The CEO of Organisation X on Best Human Resource Management Practices - Research Paper Example

A Report to the CEO of Organisation X on Best Human Resource Management Practices Student’s Name Institution TABLE OF CONTENTS 1. INTRODUCTION 4 2. THE PROCESS OF ATTRACTION 5 2.1. Job Description 5 2.2. Person Specifications 6 2.3. Job Advertisement 7 3. SELECTION PROCESS 7 3.1. Developing Selection Criteria 7 3.2. Short-listing Process 8 3.3. Interview Process and Documentation 8 3.4. Scoring Methods 9 3.5. Decision Making Approach 9 4. ORIENTATION AND SOCIALISATION STRATEGIES 10 4.1. Orientation Techniques 10 4.2. Socialisation Techniques 10 5. RETENTION STRATEGIES 11 6. RECOMMENDATIONS AND CONCLUION 12 6.1. Recommendations 12 6.2. Conclusion 13 7. REFERENCES 14 8. APPENDIX 16 8.1. Appendix 1: Job Description 16 8.2. Appendix 2: Structure of Job Advert 17 8.3. Appendix 3: Interview and Scoring Card Documentations 19 A Report to the CEO of Organisation X on Best Human Resource Management Practices 1. INTRODUCTION The purpose of this report is to investigate and present best human resource management practices to the CEO of organisation X. Although there are many practices in human resource management that the organisation may require to know about, this report only tackles four of them. The practices addressed in this report include those involving attraction, selection, orientation and retention of employees. Business scholars maintain that the prosperity of a business mainly depends on the types of the employees it has. It implies that for an organisation to effectively achieve its goals, it has to begin by recruiting performance oriented employees. Employees who are performance oriented can only be obtained by installing effective attraction systems (Deb, 2009). After the attraction of the best candidates, the selection process then follows; the most suitable individuals to fill a particular vacancy are determined using this process. The selection process begins from when a vacancy is announced to when a letter of appointment is issued to the successful candidate. The process involves designation of a number of items including selection criteria, interview documentation, and scoring methods (Armstrong, 2007). Another human resource management process that is discussed in the report is orientation. Orientation forms part of assimilation and continuous socialisation of a new employee in the organisation. The process is equally important to the HR department of organisation X; it assists new employees to expel their anxiety, understand what is expected from them by the organisation, and enhance their commitment to its goals (Armstrong, 2007). Lastly, the report discusses the process of retention as a way of keeping employee turnover at its minimum. The process of retention can help the organisation to hire and keep a team of talented and performance-oriented employees. The process involves hiring the right individuals, empowering them, recognising and rewarding their efforts, and offering them a competitive remuneration and attractive benefits (Deb, 2009). 2. THE PROCESS OF ATTRACTION The process of attracting performance oriented individuals to work at organisation X should begin with a job analysis. A job analysis refers to the way a job is defined in terms of the tasks and responsibilities required to accomplish it according to the standards of the organisation. A job analysis is covered under job description and person specifications. A job description is one of the essential documents used in the recruitment and evaluation processes. It can also be used in determining the training needs for a particular job (Anderson, 2008). 2. 1. Job Description A job description document is used to outline various aspects of a post that require to be filled (see Appendix 1). The first item that should appear in the document is the job title, which is a summary of the main function of the occupation. The second item in the document should be reporting lines that indicate who is responsible for the position. The document of job description should also contain the overall objective of the position and how the job holder is expected to assist the company achieve its goals (Kleynhans, 2006). The main part of a job description document is the part explaining the main tasks and responsibilities that are supposed to be performed in the job. The items in this section should be properly illustrated as they are the ones that mostly attract applicants. It should explain all the activities and responsibilities the job holder is expected to accomplish. This section may also contain a subsection indicating the starting date and working hours as most applicants may be interested in knowing that information before they make their applications for that job (Kleynhans, 2006). Apart from the section of main tasks and duties, another important part in the job description is the segment containing the terms and conditions of employment. The conditions should be well stated as they form part of the most important elements that applicants look for before making a decision on whether to apply for the job or not. This section should contain essential conditions, such as adherence of the employer to health and safety policies. This section should immediately be followed by that of remuneration and benefits that the job holder is entitled to. The benefits, such as annual leave, pension, and sick pay, should be well stated as they also play a great role in attracting applicants (Kleynhans, 2006). 