Recruitment and Selection

Introduction

Organizations need people to support their customers’ expectations in this rapidly changing business world. At the same time organization should have strategy to attract and retain talented individuals who are capable of responding effectively to the changing environment.

Hiring skilled people is a vital task of an organization and it depends on the effective recruitment and selection procedures (Newell, 2005).The main objective of recruitment and selection process is to pick ‘right’ ones and reject the ‘wrong’ ones (Newell, 2005).

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Recruitment and Selection

Recruitment is a process of finding and attracting potential candidates within or outside an organization that it needs. At the same time, selection is one of the processes of recruitment that helps to identify the right caliber candidate (Armstrong & Stephen, 2014) that an organization is looking for.

When the selection is being done, Newell (2005) says that the attention should be taken to use procedures which are associated to the position and to the business goals of the organization. Further Newell (2005) says the tools which are used in the process should be validated and revised continually in order to make sure that the fairness is maintained.

The Cost for Improper Selection

Selecting the right people can be a difficult task, but the performance of business is related with people those who are working or going to work for the organization (Ikeije, Ekwoaba, & Ufoma, 2015). 

Any mistakes made during this process can pass the cost to the organization and according to Newell (2005) these cost can include: 

Lowering organization’s productivity; Possibility of losing clients; fee spent on training; fee spent on advertising costs; fee spent for recruitment and redundancy packages.

The Law Outlines for Equal Employment

An organization has to highly concern on the issues during this selection process such as individual rights and privacy.The laws of non-discrimination have been introduced by the Equal Employment Law in order to take care of protected groups (DESSLER, 2013)  while processing out the selection procedure. 

Conclusion:

Recruitment and selection is a kind of negotiating contract to be done with care. This process will lead to the recruitment of individuals who are willing join and to give long-term commitment to the organization (Newell, 2005)

The Workforce Planning

Introduction

The workforce planning is a core process of human resource management. It involves in placing the human resource based on the organization’s strategies for the future business (CIPD, 2010).

The workforce planning is seen as a practice which creates a environment to find better business decisions about the future needs of the business in terms of human resource (CIPD, 2010).It is an overall approach to satisfy human requirements which will cover all major employee categories and skills (Armstrong & Stephen, 2014).

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Workforce Planning is…

There are many definitions available on workforce planning.The CIPD (2010) proposes:

It is an organizational strategy that human resource is correctly allocated right number of people with right skills in the right place at the right time in order to deliver benefits with reduced cost.

Drivers of Workforce Planning

There are four main categories of forces which drive the workforce planning (CIPD, 2010) :

1. Organizational strategy (Internal)

o  There can be an impact on workforce planning as a result of a change in business strategy.

2. Operational requirements (Internal)

3. Customers and stakeholders (External)

o   There are possibilities that different stakeholder groups can influence the planning process (CIPD, 2010).

4. Market forces  (External)

o   Skill needed to deliver products and services which are demand in future (CIPD, 2010).

Workforce Analysis Framework

According to (United States of Personnel Management , 2011) , the workforce analysis framework is illustrated in the following process chart:

source : (United States of Personnel Management , 2011)

Challenges in Workforce Planning

1. Impact of change and trying to predict the future are main difficulties (CIPD, 2010).

2.  Always shifting or absence of clearness in the organization strategy (CIPD, 2010).

3. Failure to understand future people needs or failure to develop plans which are good enough to adjust to a changing business atmosphere (CIPD, 2010) .

4. Failure to evaluate plans with respect to new information that passes messages of changes in the environment (CIPD, 2010).

Examples :

According to Vorhauser-Smith (2014):

These countries are highly focused on Multi-National Companies (MNCs)

·        In Philippines the challenge is :

    As Filipinos go abroad for better remuneration, the local  workforce  is shrinking.

·        In Indonesia the challenge is :

  Limited English language skills and below average education  standards are some of the reasons that halt selection to MNCs.

·        In Singapore the challenge is :

   Public policies and organizational strategies focus on reducing the  popularity of U.S. and European expatriates.

Conclusion:

   The workforce planning is a vital part of an organization as it linked with organization strategies. It is a kind of systematic approach that enables to identify future demand of human resource that is needed to carry out organization plan to its success.

References:

Workforce Planning best practices. (2011, october 7). Retrieved May 18, 2018 : 7 pm, from https://www.opm.gov: https://www.opm.gov/services-for-agencies/hr-line-of-business/migration-planning-guidance/workforce-planning-best-practices.pdf

Armstrong, M., & Stephen, T. (2014). Armstrong’s handbook of human resource management practice (13 ed.). London: Koganpage.

CIPD. (2010). Workforce planning, Right people, right time, right skills.

The Challenges of Human Resource Management (HRM) on Globalization

Introduction

There are many scholars who explained the concept of globalization on various perspectives. Ulrich (1997) says the globalization has brought the world smaller through telecommunication, travel, information, ideologies and partnerships. Globalization has created a situation where organizations in a position to move people, idea, product, and information around the globe to meet local needs (Ulrich, 1997).This leads HRM to play important role on globalization.

