A poor stock of human resources results from a poor human resource planning. Either the Human Resource Department (HRD) has found this function complex or expendable is a situation that could injure an organization slowly but successfully. Therefore, strategic human resource planning is the key to an effective manpower – manpower, being an indispensable resource in an organization. This case study report discusses the looming problem of ABC Inc. regarding its staffing and utilization of people resources which may have rooted from a bad human resource planning.
Furthermore, this paper presents alternatives and proposed solutions to issues identified as relevant. Background ABC Inc. suffers from a problematic human resource planning specifically with its recruitment system. On the whole, the problem lies in the HRD as it failed to do such basic function. The company is either oblivious of such problem or underrates the vitality of this department in an organization. Key Problem Ø Poor recruitment system The Human Resource Department of ABC Inc.
is proof that the company has a system of people management (as should be the case for any organization). ABC Inc. either implements its human resource plans poorly or merely lacks a strategic HR plan. Human resource planning is the bigger scope which includes devising an intelligent recruitment system – and where ABC Inc. is faulty. It is evidenced from its recruitment of Mr. Carl Robbins and then the latter’s recruitment of new employees. When Mr. Robins fails to do the basic functions of an HR Manager, it becomes clear that he is not the right person for the managerial job.
The cycle begins again when Mr. Robins becomes unsure whether the newly hired employees are skilled and fit to work for Ms. Carolls. Apparently, the company’s Human Resource Department (HRD) doesn’t exercise stringent, thus mediocre, principles in funneling its potential employees. ABC Inc. overlooks the essence of human resources and becomes contented over quantity and not over quality. Alternatives 1. Reorientation of staff An alternative solution would be to reorient its HRD staff about the deeper vision and mission of the company, more particularly about their respective and most basic of their functions.
An evaluation should come after to know whether the reorientation program was effective. This process should not only be done once but periodically. Such a scheme would not only reenergize the staff time and again. Such a scheme would also be cost-effective for the company and doesn’t eat so much time and effort. The instruments needed for evaluation may even be improvised for the next. In reorientation, however, the company may adapt the same faulty process in the recruitment system.
Reorientation does not involve evaluating or amending the processes or policies which may be defective. It only answers the problem on poor implementation therefore it is not practical for the time being. 2. Employing a strategic human resource planning Human resource planning/people planning is a basic job of the human resource department (HRD). It boils down to an intelligent recruitment process where the HRD produces the best possible team to run the course of the organization. In a modern context, human resource planning determines the probable or existing need of people resources and deliberating for a plan of action to answer this need (Jackson & Schuler, 1990).
Though human resource planning doesn’t only involve recruitment, it still aims to minimize people problems which may confront the company in the future (Tyson, 2006). It is therefore a preventive measure. It uses a simple economic logic: if a company uses a strategic recruitment process, it will be able to squeeze out skilled workers who may have high productivity rates which is a component in the financial stability of the company. For ABC Inc.
this would be feasible and practical because this does not only identify the problem on its people but as well as the problem on its system. If it wants a one-time foolproof investment for an efficient utilization of people, then having a strategic HR plan would be the solution. It should be noted that this alternative is an overhauling process that includes a significant part of organizational effort (Tyson, 2006). Proposed Solution ABC Inc. may have been staffing defectively (as evidenced through Mr.
Robins). Thus, there must also be wrong with the system which may have come from indecisive objectives in people management. An incompetent HRD produces incompetent workers. Therefore, the best remedy for a poor recruitment system in ABC Inc. would be to overhaul the human resource plan and making a strategic one. Key Problem Ø Lack of leadership skills Mr. Robins has no ample flexibility as manager of the department. He failed to delegate basic and indispensable tasks to his team members implicated from the series of glitches that happened after the recruitment process (uncompleted application forms, overlooked drug screen tests, unreserved room for the orientation, and etc. ).
Being a rookie was not half the reason for such flaws. It is common sense for anyone in that job to look whether the applicants complied with what are required of them. Mr. Robins did not succeed in doing the extra mile or seeing the bigger picture. Hence, he falls short of leadership skills which should be the firsthand skill present in a human resource manager. Alternatives 1. Engaging in leadership trainings Mr. Robins may engage in leadership and managerial training/seminars which are not only influential but also diverse in courses.
Leadership skills should be the first thing he must learn and have. The term “leadership” has varied connotations and is different from management (Bratton & Gold, 2001), but is contained in the managerial context that enables the manager to influence other members to do well and productively. However for Mr. Robins to engage in these activities, time may be the most crucial factor. These would compromise his job in the company. Unless a senior management will learn of Mr.