2.2 Person’s Specifications The document for the person’s specifications should be designed in such a way that it adequately describes the qualities required to have the job properly accomplished. Some of the major areas that need to be included in the description include knowledge, level of education, experience, attitudes, and skills. Consequently, the document forms a basic part of processes of interviewing, short listing and doing an evaluation of the applicants (Yeung, 201). The first section of the person’s specifications should indicate the minimum experience needed to perform the job. The section can also contain other aspects, such as work-based knowledge, aptitudes, abilities and skills. The section should indicate a minimum of these aspects to attract many applicants. The second section in this describes personal attributes that the job holder should possess. Behavioural attributes refer to personal features, such as attitude and communication skills, which are required to have the job done. The last section in the person’s specifications part is education and training. The level and type of education and training should not be so specific to avoid locking out satisfactory applicants (Yeung, 201). 2.3. Job Advertisement A job advertisement is an announcement about a job vacancy in a given organisation. Consequently, the main purpose of a job advertisement is to inform the potential workers about a vacancy in a particular organisation. The advertisement seeks to find suitable people to fill a vacancy that is created in the organisation. The HR department should ensure that the advert contains all the information in the job analysis and the person’s specifications to ensure that only those candidates who are qualified submit their resumes and applications for consideration (see Appendix 2). The adverts can be put on print media, such as newspapers, social media platforms such as Facebook, television or radio (Steingold, 2009). 3. SELECTION PROCESS The process selection refers to the steps followed to put the right workers on the right positions within the organisation. The process involves a technical procedure in which the HR personnel recruit and hire individuals with skills and qualities, which can help the organisation to achieve its goal and objectives. By selecting the most suitable candidates for the required job, the company avoids problems of employee absenteeism and saves itself time and money (Compton, Morrissey, & Nankervis, 2009). 3.1. Developing Selection Criteria The development of selection criteria involves outlining the standards against which the applicants should be measured to choose the ones who have the desired qualities and abilities for the job. The development of the selection should be based on items such as the job description and the person’s specifications. The development process should look at each of the skills, knowledge, ability and attitudes that are outlined in the job analysis. The criteria need to set the standards for above average performance in relation to the activities to be carried out as part of the job (Billsberry, 2007). 3.2. Short-listing Process Short-listing is a stage within the recruitment and hiring process that the HR department relies on to filter job applications down to a number that can be effectively managed. It is recommended that short-listing be done as efficiently as possible to enhance the recruitment process. There are different filters that the recruiting panel can use to move the job applications. Some of the filters include ability testing, telephone interviewing, and paper screening. The job applications should be done against the job requirements, which include the skills, knowledge, attitudes, abilities and other items listed in the job description and the person’s specifications. The process should ensure that about 3-10 candidates are short-listed for a particular job (Price, 2011). 3.3. Interview Process and Documentation Interviews are done in four stages: arrangement, preparation, the actual interview, and reconstruction. The organisation, during the arrangement, should call the short-listed applicants to inform them about the date when the interview will be carried out. The company should identify itself and the venue for the interview. If possible, the shortlisted applicants should be called at least 7 days before the date of the interview. Preparation, the second stage, requires the interview panel to adequately research on the job. The panel should also prepare questions and other relevant items that need to be used in the interview (Kaila, 2005). The real interview should take place on the scheduled date and time as well as at the same venue communicated to the short listed applicants. The interview questions should be designed as short as possible to enable the interviewees to understand and answer them effectively (see Appendix 3). The interviewees should also be given ample time to respond to the questions. During the interview, necessary evaluations that can later be used to make recommendations should be made. The last stage, reconstruction, gives the interviewers time to review the notes they took during the interview. The notes should be reviewed and necessary corrections made to enable the decision making panel to understand them when making recommendations (Kaila, 2005). 