Introduction with talent and skills appropriate to fulfil



report`s aim is to provide an insight look into the purpose and scope of Human
Resources Management in terms of resourcing an organisation and will evaluate
the effectiveness of the key elements of HRM within. It will analyse the
internal and external factors that affect HRM decision-making and will apply
HRM practice in work-related context.


The purpose and
scope of Human Resources Management in terms of resourcing an organisation with
talent and skills appropriate to fulfil business objectives


organisations employ people and Human Resources Management is an approach to
how people are managed and employed whilst they work for the organisation.
Human Resource Management (HRM) can be defined as “a strategic approach to
managing employment relations which emphasizes that leveraging people`s capabilities
is critical to achieving sustainable competitive advantage, this being achieved
through a distinctive set of integrated employment policies, programmes and
practice”. (Bratton & Gold, 2007)

main purpose and function is to coordinate the people in the organisation to
achieve business objectives.


see the template below about HRM functions and objectives:


Resources Management (2012)


Resources Management (2012)


Workforce planning is the core process and presents important
opportunity for HR to achieve business objectives. CIPD states that “Workforce
planning is getting the right number of people with the right skills employed
in the right place at the right time to deliver the organisation’s short- and
long-term objectives. It covers a diverse range of activities, such as
succession planning, flexible working, job design, and many more. Whatever its
precise form, workforce planning should be linked to strategic business goals
and viewed as an important part of the strategic business planning process.”

Workforce Planning (2016)


process is part of HRM’s responsibility. It addresses two of the core areas of
the human resources practice: recruitment and selection. These two processes
also help the management to establish and change the employees’ behaviour. The
definition of these two processes are the followings:


Recruitment – Business dictionary
states “The process of finding and hiring the best-qualified candidate (from
within or outside of an organisation) for a job opening, in a timely and cost
effective manner.” (Business Dictionary)

Selection – Business dictionary states
“The process of interviewing and evaluating candidates for a specific job and
selecting an individual for employment based in certain criteria. Employee
selection can range from a very simple process to a very complicated process
depending on the firm hiring and the position. ” (Business Dictionary)


can define two different methods of recruitment; internal and external






and quicker

Peoples are already familiar with the organisation

Provides opportunities for promotion in the business

Don`t need training

Spare the cost of the advertising and background checks

Already know the business the strengths and weaknesses for the candidate

Limited number of potential candidate and no new ideas can be integrated to
the business

Creates another vacancies what need to be filled


people can bring new ideas

Larger pool of workers

Wider range of experience

Larger advertising opportunity for example: newspaper, job centres, internet

Longer process

More expensive because of the advertising and interviewing

Selection process may not be enough effective to reveal the best candidate


see a template below about sourcing the recruitment methods:


of recruitment


selection methods can vary depending on the policies and selection criteria.
See the table below that shows the different methods and their strength and







opportunity to establish rapport

specific question can be asked and answered

allows personnel and line specialist to gather information

candidate may be able to disguise lack of knowledge in specific area

pressure of facing a panel

the interviewer assessment may be biased

testing – proficiency/attainment and psychometric

able to proof that the candidate able to perform particular tasks

designed to predict the candidate potential to learn new skills

allow the employer to systematically asses individual differences

not always a direct relationship between ability in the test and ability in
the job

difficult to bias from tests

candidate can learn to perform well in the tests through practice and

and reference check

factual information about previous employment and comparison of personal view

giving limited perspective about the candidate

selection methods

assess the intellectual and social skill of the candidate

determine their ability to lead and participate as part of the team

multiple candidate can muddy focus of the selection

dominant candidate may influence the assessment


give the selectors longer opportunity to study the candidate

provide information about job-related competences

the assessment need to be put together correctly – if not can hire the wrong


effectiveness of the key elements of Human Resources Management in an


Human resource management is focused of the
employee side of the management. Will help the organisation to deal with
employee in different phases of the employment which will cover pre-hiring,
staffing and post-hiring.


