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BUS 3040 Unit 10 Human Resource Management Final Project Part 1

Human Resource Management (HRM), also known as “people practices,” is pivotal in organizations worldwide. According to Noe, Hollenbeck, Gerhart, and Wright (2014), HRM encompasses the policies, practices, and systems that influence employee behavior, attitudes, and performance. 

One must acknowledge the immense workload shouldered by HR professionals. They are tasked with essential responsibilities like recruitment, selection, training, development, performance evaluation, fair compensation, and employee relations management. This paper will investigate these areas and highlight HR professionals’ pivotal roles.

Recruiting and Selection

The recruiting and selection process conducted by the HR department holds immense importance for any organization. According to Gusdorf (2008), the cost associated with recruiting and selection can be substantial. 

Therefore, hiring new employees should only be made after careful consideration, especially if the organization foresees a long-term need for an additional workforce. Once all other alternatives have been exhausted and the condition for new employees persists, the organization proceeds to the recruiting phase.

Recruiting involves any activity the organization performs to identify and attract potential employees, as Noe et al. (2014) explained. There are two main types of recruitment sources: internal and external. Internal sources focus on recruiting existing employees through promotions. 

BUS 3040 Unit 10 Human Resource Management Final Project Part 1

Promoting from within has advantages, such as familiarity with company policies and culture, enabling faster adaptation to the new role. However, one potential disadvantage is the missed opportunity to bring fresh perspectives and creativity from external candidates.

External sources, on the other hand, concentrate on hiring individuals from outside the organization. Standard methods for external recruitment include direct applicants (those who apply to the company without prompt), referrals, advertisements, employment agencies, schools, and websites. 

Recruiters must also know various legal considerations when determining whom to hire. For instance, the Civil Rights Act of 1964 prohibits employment discrimination based on race, color, sex, religion, or national origin in organizations with 15 or more employees. Similarly, the Age Discrimination in Employment Act (ADEA) of 1967 extends protection against age discrimination to individuals aged 40 and older in organizations with 20 or more employees. 

HR managers must familiarize themselves with state-specific guidelines, as some states may have additional requirements. Additionally, laws such as the Pregnancy Discrimination Act of 1978 and the Americans with Disabilities Act (ADA) of 1990 provide further provisions to ensure fair treatment and equal opportunities during recruitment and selection.

Selection

Personnel selection is a crucial stage in recruitment. Organizations conduct a series of evaluations to make well-informed decisions. Most organizations follow a similar process to reach a final decision.

The initial step in the selection process is screening applications and resumes from potential candidates. HR professionals carefully review these documents to determine whether the applicants meet the basic requirements and qualifications outlined in the job description. This initial screening helps narrow the pool of candidates and select the most suitable candidates for further consideration.

HR professionals use tests and work samples to assess candidates’ abilities and suitability for a job. This helps determine their potential for success.

Interviews are crucial for selecting candidates. HR managers ask questions to assess qualifications, problem-solving skills, interpersonal abilities, and cultural fit. There are no right or wrong answers, and the interview helps HR managers evaluate suitability. It also allows for direct interaction between managers and candidates.

BUS 3040 Unit 10 Human Resource Management Final Project Part 1

If the organization is satisfied with the outcomes of the interviews, the next step is to verify the candidates’ references and conduct background checks. Reference checks involve contacting the individuals provided by the candidates as references to gain insights into their past performance, work ethic, and character. Background checks may include verifying educational credentials and employment history and conducting criminal record checks, depending on the nature of the position and organizational policies. These measures help ensure the organization comprehensively understands the candidates’ background and suitability for the role.

After thoroughly assessing the candidates and considering all relevant information, the organization makes a final selection. The chosen candidate is extended a job offer, typically handled by the HR department through various means, such as phone calls, formal letters, in-person meetings, or following the customary practices within the organization. This step marks the culmination of the selection process and represents the organization’s decision to bring the selected individual on board.

Training and Development

Once hired, employees must have proper training and development to excel. HR managers oversee and facilitate these processes to ensure employees’ growth and effectiveness within the organization.

Practical training and development programs aim to enhance employees’ skills, knowledge, and abilities, enabling them to perform their tasks efficiently. These initiatives equip employees with the tools to succeed and contribute to the organization’s goals. Training can take various forms, including orientation programs, job-specific training, workshops, seminars, online courses, and mentoring.

