HRM’s Role in Finding the Right Person for the Job
HRM’s Role in Finding the Right Person for the Job Human Resources Management as an organizational function is indispensible in providing human capital to ensure the organizational mission and goals are achieved. This requires a particular expertise in determining several factors to hire and retain the most qualified incumbent possible. Several processes must be performed to achieve this goal; such as: job planning, compensation, benefits, recruitment, selection, and development. These correlating processes are instrumental in finding the right person for the job. First, in his book, Human Resources Management, John M. Ivancevich states that “Human resource planning (HR planning) is both a process and a set of plans.1 It is how organizations assess the future supply of and demand for human resources. In addition, an effective HR plan also provides mechanisms to eliminate any gaps that may exist between supply and demand. Thus, HR planning determines the numbers and types of employees to be recruited into the organization or phased out of it. Dynamic by nature, the HR planning process often requires periodic readjustments as labor market conditions change.” (pg. 125) The planning process encapsulates four critical stages of focus, which are 1) Situation analysis/environmental scanning; 2) Forecasting demand for human resources; 3) Analysis of the supply of human resources; and 4) Development of the action plan. In stage one of the planning process, it is imperative that HRM and the organization’s strategic plan are aligned to ensure that HRM is effectively evaluating the needs of the company; as well as the external environment, then present suitable
HRM’s Role individuals with cutting-edge skills to fill the vacancies. In stage two of the process, there are several quantitative tools available to the HRM to forecast employment demands. Most HRM rely heavily on gut instincts; but for those of us new in the industry we can use expert estimates, trend projections, statistical modeling, and unitdemand forecasting. It is important to note, that forecasting employment needs is a
joint effort between HRM and department managers, because operating managers have a better sense of what their departments will need based on the day-to-day functions in their respective departments. (e.g. someone is retiring, another is moving out of state, etc.) The third stage of the planning process “is designed to answer the question, How many and what kinds of employees do I currently have in terms of the skills and training necessary for the future?” (Ivancevich, pg. 131) To determine these needs, a skills inventory can be developed. A skills inventory is simply a list of employees to include personal data (e.g. date of employment, education, etc.), characteristics, job tasks, and the skills each employee has. In some cases, because of the size of the company, it is important to list other details, such as full-time or part-time, site location, and other pertinent information. It is important to maintain updated information for all employees to ensure that this information can be easily accessible when needed. Utilizing the skills inventory, the final stage of planning - Action Plan Development, the skills inventory allows the organization immediate information to compare required skills for a job and the current employees that possess those skills. Should a shortfall or surplus in the required skill sets be apparent, the HRM can easily identify this and take appropriate action to depending on the situation.
HRM’s Role Additionally, in the planning process it is important to note that Job Analysis and Job Design are important factors to complete to ensure the organization has the most appropriate information to achieve its mission. A job analysis is a systematic way of
identifying particular functions and tasks; and, how these...