HRM post-hire practices are the followings:

Development, training and e-learning


Motivation and rewards


The first element of the post-hire practise is
development, training and e-learning. Please see a template below about
training, development and e-learning:







preparation for performing a job that is typically provided to staff by the
business that has recently hired them before they become active in services
in the company. Employee training is increasingly required to assist the work
force in using modern techniques, tools, strategies and materials in their
jobs. (Business Dictionary)

of organisational development that covers recruitment and assessment of
executive level employees and training them in leadership to equip them for
higher positions. This process generally includes development of cognitive
(thinking, idea generation and decision making), behavioural (choosing
appropriate attitudes and values), and environmental (suiting management
style to the situation) skills. (Business Dictionary)

A learning system
based on formalised teaching but with the help of electronic resources is
known as E-learning. While teaching can be based in or out of the classrooms,
the use of computers and the Internet forms the major component of
E-learning. E-learning can also be termed as a network enabled transfer of
skills and knowledge, and the delivery of education is made to a large number
of recipients at the same or different times. (The Economic Times)

Benefit for the employee

increase job
satisfaction, moral and motivation among the employees
maintain knowledge,
develop new skill set that allow to undertake variety of work or internal

Benefit for the employer

effectiveness and resulting in financial gain
increase capacity to
adopt new technologies or methods
reduce employee
turnover and boost company image
reduce recruitment

profit and productivity

– training and development is a business tool for improving organisational
performance and profitability
– increase effectiveness and resulting in
financial gain
– reduce recruitment expenses – boost company


The second element of the post-hiring practise is evaluation. Evaluation
is the process whereby feedback is gathered on the progress and outcomes of training
events or programmes, in order to support further planning and decision-making.
(Learning outcome2)




third element of the post-hire practice is motivation and reward.


and reward


Internal and
external factors that affect Human Resources Management decision-making,
including employment legislation and Human Resources Management practices in
work-related context


Employee relations may be defined as
those policies and practices which are concerned with the management and
regulation of relationship between the organisation, the individual staff
member and group of staff within the working environment. (Learning Outcomes 3)

see a template below about the importance of the employee relations.


Employee relations

CIPD states about employment legislation the following “Employment law
regulates the relationship between employers and employees. It governs what
employers can expect from employees, what employers can ask employees to do,
and employees’ rights at work.”It
dictates what an employer should and should not do in relations to the
management of his business and his employees.

Please see below a template about the
employment legislations and their impact on the HRM decision-making.



Impact for the HRM decision-making

The Employment Rights Act, 1996

– The
nature of a valid employment contract, and what it should contain

The terms and conditions able to be offered to potential employees – for example:
national minimum wage, working hours, holiday entitlements

Prevention of direct and indirect discrimination caused or implied by:
The wording and placing of recruitment
Indicating discrimination or implying intention to
discriminate in internal planning or advertising
Using selection tests what favour for a specific
Basic selection decision on discrimination ground

Data protection and privacy

The Equal Act, 2010

The National Minimum Wage Act, 1998

The Employment Relation Act, 2004

The Working Time Directive, 1998


Human Resource Management involves:

up job description and person specification

and selection processes

and designing application form

and processing the applications


process – best practice


see the detailed analysis about the HRM recruitment process in Appendix A.


first element of HRM recruitment process is job and person specification. The
job adverts usually include a job and person specifications which describes the
job and also what kind of employee the organisation is looking for. For
example: if the business looking for an administrator the candidate should have
experience in administrative duties and the job specification should contain
this information too.

second element is recruitment and selection. The method of recruitment and
selection depends on what kind and what size of organisation we are talking
about. For example:  if the organisation
is large they can spend more money on advertising and can hire recruitment
agencies to find the right candidate for the position and will be able to offer
higher wages too. Despite, if the organisation is small, they will spend less
money and using cheaper methods for recruitment and selection like

third element is designing the application. The organisation can choose what
will be the best practice for them to advertise a job. For example: for a more
complex job the organisation can require the candidate to supply a CV and a
covering letter so the organisation can determine the candidate written
communication skills.

next element is processing and short listing the applications. The method of
processing mainly depends on how many applications the organisation received.
For instance, if the job was popular and there has been a large number of
candidates, the easiest way would be to create a database and screen the
applicant through it. The purpose of the assessment to arrive at an initial
short-list for further investigation.

next and last element of HRM application practise is interviewing and selecting
the right candidate for the position. The business wants to find the best
candidate for the open position. They can use different methods during the
interview to find this person, for example, by using selection testing methods
and asking job specific questions. After the interview, the organisation should
decide who the most successful candidate is and offer the job as soon as




summarise, the report introduced the purpose and scope of HRM and evaluated the
effectiveness of the key elements of HRM in an organisation. It analysed the
internal and external factors that affect of HRM decision-making process,
including employment legislation. The report applied HRM practice in work-related