Human Resource Role in Winery Strategic Planning - Case Study Example

Module 2 Name: Course: Tutor: Date: Module 2 Executive Summary Human factor in organizations is important because they aid in the accomplishment of organizational objectives especially due to the increase of competition and globalization management. Human resource management success in organizations is brought about by proper recruitment and selection of executives and employees. Service quality of organizations is influenced by the recruitment and selection strategies employed by human resource planners. The study attempts to show the significance of planning in human resource, analysis and design of jobs, recruitment and selection of employees and use of the training systems approach. Introduction Human resource planning in context with organizational and strategic planning of the business involves forecasting the future of the organization’s needs of human resource in planning how to meet the needs (Walker 1980, p. 75). That is, the organizational plan determined by managers to move from present manpower situation to its desired situation. By so doing, the management will have strived to have the right number and kinds of people, at the right time, place hence both the organization and individual will receive maximum benefits that are long-term. Human resource planning programs have been developed and implemented in organizations in improving the performance of their employees. They have also managed to increase employee involvement and satisfaction to boost organizational quality, productivity and innovation strategies. By gathering information for use in evaluating the effectiveness of programs ongoing in the firm and update planners when forecasts and programs revision are needed is a form of human resource planning. Effective human resource planning in organizations improves their competitiveness in realizing their short and long-term goals. Globalization, economic conditions, changing work force and technology advancement are dominant environmental factors that have contributed to the increase of attention to organizational human resource planning. Environment uncertainty in most organizations is buffered through use of formal planning procedures. Changing work force characteristics in organizations have displayed significant implications for managing human resource, thus increasing organizational human resource planning importance. Increase in demographic changes in relation to abilities, values, skills, and interest of future work force (Beer & Walton 1987). Discussion Human resource planning has benefits associated to it which include: highlighting opportunities for strategic partnerships allowing businesses and other organizations to share risks, benefits and costs of training. It encourages and motivates small organizational success and is a process that makes evaluation easier hence effective information is obtained (Walker 1980, p. 355). Continual change affecting human resource fields are due to mergers, significant breach of trust, acquisitions and downsizing in our global economy. Human resource planners need to be aware of the business needs and organization characteristics in order to accomplish their recruitment responsibilities successfully (Bechet & Maki 1987). Crystal Waters Winery is able to move from its current staffing position by employing human resource professionals competent to recruit, hire and retain qualified staff. These professionals will gather and analyze data in order to forecast expected changes, demands and supply in the workforce; establish objectives of the human resource; design and implement that will enable the organization achieve its objectives; monitor and evaluate the programs. Human resource planning personnel will use their skills in training and recruiting new employees who are going to be beneficial to the business (Burack & Mathys 1996, p. 200). They use recruitment and selection strategies designed in a way to suit the requirements of the positions being advertised by the organization. Human resource planning will be effective and efficient in providing information to the management concerning the progress of the recruitment and selection program in order to update and get their views and opinions. This will promote communication between employees and staff which contributes to the growth and success of the organization. The nature of the organization and environment influences planners in determining organizations operations. New employees will be helped to quickly blend in the system and develop appropriate skills to perform their tasks in the organization (Walker 1980, p. 47). Job analysis is a term used in identifying the competencies that are directly related to job performances. This procedure is systematic in gathering, analyzing and documenting information concerning content, requirements and context of the job. Competency in this case refers to measurable knowledge, abilities, skills and behavior patterns among other characteristics needed by employees in performing their tasks successfully. For example, customer service, communication (oral), flexibility and leadership are all competencies. Abilities, styles of work, work activities and environment, knowledge and skills are the dimensions considered in any job analysis procedure. Job analysis procedures provide human resource specialists with an objective foundation for hiring, accommodating, training, supervising and evaluating disable individuals hence, improving organizations efficiency. Job analysis is a process determining the purpose, essential functions, job setting and qualifications. It is a process of obtaining necessary information for job design. Job analysis paves way for the determination of policies, procedures and rules that guide employee decisions. Job design is a process specifying job contents, methods and relationships that satisfy technological, organizational, social and personal requirements of employees. The primary focus of a job design is to give hub to designing the transformation process of both inputs and outputs. It also considers human and organizational factors impacting transformation. According to Jackson and Mathis (2007, p. 165), job design is referred to as organizing duties, tasks, responsibilities and other elements contributing to work productivity in the workplace. Job design influences work performance, affects job satisfaction, physical and mental health (backache, heart disease, high blood pressure and stress). After provision of necessary information in job analysis process, managers are now ready to design jobs for their employees. A job design provides strategies that help acquire suitable fits between employees and their jobs in an organization. For Crystal Waters Winery, job analysis in management is going to be achieved by identifying the competencies related to this job category and include knowledge, abilities patterns of behavior and skills. The management position being advertized by the company, is a big position that needs an individual who is ready and willing to work under high pressure with minimal supervisory. Management is a key position in companies because he/she deals with the running of the organization and makes decision of areas like human resource, marketing, advertising and promotions. The manager should be well spoken and relates well with employees because they will be working together most of the time. Communication should be clear and resources should be distributed well to all departments in the organization. The process of getting the talent needed by