HR Planning and Recruitment Essay
HR Planning and Recruitment;
Human resource planning determines the human resources required by the organization to achieve its strategic goals. As defined by Bulla and Scott (1994) it is the process of ensuring that the human resource requirements of an organization are identified and plans are made for satisfying those requirements. Human resource planning is based on the belief that people are an organization’s most important strategic resource. It is generally concerned with matching resources to business needs in the longer term, although it will sometimes address shorter term requirements. In the organization, HR planning has the following aims:
– Attract and retain the number of people required with the appropriate skills, expertise and competencies;
– Anticipate the problems of potential surpluses or deficits of people;
– Develop a well trained and flexible workforce, thus contributing to the organization’s ability to adapt to an uncertain and changing environment;
– Reduces dependence on external recruitment when key skills are in short supply by formulating retention, as well employee development strategies;
– Improve the utilization of people by introducing more flexible systems of work.
At Anheuser-Busch, they actively scout for recruits at college campuses and job fairs. But that’s not the only door of opportunity that is open to
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In so far as there are articulated strategic business plans, human resource planning at Anheuser-Busch interprets them in terms of people requirements. This influences the business strategy by drawing attention to ways in which people could be developed and deployed more effectively to further the achievement of business goals as well as focusing on any problems that might have to be resolved in order to ensure that the people required will be available and will be capable of making the necessary contribution.
Selection and Placement
The purpose of selection interview is to obtain and assess information about a candidate which will enable a valid prediction to be made of his or her future performance in the job in comparison with the predictions made for any other candidates (Armstrong, 2006).
At Anheuser-Busch, the HRM approach is adopted to selection, which involves taking much more care in matching people to the requirements of the company as a whole as well as to the particular needs of the job. And these requirements will include commitment and ability to work effectively as a member of a team. The recruiting process begins when the prospective candidate finds the position that interests him/her and submits an online application. Applicants also submit their resumes and cover letters to Anheuser-Busch’s Human Resources department. The company scans all resumes into a database and then holds them there for up to six months, matching them against positions as they become available. If the candidate’s skills and experience match what the company is looking for, he/she will be contacted for a telephone interview. The candidate may be asked to visit Anheuser-Busch for a company tour and face-to-face meeting. The selection process is highly competitive, so sometimes, the candidate may need to return for a second or third interview.
Training and Development
According to Armstrong (2006), Training and Development system plays a crucial role in the assimilation of new employees as well as providing opportunities for current employees to grow and develop within the organization. At Anheuser-Busch the HR department helps the company derive the training solution that best meets its needs. The company provides a full range of customized training solutions from consulting services regarding the design of training system to facilitating training solutions that maximize organizational productivity.
Community programs and organizations that help the company to recruit, train and support minority and disabled professionals play an important role throughout the company. Regardless of ethnic background, gender, skill level or experience, A-B welcomes those with vision, commitment and drive, and treats them with respect. Some of the measures taken by Anheuser-Busch to train and develop its employees include:
Mentoring and providing feedback to help employees achieve their personal potential.
On a national level, Anheuser-Busch invests in organizations that create and enhance economic opportunities for the African-American, Hispanic and Asian communities.
One of its core values is “building a high-performing, diverse workforce.” It’s a priority they take very seriously and a strategy they make seamless across the company.
To prepare and challenge employees, extensive training and education is provided by the Anheuser-Busch Training and Development Group (ABTDG)
ABTDG’s main focus has been developing skills for employees of all business units within A-B, giving special consideration to technical, leadership and professional development. Technical training focuses on brewing, packaging, sales, maintenance, engineering and information technology, where as leadership and development courses centre more general skills needed to prepare the future leaders of A-B.
Armstrong, M. (2006), A handbook of Human Resource Management Practice. 10th Edition, kogan Page, London and Philadelphia.
Bulla, D.N. and Scott, P.M. (1994) Manpower requirements forecasting: a case example, in Human Resource Forecasting and Modelling, ed D Ward, T P Bechet and R Tripp, The Human Resource Planning Society, New York