The paper "Performance Management Strategies" Is a great example of a wonderful example of a Management Case Study. Black Coalition for Aids Prevention (Black CAP) is a nonprofit based organization geared towards reducing the prevalence of H. I.V, especially among blacks. It was started in 1987 and has tremendously grown to a reasonable size. It gives priority to HIV infected victims in blacks living in Toronto. Funding is through grants and other like-minded individuals and organizations. The organization gives the opportunity to higher learning students doing their projects where they learn and acquire experience.
Due to its initiative and focus, there is recorded improvement in the quality of life in HIV prone area. Works in hand with likeminded groups and the ministry of health where it provides indicators for HIV prevention measures. The ministry of health has been its main mentor. It was formed with a mission of improving health and reducing stigma in black HIV victims. It works strictly under policies formulated by the board of management. Like any other organization, it has a workforce under the umbrella of human resource management.
This is critical position in any organization. The position is entitled to the responsibility of the planning, staffing, job analysis, attracting, selection, training and retaining staff, and linking employees and the top management. The position has numerous challenges. As a human resource manager, analyzing and providing solutions for these challenges is so important. Recruitment challenges For any organization to grow, staffing is critical. As human Resource Manager (HRM), there are a number of challenges faced during staffing. Recruiting of staff in an organization should not be overlooked. Maintaining a steady number of suitable candidates from which recruitment of qualified employees was done, was quite demanding.
This was to ensure an established and dynamic workforce, which is the basis of the organization. Could he fail to meet its recruitment purposes then all other funds in the Black CAP could become nothing. This is because operations could have fallen to a great confusion. He knew too well the important role of recruitment that has to do with securing the best talent, make strong the organization’ s workforce. Used this foundation to improve the quality of life of people under the Black CAP organization. Recruitment This is a process of attracting a significant number of individuals, with the required skills and at suitable times to apply for available positions in the organization.
There were two categories: internal and external. For External, a strong economy could pose difficulty in hiring. The weak economy caused too many applicants with difficulty in selection. If the position was critical, there was a need to temporarily cover the space with an alternative part-time employee. Outsourcing part-time employees, paying overtime, and the recruitment and selection process and training was costly.
In the case where there was no qualified personnel for the position, a repeat of the process was done at a cost. Planning The process of reviewing human resource requirements systematically to make sure that the necessary number of staff with the essential knowledge, skills, and abilities are present when needed. It assists the HRM to match the organization and its objective with its people requirement. In the study, just like the requirements of any organization change, so do its recruitment goals. This was not an easy task since it involved enough time and knowledge.
The Black CAP HRM department was charged with strategic forward planning. It was not only filling recent vacancies but forestalling future needs based on the analysis of human resource requirements.
Bauer, K. (2005). KPIs: Avoiding the Threshold McGuffins. DM Review, 15 (4), 1-4. 4
Bean, C. & Geraghty, K. (2003). Navigating the road to KPI success. Focus, 5(6), 37-41.
Becker, B. E., Huselid, M. A. & Ulrich, D. (2001). The HR scorecard: linking people, strateg y
and performance. Boston: Harvard Business School Press.
Eckerson, W.W. (2009). Performance Management Strategies. Business Intelligence Journal,
Griffin, J. (2004). Developing strategic KPIs for your BPM system. DM Review, 14 (10), 70.
Harvey, J. (2005). KPIs – The Broader strategic context. Credit Control, 26 (4), 65-66.
Kaplan, S. R. & Norton, D. P. (1996). The Balanced Scorecard. Boston: MA: Harvard
Skibniewski, M. J. & Ghosh, S. (2009). Determination of Key Performance Indicators with
Enterprise Resource Planning Systems in Engineering Construction Firms. Journal of
Srimannarayana, M. (2010). Status of HR measurement in India. VISION – The journal of
business perspective, 14 (4), 295-307.
Tootell, B., Blackler, M., Toulson, P. & Dewe, P. (2009). Metrics: HRM´s Holy Grail? A
New Zealand case study. Human Resources Management Journal, 19(4), 375-392.
Ulrich, D. & Brockbank, W. (2005). The HR value proposition. Massachusetts: Harvard
Yeung, A.K. & Berman,B. (1997). Adding value through human resources: reorienting
human resources measurement to drive business performance. Human Resource
Management,36 (3), 321-335. http://dx.doi.org/10.1002/(SICI)