Human Resource Management Report.

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Running head :HUMAN RESOURCE MANAGEMENT 1

HumanResource Management Report.

HumanResource Management Report

Requirementused in personnel selection process for management positions.

  • Identify vacancy and evaluate need.

Avacancy is identified by analyzing the core competencies and the gapsavailable in the management of the company. The core skills needed tofill the gaps now and in future are evaluated. Among others, thefollowing should be considered during the evaluation stage.

-levelrequired performing different managerial tasks in various positions.

-supervisoryor lead responsibility.

-budgetresponsibilities and some work hours.

2.Develop job description.

Thepositional description is an essential and most important aspect of asuccessful recruitment process for managerial positions. Well writtenpositional description enables the company to come up with interviewquestions and evaluations for each post. The position descriptionwill

  • clearly, articulates responsibilities and qualification of each position to attract the most suited and qualified personnel.

  • Since it comes in written form, it can be used as a document which provides evidence to prove that all the employment decisions are taken were transparent and accountable while maintaining rationality in each decision.

  • Enables setting of relevant objectives for the company.

  • Since it distinctly highlights the difference between the responsibilities and competencies of employees it greatly helps applicants to develop their careers and train themselves in line with the market need.

  • It articulates the value proposition for the duty.

3.Essential job functions.

Afunction of a job is termed to be essential when the outcome of thefunctions coincides with the objectives of the position. Thus anessential function occupies almost all of the employees working timeand needs specialized skills of the employee to perform. When theessential job functions have been meticulously highlighted, itbecomes much easier for the employee to understand the roles andexpectations of the job.

Beforedeveloping the critical job functions, the following major pointsshould be put into consideration.

  • The functions are arranged orderly according to their importance and the time frame spent for each function.

  • To attract the appropriate level of qualified candidates, the complexity levels are described in details.

  • Asks listed should be aimed at accomplishing the essential functions of each position.

4.Minimum requirement.

Thisis the necessary qualifications established for every position inadvance for adverts to potential employees. These requirements

  • Must consider the duties and responsibilities of every managerial job and be in line with them.

  • They must be specific to their relevant departments.

  • They can be reviewed by going through different resumes.

  • Must have objectives.

  • Should facilitate easy accomplishment of the essential functions of each position.The essential role of a position may need organizational and communicational skills for more and better interaction purposes.(UCriverside.,2015).

Apartfrom the minimum requirement for each position, there is those skillsand experience which rank higher in the scale of preference to basicqualifications, and they help in narrowing the pool of applicants toa small number. This preferred skills, knowledge, and abilities canbring up a more convenient environment which the functions can beperfumed.

Increasingthe number of competencies listed enables to reduce the company isselection pool significantly. The hard job skills like five plusyears’ experience, technical job skills and getting informationfrom financial systems using computer tools should also be included.

5.Recruitment plan.

Eachcompany aims at hiring the best-qualified candidates in the jobmarket, they therefore strategize and come up with a carefullystructured recruitment plan that reflects their needs. In addition,this strategy also aims at creating balance during recruitment inthat the less privileged, women, and individuals with disabilities’but qualified in the society are considered. (UCriverside.,2015).

Methodsof job analysis

  1. Interview process:

Thistype of method entirely focusses on the employee`s individual styleof work. It encompasses their challenges in the workplace, thetechnical skills they have acquired from training up to their fears,insecurities, ambitions and dreams in their jobs.

Itinvolves analyzing the job using the employees himself. Questionsasked here are carefully chosen to avoid false and biased answersfrom employees. More than one individual is interviewed to avoiderrors and increase the efficiency of this method. (MSG., 2017).

Thoughthis method might consume a lot of time if it involves someindividuals, it is prudent to combine it with other methods for amanagement position.

  1. Observation method

Anemployee is critically observed and records are taken pertaining allhis carried out tasks, fulfilled and unfulfilled obligations andduties and, ways and the competencies the employee uses. The analystis also able to observe the employees ability to handle challengesand risks in the workplace.

Thoughthis method seems easier to use it has some complications which mayhinder correct analysis of the job. The major one being that thethinking of people differs sometimes and they may analyze or inferobservations in different ways, and it may lead to biases and failureto produce genuine results. Furthermore, many jobs have differenttasks which cannot be easily observed.

Itcan further be subdivided into three categories direct observation,work method analysis which studies the effects of time and motion.The third one is the critical incident technique whereby workbehavior that influences performance is identified.

  1. Questionnaire method

Thisis filled by employees or their superiors. Questions should be framedwell for each grade of employees to avoid giving room for biasedanswers. (MSG., 2017)

Jobdesign methods

A.Job rotation

Thisis the movement of employees from job to job without necessarilychanging the actual job. It helps to reduce the boredom of performingsame tasks repeatedly. An employee can perform different jobs but ofthe same nature.

Thisproves to be of benefit to both the employee and the company as theirworkers become competent in various jobs within the organization. Italso boosts cooperation among employees by improvinginterdepartmental collaboration. (Kalpana.R.,2017).