3.4. Scoring Methods A scoring method is one of the most effective techniques that are used to make an interview successful. A score sheet or rubric needs to be used in determining the scores of every candidate in an interview (Banfield, 2011). The type of score sheet that is used in an interview should not only be conclusive but also allow the interviewing panel to design a well-structured and formal evaluation of knowledge, skills, competencies, experience, and attributes of each of the candidates (see Appendix 3). 3.5. Decision Making Approach During the interview, every panel member should make his or her own ratings concerning a particular candidate on the score sheets they are provided with. The score sheets, during the decision making process, should be collected and the ratings and judgments contained in them compared. It is recommended for the interviewers to assign all the candidates their scores as soon as the interview is complete. This is the time when such information is still fresh in their minds. Any suggestion, discussion and recommendations should be supported by evidence from the score sheets. The candidates should be reviewed on an individual basis before the final decision is reached at (Gitman & McDaniel, 2009). 4. ORIENTATION AND SOCIALISATION STRATEGIES 4.1. Orientation Techniques Orientation refers to the process of making a newly hired employee become part of the system of organisation X. The first and the most effective way of orienting a new employee into the organisation is preparing a simple party for celebrating and appreciating the new employee for making it through the interview. This helps to reduce the anxiety that the employee may be faced with after the interview. This strategy can also help the employee become more enthusiastic with the reality that is now part of the organisation (Westwood & Johnson, 2005). The HR manager should arrange for one-on-one meetings in which he can identify any problems or frustrations that might hinder the new employees from catching up quickly. During such meetings, the manager should also remind the new employees about the goals and objectives of the organisation and inform them on what they need to do to assist it to achieve its objectives. Such meetings can also be used to inform the employees about facilities, such as schools, restaurants, and hospitals, which are around the organisation and which might be important to them while at work (Westwood & Johnson, 2005). 4.2. Socialisation Techniques Socialisation should follow immediately after orientation. Socialisation, as a process, assists the newly hired employees to develop behaviours, attitudes and knowledge that are needed to enable them to successfully participate as full members of organisation X. The main reason for socialisation is to assist the new employees to adapt to the environment of the organisation. Socialisation is a continuous process and can go on for close to one year. The main phases of socialisation include anticipatory, encounter and setting in stages (Wrench, 2013). The anticipatory phase occurs before new employees begin assume their positions in the organisation. The employees are expected to hold informal talks with the representatives of the organisation to acquire the relevant information that relates to it and the jobs that they are expected to perform (Wrench, 2013). The last two phases, which include encounter and setting in, occur when the newly hired employees begin to work in the organisation. Employees are expected to learn about the activities and responsibilities they are required to perform immediately they commence the job. The managers are expected to establish a high-quality working relationship between existing staff members and the new employees to assist them to understand any issues that may challenge them on the job. The setting in stage, which is the last one, occurs when the employees are able to keep up with their job activities and responsibilities. The employees should be assisted to understand how they can effectively handle their job demands and other issues that may crop up in their areas of jurisdiction (Wrench, 2013). 