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Armstrong (2004) defines Human Resource Management (HRM) as the function within an organization that has two main functions in the organization which are

1.    Recruitment management

2.    Provide direction for the employees

In globalization process, Human Resource Management (HRM) will have to work on the challenges which arise while they performing the functions. When an organization does business globally, their HRM will have to add new elements in their HR strategies to face the challenges such as continuous global trade issues, volatile political situations, fluctuating exchange rates, and unfamiliar culture (Ulrich, 1997).It makes HRM has to enhance the organization’s the ability to perform globally.

Challenges in Recruitment Management

a) Geocentric Approach for Staffing

It has been identified that there are four types of headquarters orientations or predispositions towards subsidiaries (Welch, 1994):as follows

1.   Ethnocentric

In this approach, the key positions are held by parent country nationals (PCNs).

2.   Polycentric

In this approach, host country nationals (HCNs) to staff the subsidiaries.

3.   Regiocentric

In this approach, the staff for positions are selected anywhere within the region.

4.   Geocentric

   In this approach, the best people will be developed for key positions anywhere in the world.

It says that a multi-national companies must have geocentric managers .However by definition, When choosing a candidate for key positions everywhere including headquarters by applying geocentric approach, an organization should not see the color of the his/her passport (Welch, 1994).

b) HRM Challenges

• It is not an easy task to find and nurturing high caliber staffs (Welch, 1994).

• One of the major challenges for global management is enhancing managerial mobility (Welch, 1994)

• The survey says that the majority personnel managers do not like to accept position abroad (Welch, 1994)

Conclusion

    Organizations have to increase their ability in HR to overcome these challenges by understanding them clearly. HRM will have work on this to bring a best team to organization while on the process of globalization.

    References:

Armstrong, M., & Stephen, T. (2014). Armstrong’s handbook of human resource management practice (13 ed.). London: Koganpage.

Paul , S., Chris, B., & Hilary , H. (2004 ). Globalizing Human Resource. London: Routledge .

Ulrich, D. (1997). Human Resource Champions : THE NEXT AGENDA FOR ADDING VALUES AND DELIVERING RESULTS. Boston: Harvard Business School.

Welch, D. (1994). HRM Implications of Globalization. Journal of General Management.

Global Issues in Human Resource Management

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Introduction

Human resource (HR) of an organization has to be aligned in order to achieve organizational business excellence (Ulrich, 1997).  The current business environments bring new challenges to the organization regardless of the size or the industry or the location of the organization.  As a result, organizations have to build an environment to meet these challenges with the support of HRM while having a plan to enhancing well-being of their HR.

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Human Resource Management (HRM)

HRM is an approach in an organization guiding about how people should be employed and managed to improve the organization’s effectiveness through people (Armstrong & Stephen, 2014). This approach is clear and comprehensive, and it should focus on how people should be treated with respect to set of ethical values (Armstrong & Stephen, 2014).

Issues in HRM…

1. Globalization

As globalization opens new markets and new way of thinking business, on the other side, HR professionals need to create models to attain global agility, effectiveness and competencies (Ulrich, 1997). For example, Philips Corporation has moved their research and development works on mobile phones, televisions, audio products to Shanghai, China (Paul , Chris, & Hilary , 2004 ).

2. Profitability through Growth

Achieving growth and increasing efficiencies while reducing cost will put HR professionals a challenge to seek ways to integrate different organizations’ work processes and cultures together (Ulrich, 1997) .

3. Change

The change can be called by any name such as transformation, re-engineering, culture change reinvention, adaption, flexibility, rapid learning and agility (Ulrich, 1997). For example, Both Tesco and Unilever have invested efforts into mobilizing change by getting the support from a professional and reputable HR Function (Dive, 2004).

4. Technology

It is a challenge for HR professionals and managers to redefine work at their organization to make good use of the technology innovations which come faster than we think (Ulrich, 1997).

5. Intellectual capital

Securing talent and finding a way to measure intellectual capital in an organization have become one of the primary challenges for HR professionals (Ulrich, 1997).

             

Conclusion

Organization’s expectations are much higher on HR professionals to find solutions professionally in order to face these challenges. HR professionals will have to see these issues as a part of competitive business equation (Ulrich, 1997).

                       

References:

Armstrong, M., & Stephen, T. (2014). Armstrong’s handbook of human resource management practice (13 ed.). London: Koganpage.

Dive, B. (2004). THE HEALTHY ORGANIZATION :A Revolutionary Approach to People and Management (2 ed.). London: KoganPage.

Paul , S., Chris, B., & Hilary , H. (2004 ). Globalizing Human Resource. London: Routledge .

Ulrich, D. (1997). Human Resource Champions : THE NEXT AGENDA FOR ADDING VALUES AND DELIVERING RESULTS. Boston: Harvard Business School.