B.Job simplification

Thisis more of job specialization since various tasks are subdivided intosubunits which are assigned to a person. Often used to assign jobs tothe less trained and less paid employees in an organization.

Jobsimplification may involve specializing only on a particular singlepart of a product, constant work process, and predetermined tools andmethods.

  1. Job enlargement

Thisis a process by which related tasks are combined increasing the scopeof a job. Unlike job specification, here the workload increasesthough it doesn’t mean that different skills and abilities arerequired to do the task. Job enlargement reduces monotony by helpingincrease interest in work and efficiency.

  1. Job enrichment

Inthis method, the position will be designed to enable the worker`scontrol and plan his performance in a much better way. It has apositive impact on task efficiency and human satisfaction throughmotivation, building their jobs performance and satisfaction.

Jobdescription methods.

  1. Job title.

Ajob description can never be complete without a job title. It’s themost fundamental element required for job description. Among otherqualities, It entails the following

  1. It must mirror the nature of the job clearly and all the primary duties to be accomplished.

  2. Free of gender and age implication.

  3. It is self-explanatory for recruitment purposes.

  1. Duties.

Thejob description is composed of functions and various responsibilitiesand the duration expected to be spent on each task. Duties should beshort precise and to the point. It should highlight the outcome,actions, objectives and the purpose.

  1. Skills and competence.

Theseare the characteristics and activities the employees are expected todisplay and perform based on their past training, the level ofeducation and experience.

Allthis will be listed separately in a job description. For example,computer skills may be listed as a skill for an employee and strongcommunication be listed as competencies of the employee.

  1. Relationships.

Herewe disclose the reporting lines of a job. Issues like who thecandidate is answerable to or who answers to them are dealt with. Allthis helps the candidate to understand the hierarchy of the workplaceand how their position interrelates with each other.

Thepeople and department that work in close collaboration with a givenposition are the working relationships.it is prudent for a candidateto know how big the departments are and the extent of interactionsinvolved. (Zirinsky, 1987).

  1. Salary

Thoughsalaries are updated time by time, it’s prudent to include a salaryrange based on similar positions in different companies giving roomfor changes in the level of education and experience attained.

Relativeworth of management job

Itis a formal comparison of jobs available to determine the relativeworth of one job from another. It’s majorly based on employmenthigh qualification, extended duties and more complex jobs whichshould be remunerated highly comparatively.

Compensationstructure

Recruitmentand retention of the employees are the main objectives that theorganization pursues. Compensation has an effect on the morale andjob satisfaction of the employees. Different compensation structurescan be used depending on the business needs, goals and availableresources.

  • Payment for extra worked hours.

  • Commissions.

  • Bonuses and sharing of company profits.

  • Different working allowances.

Forthe compensation structure to be perceived to be fair by theemployees, it will be based on several components. They include:

  1. Job descriptions: this relies on different responsibilities and functions assigned to each task.

  2. Job analysis: this component will involve interviews, questionnaires, and observations

  3. Job evaluation

Thecompensation structure will be made up of different compensationplans:

  1. Develop a program outline

Underthis plan, objectives will be implemented, setting up of target datesand coming up with a budget.

  1. Assign an individual to oversee the compensation program.

Theperson will be required to determine whether the position ispermanent or temporary and who will be in charge of the program onceit is established.

  1. Come up with a compensation committee

Thecommittee will be created, and they will make decisions on thedifferences that should exist in the pay structure and how salarieswill be set.

  1. Determine an appropriate salary structure

Underthis plan the highest and lowest percent spread will be determined,review of the job description will be done and the committee willadjust and approve the compensation structure.

  1. Come up with a salary administrative policy.

Thepolicy is aimed at strategizing for increment in payments whereby thecommittee will review and make necessary adjustments for approval.

  1. Communicate the final structure to the staff

Thecompensation committee will go through the plan and make anynecessary changes, reviews and feedbacks before approving it and itwill be implemented and executed.

  1. Check the progress of the program

Themanagers’ response will be monitored and make any necessarychanges, find any limitations in the program and make adjustmentsrespectively.

References

  1. Fine, S. &amp Cronshaw, S. Functional job analysis (1st ed.).

  2. Zirinsky, D. &amp Pierose, P. (1987). Leadership Workshop: Is There a Job Description for This Job?. The English Journal, 76(6), 85. http://dx.doi.org/10.2307/818067.

  3. HOUSE, R., PETERS, L., STEPHENSON, H., &amp MCELWAIN, J. (1962). Criteria for the Determination of Compensation and Organizational Status for Managerial Jobs. Academy Of Management Proceedings, 1962(1), 67-82. http://dx.doi.org/10.5465/ambpp.1962.5068264

4. http://www.businessmanagementideas.com/job/job-design-methods-rotation-simplification- enlargement-and-enrichment-of-jobs/2517.

5. http://hr.ucr.edu/docs/recruit_hiring/recruitment_guidelines.pdf.