Current HR Practices in Grow Management Consultants

Current HR Practices in Grow Management Consultants
Recruitment and Selection
The Recruitment and Selection of employees has remained a problem in the Grow Management
Consultants. A particular challenge faced by the company is recruiting quality applicants. As
company has to manage its public image as a way to source and recruit quality employees. The
more common R&S practices used in the company are outlined below.
1. Recruitment and Selection depends on the attitude of the owner or manager.
2. There is an absence in the use of relevant selection tools like pre-employment testing. Testing
and other selection tools are considered useful in hiring the right candidate.
3. Retention of good, trained employees becomes difficult since competition is fierce. Most of
the time company do not have enough interested applicants and are forced to hire unqualified
candidates just to address current needs.
4. The use of casual, part-time, and contractual employees to lower administration costs has
become a common practice due to the difficulty in predicting the volume in the industry and the
wide variety of clients with different needs and expectations. This also allows firms to address
the irregularity in the volume and “eliminate surplus in staffing. This type of strategy is believed
to “compromise” the quality of service the organization delivers.
5. Grow Management Consultants engage in non-instrumental aspects in their hiring such as
norms, values, and beliefs of the organization and match this to the norms, values, and beliefs of
the candidate. The managers feel that it is more important that the candidate fits in with the
organization and is liked by the others, more so, because of limited financial resources.

The lack of understanding and professional skills makes it difficult for managers to implement a
systematized R&S system. When this is coupled with the difficult financial situation and
unpredictable volume, it becomes more difficult to justify the need to invest in its employees.
Training and Development
Shortages of qualified applicants are believed to be caused by the company itself. The company
has not been keen on investing in developing its employees through Training and Development
programs. Below are the more common T&D practices in the company.
1. In Grow Management Consultants only 50% implement non-managerial training. This is
attributed to the fact that employees who get trained and become better might switch to
another firm which pays more.
2. T&D is not seen as “an intervention or a strategy” in achieving organizational objectives.
There are no training plans on how to develop employees and link their skills to the
organizational objectives. The lack of skilled managers within the industry is largely because
of the remiss in training (Nolan, 2002). Hence, training is conducted on an informal, reactive
basis.
3. T&D has become purely a “motherhood” statement to managers, despite their strong belief
in it. Managers consider training as an operational expense rather than “investment”.
4. The managers who lack professional skills have difficulty identifying the training needs of
their employees. Training programs that are implemented are mostly informal and on-the-
job.

5. According to researcher smaller organizations have a lesser ability to carry out and
implement internal training programs due to the high cost of training.
T&D processes are clearly a neglected HRM area in Grow Management Consultant, results
in the lack of quality employees. Although managers understand the need for their
employees’ to acquire new skills, there is an inability to implement T&D for three primary
reasons Firstly, the limited financial resources do not allow the organization to invest in its
employees. Secondly, the benefits of T&D can be felt in the longer-term. Accordingly, with
the heavy use of temporary employees, it does not make sense to invest in people who will
not stay in the organization and finally, there is an absence of professional skills in
implementing training.
Performance and Appraisal
The Performance Appraisal process falls in line with the current thinking of open
communication and allowing employees to give feedback. This process is used not only to
improve the relationship between management and employees but it also helps to increase
the level of performance of both the employees and the organization. Below are some of the
more common PM&A practices in the company.
1. Employees do not see the link between their performance and the salary they receive.
2. There is failure or an obvious neglect of “even the basic steps” of performance appraisal
and reward systems which have an impact on the motivation and retention of employees.
This type of management does not allow employees to understand their role and
contributions to the organization which causes job dissatisfaction. This creates the impression