It also provides a chance for the management to re-evaluate the team performance, as well as to re-locate internal resource so that all resource can be fully utilized and reconsider the need of new staff. The report has study the various roles and models of human resource management, and how it is dissimilar to personnel management. Clearly, human resource management is not a completely new approach. It has many of the same functions as employees’ management, though it has taken on a more strategic role, which is incredible, that personnel management has not at all been able to attain. References Becker, B. E.; Huselid, M. A.; Pickus, P. S.; Spratt, M. (1998): High performance work systems and firm performance: A synthesis of research and managerial implications, in Research in Personnel and Human Resource Management, Vol. 16, Stamford, JAI Press, Stamford, CT., pp 53-101. Boxall, P.; Purcell, J. (2000): Strategic human resource management: Where have we come from and where should we be going, in International Journal of Management Reviews, 2(2), pp. 183-203. Felstead, A.; Ashton, D. (2000): Tracing the link: Organisational structures and skill demands, in Human Resource Management Journal, Vol. 10, no. 3, Nov., pp. 3-21. Guest, D.E. (1999): Human resource management - the workers verdict, in Human Resource Management Journal, 9(3), pp. 5-25. Ichniowski, C.; Shaw, K,; Prenushi, G. (1997): The effects of human resource practices on productivity: A study of steel finishing lines, in American Economic Review, 87 (3), pp. 291-313. Youndt, M.; Snell, S.A.; Dean, J.W. Lepak, D.P. (1996): Human resource management, manufacturing strategy, and firm performance, in Academy of Management Journal, 39(4), pp. 836-866. Read More