By investing in employee development, organizations enhance their workforce’s capabilities and increase employee engagement and satisfaction. Additionally, development opportunities focus on fostering employees’ long-term growth and career advancement. This may involve creating individual development plans, offering leadership development programs, providing coaching and feedback, and encouraging continuous learning.

HR managers are vital in designing, implementing, and evaluating training and development programs. They collaborate with department managers, assess employee needs, identify training gaps, select appropriate training methods, and measure the effectiveness of the programs. Through their efforts, HR professionals contribute to building a skilled and motivated workforce that drives organizational success.

Training

Training establishes a vital link between employees and the organizational needs and objectives. Exercise, as defined by Noe et al. (2014), refers to the planned efforts undertaken by organizations to equip employees with job-related knowledge, skills, abilities, and behaviors that can be applied in their roles. The primary objective of the training is to bring about change. 

It enhances existing skills or imparts new ones to drive positive organizational transformations. While exercise alone may not motivate an entire workforce, a company must achieve its long-term goals (“Training,” 2010).

To effectively achieve training goals, HR professionals follow the process of instructional design, as outlined by Noe et al. (2014). This process involves a systematic approach to developing training programs that meet specific organizational needs. The process consists of three key steps:

  1. HR managers assess the training requirements by identifying what the organization expects employees to learn. This assessment phase helps determine the knowledge and skills that need to be developed.
  2. Readiness for training is ensured by evaluating employees’ attitudes, motivation, fundamental skills, and the work environment to ascertain their willingness to engage in the activity.
  3. The training program is planned, including setting objectives, selecting trainers, and determining the training delivery methods.

While online classes are gaining popularity, classroom training remains the most prevalent method for training delivery (Noe et al., 2014). Some organizations combine multiple methods to create a blended learning experience. 

These methods may include traditional classroom instruction led by an instructor, online self-study programs, virtual classrooms, or utilizing social media and mobile devices. Once the training program is implemented, the organization evaluates the results to gauge its effectiveness and impact.

Development

Employee development, as described by Noe et al. (2014), encompasses a combination of formal education, job experiences, relationships, and assessments of personality and abilities. The development aims to prepare employees for future career growth and opportunities. 

While training focuses on enhancing skills and knowledge for the current role, development emphasizes broader learning beyond the immediate position. It aims to equip employees with the necessary capabilities to handle changes in responsibilities and job requirements, such as emerging technologies, evolving work designs, or shifts in customer needs.

Heathfield (n.d.) emphasizes that the primary focus of development is to cultivate a highly skilled workforce capable of achieving the organization’s goals. Development typically occurs through four main categories: formal education, assessments, job experiences, and interpersonal relationships. 

Formal education may involve attending classroom training sessions, enrolling in college courses, participating in workplace workshops, or pursuing executive MBA programs tailored for managers. Assessments play a crucial role in employee development by collecting information and providing feedback on behavior, communication style, or specific skills (Noe et al., 2014). 

BUS 3040 Unit 10 Human Resource Management Final Project Part 1

Organizations often utilize various assessment systems, such as the Myers-Briggs Type Indicator, assessment centers, Benchmarks assessment, performance appraisals, and 360-degree feedback, to measure and identify employees’ skills, personality types, and communication styles. Job experiences contribute significantly to employee development, encompassing the relationships, challenges, tasks, and other aspects of their day-to-day work (Noe et al., 2014). Furthermore, interpersonal relationships, such as mentoring from senior employees or coaching from peers or managers, play a vital role in fostering employee development.

In the context of legal considerations, the same laws that apply to training also extend to the development area. Legislation such as the Civil Rights Act of 1964, the Age Discrimination in Employment Act (ADEA) of 1967, the Pregnancy Discrimination Act of 1978, the Americans with Disabilities Act (ADA) of 1990, and the Immigration Reform and Control Act of 198

BUS 3040 Unit 10 Human Resource Management Final Project Part 1

6 impose obligations and regulations that organizations must comply with during training and development activities. Ensuring adherence to these laws is essential to promoting fairness, equal opportunity, and a supportive work environment.

Training and development play pivotal roles in the modern workplace, offering a range of benefits. These include improved employee performance, motivation to achieve higher standards, acquisition of skills needed to meet organizational goals, reduced employee turnover, and increased efficiency (“Training,” 2010). The human resource department assumes a critical role in overseeing and facilitating the training and development of employees, as it is vital to the organization’s success

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