5. RETENTION STRATEGIES There are a number of strategies that organisation X can rely on to retain its employees to avoid the expenses of recruiting and training new employees every time it needs to fill the positions left vacant by workers who quit their jobs at the company. The first strategy is training, which is regarded as one of the most effective ways of employee retention. Training assists the organisation to reinforce the employees’ sense of value and their attitudes towards their jobs (McCooey, 2010). The second strategy requires the management to instil a positive culture in the organisation. The management should mentor the employees and help them develop positive values such as excellence, honesty, respect, and above all, the spirit of teamwork. The organisation will be in a good position to retain the newly hired employees if it creates a positive culture in which every employee is committed to ensuring that its goals and objectives are achieved (Finnegan, 2010). Provision of growth opportunities is also another way of retaining employees. The organisation should avail facilities such as software and workshops, which can assist the employees to enhance their worthiness and their objective-setting efforts. This implies that the management should always provide the employees with enough job challenges that can enable them to expand their skills and knowledge in the corporate world (Finnegan, 2010). Lastly, the organisation should appreciate the employees for every job well done. The appreciation can be done through compensation and benefits. The organisation can offer competitive remuneration, pensions, health benefits, bonus programs, and paid time off days to its employees to make them see it as the best place of work they could have. The rewards and benefits offered to the employees should be significant to create the required impact on them. The rewards and benefits are also effective at motivating the employees to work harder to ensure that the organisation achieves its goals (McCooey, 2010). 6. RECOMMENDATIONS AND CONCLUION 6.1. Recommendations Firstly, this report recommends that the organisation attracts potential workers through a well established job analysis, person’s specifications and proper advertisement strategies. The job descriptions and person’s specifications should be clear and relevant to attract the best applicants. The job advertisements should be placed in media platforms that are high accessible by the target audience to ensure that the information reaches a large number of potential applicants. Secondly, the report recommends that the organisation adopts the selection process as described in the paper. The process of selection should follow the outlined procedure, which moves from the selection criteria to the short-listing of candidates, then the interview stage, followed by the scoring criteria and then the decision making stage. The team responsible for recruiting and hiring the new workers should ensure that each of these procedures is properly conducted and accorded ample time. Lastly, the report recommends that the organisation, through its human resource department, implements the orientation, socialisation and retention strategies as suggested in the paper. The report suggests that the organisation applies all of these strategies to achieve its goal and objectives. The proposed strategies are effective and can assist the organisation to cut down the costs it incurs in the management of human resources. 6.2. Conclusion This report investigates and presents the best human resource management practices to the CEO of organisation X. The practices addressed in this report include attraction, selection, orientation and retention of human resources. The report explains how each of the four practices can be carried out by the human resource department at X to ensure high productivity in the entire organisation. The strategies explained in the report are effective and can assist the organisation to reduce the expenses it incurs in managing its human resources. The report recommends that the organisation, through the department of human resource, implements all the strategies outlined in this paper. 7. REFERENCES Anderson, D. (2008). TKO hiring: Ten knockout strategies for reducing, interviewing, and hiring great people. Hoboken, NJ: John Wiley & Sons. Armstrong, M. (2007). A handbook of human resource management practice. London: Kogan Page. Banfield, P. (2011). Introduction to human resource management. Oxford: Oxford University Press. Billsberry, J. (2007). Experiencing recruitment and selection. Hoboken, NJ: John Wiley & Sons. Compton, R. L., Morrissey, W. J., & Nankervis, A. R. (2009). Effective recruitment and selection practices. North Ryde, NSW: CCH Australia. Deb, T. (2009). Managing human resources and industrial relations. New Delhi: Excel Books. Dessler, G. (2002). Instructors manual. New York, NY: Pearson Prentice Hall. Finnegan, R. P. (2010). Rethinking retention in good times and bad: Breakthrough ideas for keeping your best workers. Boston, MA: Davies-Black. Gitman, L. J., & McDaniel, C. D. (2009). The future of business: The essentials. Mason, OH: Cengage Learning. HR Manager. (n.d). Job posting guide and template. Retrieved April 08, 2013, from http://www.nlhrmanager.ca/index.php?option=com_content&view=article&id=63&Itemi d=63 Kaila, H. L. (2005). Human resource management. Delhi: Kalpaz Publications. Kleynhans, R. (2006). Human resource management. Cape Town: Pearson. McCooey, D. (2010). Keeping good employees on board: Employ retention strategies to navigate any economic storm. Garden City, NY: Morgan James Pub. Price, A. (2011). Human resource management. Andover, MN: Cengage