any organization in order to succeed is called recruitment. Strategic recruitment is therefore, the right focus and blending approaches promoting capacity-building in organizations. This can either be done internally or externally depending on the position being advertized. Strategic recruitment is a process that aims to get the best from a group of talented, tactical, rare and short-term employees (Compton & Nankervis 1991, p. 20). This procedure is very important for any organization to succeed because it gives them a chance to compare and contrast from a variety of individuals. Strategic recruitment and selection of employees should be aligned with organizational cultural norms to minimize inherent risks when it comes to decision-making in the changing work environment. These strategies also give the organization competitive advantage and significant return on investment (ROI). Strategic recruitment and selection considers the following factors: a workforce that is aging; employee’s ephemeral approach instead of life-long approaches to commitment to their work; refocusing of the organization in building core business; positive culture increment due to an increased need to find employment opportunities. This will be a good way for employees to fully utilize their skills, interests and abilities in increasing a firm’s productivity level. Managers need to have succession plans for their organization to ensure that the future performance has been maintained. This will reduce occurrence of risks like increased costs of turnover, loss of higher performers and therefore decrease in competitive advantage due to shifts in the work world. In contemporary times, recruitment and selection challenges have emerged, but with well planed and measurable strategies in place, people’s values have been acknowledged. Therefore, organizational culture is maintained and organizations are bound to succeed (Compton & Nankervis 1991, p. 12). Corporate success has been enhanced by managers through proactively improving selection processes applied. Selection strategies should give focus on quality of work performed by employee to be hired and those in the organization already. Strategic selection as a function should be able to provide an organization with highly motivated and skilled/qualified employees, who can eventually impact the financial and operational well-being of the organization. There are various strategic selection approaches to be employed by different organizations in improving the way in which employees are hired and placed within job hierarchy. Selection effectiveness and efficiency can be improved through use of many strategies in different employment situations. The degree of fit between employees and organization increases when these efforts are applied. Also, strategic objectives in the organization are also increased and level of performance is improved (Jackson & Mathis 2007, p. 253). Crystal Waters Winery can choose from a variety of recruitment and selection processes to apply in its organization. Short listing and interview arrangements are some of the techniques managers can employ. However, the best process for this company will be the use of references because they are gotten from a list of candidates short listed. Training systems are structures that reduce investment risks in skills or training by increasing firms and workers profitability through productive use of invested skills (Ailey & Waldinger 1991, p. 433). This is done by recruiting, acquiring skills and labor markets information circulation. The presence of these systems in organization is a sign of circulation information in labor markets, recruitment of workers and obtaining skills. The two dimensions used in classifying this mechanism are: their affiliation to the firm (internal or external), and their institutional context (formal or informal channels of occurrence). Schooling and mechanisms that are job related are examples of formal channels, where rules are processes influencing labor market entry, training, and movement in stages are clearly stated in agreements/laws (Ailey & Waldinger 1991, p. 435). Training system approaches used by unions help consolidate a skilled workforce through training, entry restriction and matching workers with jobs through halls of hiring. Internal structures are determined by the size of the firm. Large firms have internal structures because their job hierarchy is more articulated; are able to pay for training processes; and are unionized hence, training structures are specified. The steps followed in training system approach include the following: Phase one is called initiating and includes need recognition, and recommendation. Second phase is called framework setting which entails research, information analysis, deciding on the next step to take, framework and decision. Third step is the redesigning of training system, which encompasses the project plan, design training, training recognition, testing of the news system and lastly adopting the new system. The fourth and last phase is the operating of the training system approach into the organization. This phase includes rollout, monitoring and maintenance. For a company like Crystal Waters Winery, the best approach to use in training systems is the use of team building expeditions that will enhance communication between departments and unity in doing projects. This will maintain co-operation between different departments and they will also give each other a chance to lead and make pertinent decision concerning projects. Leaders will also be given the chance and opportunity of knowing their employees at a more personal level that spills down to their performance level in the workplace. The management will be in a better position to handle disputes and problems that arise among employees due to the availability of background information. Employees and top executives will appreciate and respect each other’s work and ideas. Conclusion Crystal Water Winery is a company that is still growing, but if it implements the strategies and suggestions made in this article, they will increase their levels of productivity and improve their quality of goods and services. Recruitment and selection strategies are vital for the growth and development of the organization in terms of quality and productivity. Human resource planning should be improved in order to acquire skills and abilities that will help the business forecast trends and challenges that will affect the business operations. Training systems approaches should also be implemented in order to reduce redundancies of work. References: Ailey, T & Waldinger, R 1991, ‘Primary, Secondary, and Enclave Labor Markets: A Training Systems Approach’, American Sociological Review, vol. 56 (August: 432-445). Beer, M & Walton, AE 1987, ‘Organizational change and development’, Annual Review of Psychology, vol. 38, 339-367. Bechet, TP & Maki, WR 1987, ‘Modeling and forecasting: Focusing on people as a strategic Resource’, Human Resource Planning, vol. 10, 209-219. Burack, EH & Mathys, JN 1996, Human resource planning: a pragmatic approach to manpower staffing and development, 3rd edn, Brace-Park Press, New York. Compton, RL & Nankervis, AR 1991, Effective Recruitment & Selection Practices, CCH Australia Limited, NSW. Holbeche, L 2009, Aligning human resources and business strategy, Butterworth-Heinemann, NY, p. 168. Jackson, H & Mathis, L 2007, Human Resource Management, Cengage Learning, New York. Jackson, SE & Randall, SS 1990, Human Resource Planning, American Psychologist, Vol.45, No. 2, 223-239, accessed 12 April 2011, Read More