Introduction Thisreport`s aim is to provide an insight look into the purpose and scope of HumanResources Management in terms of resourcing an organisation and will evaluatethe effectiveness of the key elements of HRM within. It will analyse theinternal and external factors that affect HRM decision-making and will applyHRM practice in work-related context. The purpose andscope of Human Resources Management in terms of resourcing an organisation withtalent and skills appropriate to fulfil business objectives Mostorganisations employ people and Human Resources Management is an approach tohow people are managed and employed whilst they work for the organisation.Human Resource Management (HRM) can be defined as “a strategic approach tomanaging employment relations which emphasizes that leveraging people`s capabilitiesis critical to achieving sustainable competitive advantage, this being achievedthrough a distinctive set of integrated employment policies, programmes andpractice”.
(Bratton & Gold, 2007)HRM’smain purpose and function is to coordinate the people in the organisation toachieve business objectives. Pleasesee the template below about HRM functions and objectives: HumanResources Management (2012) HumanResources Management (2012) Workforce planning is the core process and presents importantopportunity for HR to achieve business objectives. CIPD states that “Workforceplanning is getting the right number of people with the right skills employedin the right place at the right time to deliver the organisation’s short- andlong-term objectives. It covers a diverse range of activities, such assuccession planning, flexible working, job design, and many more. Whatever itsprecise form, workforce planning should be linked to strategic business goalsand viewed as an important part of the strategic business planning process.” StrategicWorkforce Planning (2016) Resourcingprocess is part of HRM’s responsibility.
It addresses two of the core areas ofthe human resources practice: recruitment and selection. These two processesalso help the management to establish and change the employees’ behaviour. Thedefinition of these two processes are the followings: · Recruitment – Business dictionarystates “The process of finding and hiring the best-qualified candidate (fromwithin or outside of an organisation) for a job opening, in a timely and costeffective manner.” (Business Dictionary)· Selection – Business dictionary states”The process of interviewing and evaluating candidates for a specific job andselecting an individual for employment based in certain criteria.
Employeeselection can range from a very simple process to a very complicated processdepending on the firm hiring and the position. ” (Business Dictionary) Wecan define two different methods of recruitment; internal and externalrecruitment: Strengths Weaknesses Internal recruitment -Cheaper 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 External recruitment -Outside 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 Pleasesee a template below about sourcing the recruitment methods: Sourcesof recruitment Theselection methods can vary depending on the policies and selection criteria.See the table below that shows the different methods and their strength andweaknesses. Strengths Weaknesses Interviews – 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 Selection 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 coaching Background and reference check – factual information about previous employment and comparison of personal view – giving limited perspective about the candidate Group 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 Assessment centres – 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 candidate Theeffectiveness of the key elements of Human Resources Management in anorganisation Human resource management is focused of theemployee side of the management. Will help the organisation to deal withemployee 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· Evaluation· Motivation and rewards The first element of the post-hire practise isdevelopment, training and e-learning. Please see a template below abouttraining, development and e-learning: Training Development E-learning Meaning Educational 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) Aspect 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 promotions Benefit for the employer · increase effectiveness and resulting in financial gain · increase capacity to adopt new technologies or methods · reduce employee turnover and boost company image · reduce recruitment expenses Raising 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 profit The second element of the post-hiring practise is evaluation. Evaluationis the process whereby feedback is gathered on the progress and outcomes of trainingevents or programmes, in order to support further planning and decision-making.(Learning outcome2) Evaluation Thethird element of the post-hire practice is motivation and reward. Motivationand reward Internal andexternal factors that affect Human Resources Management decision-making,including employment legislation and Human Resources Management practices inwork-related context Employee relations may be defined asthose policies and practices which are concerned with the management andregulation of relationship between the organisation, the individual staffmember and group of staff within the working environment. (Learning Outcomes 3)Pleasesee a template below about the importance of the employee relations. Employee relationsCIPD states about employment legislation the following “Employment lawregulates the relationship between employers and employees.
It governs whatemployers can expect from employees, what employers can ask employees to do,and employees’ rights at work.”Itdictates what an employer should and should not do in relations to themanagement of his business and his employees.Please see below a template about theemployment 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 advertisements · Indicating discrimination or implying intention to discriminate in internal planning or advertising · Using selection tests what favour for a specific group · 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 TheHuman Resource Management involves:· Writingup job description and person specification· recruitmentand selection processes· makingand designing application form · shortlistingand processing the applications· interviewing· selectionprocess – best practice Pleasesee the detailed analysis about the HRM recruitment process in Appendix A. Thefirst element of HRM recruitment process is job and person specification. Thejob adverts usually include a job and person specifications which describes thejob and also what kind of employee the organisation is looking for.
Forexample: if the business looking for an administrator the candidate should haveexperience in administrative duties and the job specification should containthis information too.Thesecond element is recruitment and selection. The method of recruitment andselection depends on what kind and what size of organisation we are talkingabout. For example: if the organisationis large they can spend more money on advertising and can hire recruitmentagencies to find the right candidate for the position and will be able to offerhigher wages too. Despite, if the organisation is small, they will spend lessmoney and using cheaper methods for recruitment and selection likee-recruitment.Thethird element is designing the application. The organisation can choose whatwill be the best practice for them to advertise a job.
For example: for a morecomplex job the organisation can require the candidate to supply a CV and acovering letter so the organisation can determine the candidate writtencommunication skills.Thenext element is processing and short listing the applications. The method ofprocessing mainly depends on how many applications the organisation received.
For instance, if the job was popular and there has been a large number ofcandidates, the easiest way would be to create a database and screen theapplicant through it. The purpose of the assessment to arrive at an initialshort-list for further investigation.Thenext and last element of HRM application practise is interviewing and selectingthe right candidate for the position.
The business wants to find the bestcandidate for the open position. They can use different methods during theinterview to find this person, for example, by using selection testing methodsand asking job specific questions. After the interview, the organisation shoulddecide who the most successful candidate is and offer the job as soon aspossible. Summary Tosummarise, the report introduced the purpose and scope of HRM and evaluated theeffectiveness of the key elements of HRM in an organisation.
It analysed theinternal and external factors that affect of HRM decision-making process,including employment legislation. The report applied HRM practice in work-relatedcontext.