HR Planning and Recruitment
Employers know that helping employees to manage their career progress will help them to keep good people. HRM should create opportunities for employees, and then definitely they will work hard for the company. Senior executives play a vital role in developing their subordinates: Most executives have not yet diagnosed the problem, industry’s greatest challenge by far is to rectify the under-development, underutilization and ineffective management and use of its most valuable resource- its young managerial and professional talent. One solution has been to implement a project on internal candidates and interviewing them. Interviews have been made more formal, explaining the reasons behind them and using competency evidence for not only the role but also for training and development too. The company needs to give them skills and tools to do the job they are currently doing well even better.
- b) Grooming Future Talent
While analytical and communication skills and boosted confidence will often give graduates an edge, HR across the board is rapidly moving away from the perception that a degree is a mandatory springboard to greater things. Training needs analysis and plotting of career growth paths for employees are important activity of HR professionals. The need analysis should really contribute towards the skill enhancement of the employees resulting in the fulfillment of current and future organizational requirements.
- c) Employees Deployment
As employees move easily between diverse roles, the value of the internal talent market increases because employees are aimed with transferable skills and knowledge that can be applied in many areas of the organization. This deployment is very useful for employees also because now every employee wants to become a multi skill person, because now ones one skill can become meaningless any time.
- d) Build Employee Communities—Working in Groups
This enables employers to cultivate relationships with employees on the employee’s terms and to consistently demonstrate value to the employee through opportunities for internal mobility. This increases job satisfaction and leads to higher retention rates. Any recruitment opportunity in the organization should be viewed as a career growth opportunity for the existing employees without compromising efficiency requirements.
- e) Turn Managers into Coaches
Implementation of this system in the organization is a duty of HRM with the help of top management. From this system we can motivate and inspire the people to do extraordinary work. Coaching style of management is the single greatest factor in improving productivity, moral, and retention. Day to day coaching creates the kind of trust and confidence, the genuine bond between managers and individual contribution that cuts through everything.
Developing Cooperative Relationships
A relationship will be maintained and will prosper only when it satisfies the participants’ needs and expectations. In a mutually helpful atmosphere, the participants tend to cooperate rather than compete in sharing limited resources or rewards. In work organizations, the people compete for limited resources—pay increases, promotions. power and recognition. Development of a cooperative work culture depends on three factors:
1 Shareable goal: The perception that the goal is shareable by the staff members all interdependent functioning, there exist at least one super ordinate goal which can be achieved only if the members cooperate.
2 Perceived powers of all members: The perception that all members have power enough to use in a benevolent or a malevolent manner, depending upon their individual choice.
3 Trust: A minimum level of trust prevailing among the staff that power of the other party will not be used in a malevolent manner. The present level of trust is a product of past experience and self-fulfilling prophecy. The more trusting the members become, the more likely it is that they will engage in cooperative relationships in future.
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A close relationship will be maintained by building trust, acceptance and support. At times when one member may become angry with the other for failing to meet the psychological contract. When this occurs, the first party should constructively confront the second. How well the two handle such an interpersonal problem will indicate the depth of the relationship. In a narrow relationship, one member may ignore the destructive behaviour of the other, hut in a mature relationship, however, both parties should engage in constructive confrontation in order to improve the quality of the relationship.