Robins’ incapacities as a manager, then the company may recommend him these trainings. 2. Self-study and research Perhaps the most viable alternative for Mr. Robins situation is to self-study and research. He may read materials (books, pamphlets, and etc. ) about leadersip and managerial strategies. Not only are these materials helpful but also easily possessed in any way. Although, what he might learn from these materials may just be theories that don’t actually hasten the development of skills, this alternative is best for him since this may needlessly involve any superior’s effort.
Proposed Solution In order not to sacrifice his job in the company, Mr. Robins can only self-train by reading appropriate materials to enhance his knowledge about leadership and management. Attending outdoor leadership trainings or seminars takes a lot of significant time. He needs to do the extra mile himself since he is also compensated to do his job. Besides, he has a team where he could actually put those theories into practices. Key Problem Ø Unequipped employees Of all the glitches from the lack of preparation during recruitment, the biggest by far is about the newly hired employees.
Some of them lack information in their application forms and transcripts on file which may have made them unqualified for the position. Also the possibility that some of them are positive of drug abuse compromises company productivity, time, and money. With all those mishaps, some of the new employees might be inept for the job. Alternatives 1. Training progams The least action Mr. Robins can do is to have them undergo extensive and intensive training programs that should be over in four weeks. This being proposed is something more than just orientation but stipulating real courses to wring out the potential of the employee.
It would mean driving the whole HR team into the fullest force. Money and effort are involved in these trainings. 2. Positive reinforcement Positive reinforcement is a factor that motivates an employee. This includes rewards or incentives in case of high productivity rates (Beel, 2007). With positive reinforcement, the new employees may do more than what is expected of them. What makes this alternative not best for Mr. Robins’ dillemma however, is that some might still not be skilled enough however motivated they are.
Proposed solution Mr. Robins could only train the new employees if he wants solid returns from them. Effects of training programs are insoluble. Once it has been learned it may always be learned and applied. Periodic evaluation also complements a fair return. Conclusion People issues form a never-ending cycle if left unattended. ABC Inc. should first identify and understand the problem about its management of people resources. Strategic consciousness is the key to adhere to the dynamic environment (Tyson, 2006).
Else it wouldn’t be able to diagnose smaller problems which may prove injurious to the company. Strategic human resource is a vital part in the company’s business strategy such that it adds up to the competitive edge (Simms & Select, 2006). Thus, considering the above elements will make ABC Inc. achieve its goal. References Beel, J. (2007). Project team rewards: Rewarding and motivating your project team. Retrieved from http: //books. google. com. ph/books? id=uH88SVfEbNQC&printsec =frontcover&dq=Project+Team+Rewards: +Rewarding+and+Motivating+your+Project+Team&hl=en&ei=Qe9ZTPTTBorGrAeeyoCDA&sa=X&oi=book_result&ct=result&resnum=1 &ved=0CCkQ6AEwAA#v=onepage&q&f=false Bratton, J., & Gold, J. (2001). Human resource management: Theory and practice. Retrieved from http: //books. google. com. ph/books? id=EZ1CLRm3FnQC&printsec =frontcover&dq=Strategic+human+resource+management: +theory+and+practice&hl=en&ei=QBRZTJW_DcKxrAfdvpCxDg&sa=X&oi=book_result&ct=result&resnum=2&ved=0CDYQ6AEwAQ#v=onepage&q=Strategic%20human%20resource%20management%3A%20theory%20and%20practice&f=false Jackson, S.E. , & Schuler, R. S. (1990).
Human resource planning: Challenges for industrial/organizational psychologists. Retrieved from http: //www. rci. rutgers. edu/~sjacksox/PDF/HRPlanning. pdf Simms, H., & Select Knowledge. (2006). Human Resource Planning. Retrieved from http: //books. google. com. ph/books? id=U4yKmskerYIC&printsec =frontcove r&dq=Human+Resource+Planning+Helen+Simms&hl=en&ei=svNZTOfyKY6osQP2guWEDw&sa=X&oi=book_result&ct=result&resnum=1&ved=0CCwQ6AEwAA#v=onepage&q&f=false Tyson, S. (2006). Essentials of human resource management. Retrieved from http: //books. google. com. ph/books? id=cjuRd- W0rsIC&printsec=frontcover &hl=en&source=gbs_ge_summary_r&cad=0#v=onepage&q&f=false