Learning. Scheid, J. (2011). Sample of a job interview score sheet. Retrieved April 08, 2013, from http://www.brighthub.com/office/human-resources/articles/110122.aspx Steingold, F. (2009). Legal guide for starting & running a small business. Berkeley, CA: Nolo. Westwood, R., & Johnson, L. (2005). New employee orientation: Career planning and talent management. Alexandria, VA: ASTD Press. Wrench, J. S. (2013). Workplace communication for the 21st century: Tools and strategies that impact the bottom line. Santa Barbara, CA: Praeger. Yeung, R. (2011). Successful interviewing and recruitment. London: Kogan Page. 8. APPENDIXES 8.1. Appendix 1: Job Description Adapted from (Dessler, 2002) Background Data for Job Description Job Title Department Job Number Written by Today’s Date Applicable Dot Codes I. Applicable DOT Definition(s): II. Job Summary: (List the more important or regularly performed tasks) III. Reports To: IV. Supervises: V. Job Duties: (Briefly describe, for each duty, what employee does and, if possible, how employee does it. Show in parentheses at end of each duty the approximate percentage of time devoted to duty.) A. Daily Duties: B. Periodic Duties: (Indicate whether weekly, monthly, quarterly, etc.) C. Duties Performed at Irregular Intervals: 8.2. Appendix 2: Structure of Job Advert Adapted from (HR Manager, n.d) Job Title: Job Location: Company: {Name of Company} provides {products or services the company provides} to {describe your customers}. {explain why the company is a good place to work}. Job Description: Your main responsibilities will be {give a detailed overview of the responsibilities of the position}. On a day-to-day basis, you will be expected to {list the main tasks associated with the job}. To achieve this, you will be working {alone, as part of a team, as leader of a team, etc.}. Your work will enable the company to {state why this job is important to the company}. Requirements and Qualifications: You will be a {explain the type of person you are looking for: e.g. motivated, good leader, self-starter, etc.}. You will have completed (educational requirements} and will have a minimum of {years } of experience in {type of work}. You will have demonstrated strong skills in {name skills, e.g. time management, organisation skills, leadership, communications skills} and will be {note any special requirements that the person will need to meet; for example, willing to travel, available for weekend and evening work, available on short notice, able to lift 50 pounds, etc}. How To Apply: Applications may be submitted by {mail, e-mail, fax, etc.} no later than { Deadline for Applications} to: {Company Name} {E-mail Address:} 8.3. Appendix 3: Interview and Scoring Card Documentations Adapted from (Scheid, 2011) Name of Applicant: _________________________________________________________________ Position: __________________________________________________________________________ GENERAL QUESTIONS # Questions Excellent Good Average Below Average Poor No Answer Comments 1 Run us through your key skills and qualifications 5 4 3 2 1 0 2 Describe why you think you would be fit for this job 5 4 3 2 1 0 3 Describe your strengths and weaknesses 5 4 3 2 1 0 4 Describe one mistake you made in your life and what you learned from such mistake 5 4 3 2 1 0 5 Your biggest accomplishment till date 5 4 3 2 1 0 6 List some challenges you faced in your work experience and how you resolved such challenges 5 4 3 2 1 0 7 The thing you liked most in your previous job 5 4 3 2 1 0 8 The thing you disliked most in your previous job 5 4 3 2 1 0 9 Reasons for quitting existing/previous job and wanting to take up employment here 5 4 3 2 1 0 10 What do you expect from your supervisor 5 4 3 2 1 0 11 Where do you expect yourself to be five / ten years down the lane 5 4 3 2 1 0 12 When faced with choice of a tight deadline and company policy imposing restrictions, what would you do 5 4 3 2 1 0 13 Any other question 5 4 3 2 1 0 14 Any other question 5 4 3 2 1 0 15 Any other question 5 4 3 2 1 0 TOTAL (Add up the points) SPECIFIC QUESTIONS # Questions (Insert the specific technical questions in the relevant rows) Excellent Good Average Below Average Poor No Answer Comments 1 Explain a critical job situation and elicit how the candidate would react 5 4 3 2 1 0 2 Ask a basic subject question related to the job profile 5 4 3 2 1 0 3 Ask an advanced subject question related to the job profile 5 4 3 2 1 0 TOTAL (add up the points) COMPATABILITY QUESTIONS # Questions Excellent Good Average Below Average Poor No Answer Comments 1 Salary Expectation 5 4 3 2 1 0 2 Flexible hours 5 4 3 2 1 0 3 Time Required to Join 5 4 3 2 1 0 TOTAL (Add up the Points) Total Score Weightage Total Total for General Questions X 1 = Total for Technical Questions X 2 = Total for Compatibility Issues X 1 = Overall TOTAL Overall Summary Comments ______________________________________________________________________________________________________________________________________________________________________ Signature of Interviewer: _______________ Name of Interviewer: __________________ Date & Time: ________________________ Location: __________________________ Read More