Nowadays, Human Resource Management is an essential part of the management of any company that provides both selection and recruitment processes. For a medium sized organization with a limited budget, HRM strategy is a way of fulfilling the necessity of the staff. The main human resource requirements for selection and recruitment practices concern educational background, theoretical knowledge and practical skills. It does not mean that they should employ only the best-working staff. Without doubt, applicants should have at least minimum skills necessary for the job. Human resource managers are interested in creative and inventive people as they produce new tools and try to be the best ones. This essay intends to explain the peculiarities of HRM strategy for a medium sized organization and describes the selection and recruitment of Human Services Manager.
Without doubt, Human Resource Management Strategy is the contribution to the achievement of the organizational priorities and objectives. Human Resource Management provides an efficient organization of training, development and recruiting processes, a successful human resource planning and improves employee performance. It is necessary to say that HRM strategy is aimed to develop management skills, interpersonal skills, conflict handling skills and negotiation skills within an organization. All these qualities refer to the basement for human resources (Agarwala 2003).
HRM strategy for a medium sized organization contributes to an innovative and creative approach to work. One should also include learning of ethical and moral values and creating organizational culture. These are cultural, technological economic and political factors that define the level of strategic HRM and can influence positively and negatively the development of the company.
Human Resource Management of the organization is not perfect and has some issues. It deals with such human resource issues as productivity, arranging and carrying out training, recruiting employees and preventing discrimination. As to productivity, it can be low because of incompetence of workers or the high competitiveness in the market. As to arranging and carrying out training, it demands additional costs and time. Sometimes it is not very efficient because of a negligent attitude of employees.
Recruiting employees is also a problematic process as it is hard to find the right person as quickly as possible. Another human resource issues are connected with gender and race discrimination. For example, a job of manager is more available for men and white people receiving their job quicker than black ones. One can also deal with conflicts among employees and issues concerning health and safety at the workplace. Human resource issues concern with employee diversity, handling outsourcing and distributing benefits. It is evident that human resource managers should struggle with these issues in order to drive the strategic growth (Armstrong 2001).
HRM strategy includes legal and ethical aspects. The HR manager has a legal responsibility of creating favorable environments for employees. There are numerous scenarios, which force employees to quit their jobs. The employment law requires that an employer’s behavior is tolerable and tries to improve life of employees. The Civil Rights Act of 1964 prohibits employers from practicing employment discrimination on the basis of color, sex, race, social background, or religion. Employers ought to respect and protect the rights and interests of all employees irrespective of their social or cultural backgrounds. However, there are cases that force employees to pursue constructive dismissal. Constructive dismissal, also referred to as constructive discharge, takes place when an employee opts to quit or resign due to the behavior of their employer. Legal and regulatory frameworks enhance the job security, reduce the discrimination at workplace, minimilize unfair and wrongful dismissal, and provide assurance in the financial aspect (Hill & Jones 2001).
Organizational misconduct by the organization itself or the management has an ethical ground. This problem is associated with poor ethical decision making. It is critical for the company to adopt appropriate strategies and follow the Code of Ethics. One of these strategies is promoting ethical leadership. Ethical leaders promote ethical considerations in their company’s decisions. Ethical leadership fosters positive relationships between all stakeholders of the organization thus providing a wide range of benefits at all levels of the organization. Poor relationships often have far-reaching negative effect on the decision-making process in an organization. It adversely affects the attitude of the stakeholders; hence, they cannot engage in their duties and responsibilities effectively. Ethical leadership creates a bonding agent that makes all stakeholders feel they are making fruitful and valuable contribution to the organization.
Improvement of the Recruitment and Selection Processes for a Department Manager
The recruitment and selection practices play a crucial role in HRM. Recruitment is a process of attracting the required human resources. Selection practice, on the other hand, is picking those people who are suitable for a certain job. Recruitment is the first step of the entire employment process. People usually confuse the selection practice with recruitment, but these terms differ. Recruitment has a selection function, but its aim is to find, develop the sources, and attract them. The main strategy of recruitment are attracting people with necessary skills and developing an organizational culture. The selection practice only chooses necessary people.
Human Resource Management of the organization is not perfect and has some issues. It deals with such human resource issues as productivity, arranging and carrying out training, recruiting employees and preventing discrimination. As to productivity, it can be low because of incompetence of employees or the high competitiveness in the market.
As to arranging and carrying out training of a person for the vacancy of the healthcare manager, it demands additional costs and time. Sometimes it is not very effective because of a negligent attitude of employees. Recruiting of the department manager is a problematic process as it is difficult to find a right person as quickly as possible. Another human resource issue related to this vacancy is gender and race discrimination. For example, a job of manager is more available for men and white people receiving their job quicker than black ones. Department manager can also deal with the conflicts with employees and issues concerning health and safety at the workplace. As a result, recruitment of department manager demands a person with a higher education and experience of work in the organizational sphere (Chen & Huang 2009).
It is evident that the recruitment and selection processes for the department manager demands improvements. First of all, a candidate should have a distinct management style. As the organization has a lot of strategic objectives, heir abundance can only prevent the company from the development. These strategies are the following: the quality-enhancement, competitive, cost-reduction and innovation. All of them are important, but human resources and organizational management tries to use them efficiently.
Another requirement for the recruitment and selection processes for department manager is creating of the equal conditions of employment for all candidates. The workforce of the organization is made of more female than male. This is an imbalance of workforce that can influence negatively on the relationships between employees. According to the Equality Act, women and men should receive an equal payment for the same job.
It is evident that the job at organization is suitable for both men and women. However, indeed, men are in managerial positions, and this creates the tense relationships and proves about gender inequality. Moreover, men receive higher salary because they occupy leading positions comparing with women. As a result, one demands offering the job of department manager to people of any gender and race.
Another HR issue of the recruitment process at the organization is that they do not employ young people. The main gaps between different generations concern location, age, birth years, developmental stages and significant life events. Generational differences in the workplace are regarded as HRM issues that do not allow creating favourable atmosphere for work. One can distinguish two approaches regarding generational differences in the workplace. The first one insists that each generation should be influenced and defined by shared events. The second one presumes that sharing certain values, behaviours, and thoughts can be explained by the diversity of generations. Consequently, the company should offer the job of healthcare manager even to the young people (Armstrong & Baron 2002).
Rewarding issues also belong to Human Resource Management due to the limits of budget. Low payment and lack of appraisals can lead to employees' dissatisfaction and lack of motivation. There are many ways of rewarding employees in order to motivate and retain. First of all, healthcare managers like financial rewards that are bonuses for their effective work. One supposes financial rewards the most powerful ways for retaining of productive staff. However, as the organization can not afford constant financial rewards, therefore, there should be other ways for motivation and retaining, like unplanned holidays. The organization also should give a chance to people who are not so experienced and talented. Specific groups should not be ignored by employers. The problem is that this organization does not want to employ aged, disabled or blind people, pregnant women, dependent children, caretakers and parents. Evidently, they should practice employing people with disabilities (Beardwell 2001).
There are many different techniques for selecting the department manager: interviews, presentations and psychometric tests. Without doubt, such techniques vary from one company to the other as one takes into consideration the peculiarities of work first of all. Sometimes, healthcare organizations use the complex of these techniques in order to reveal the qualified individuals. One proposes such techniques for monitoring employee usage: self-assessment survey made by employees aimed at clarification of the public opinion regarding the issue; evaluation and group discussion of the survey results.
The organization should practice employment of foreign workers because national ones do not want to work for a little salary. It is evident that the new employment opportunities increase demand on recruitment and selection while unemployment decreases demand on recruitment and selection. As a result, the efficiency of the recruitment and selection processes depends on possibilities of the company and salary (Cheng & Huang 2009).
Concluding, it is worth saying that HRM plays a crucial role for the company's development especially when it comes about recruitment and selection processes. One recommends the organization to implement strategic HRM in its activity as it is more efficient and more perspective. It is necessary to mention that strategic HRM pays attention to people management, continuous development, and security of employment, communication, involvement, work life balance and the quality of working life. Department manager is a responsible job, therefore, the organization is too demanding to the applicants. The organization deals with many HR challenges. These are related to HR strategy, power, rewarding, relationships between employees, managing different generations at the workplace and organizational policy. HRM strategy is a must when it comes to the improvement of the selection and recruitment practices.