Human Resource Management

This document discusses the importance of recruitment and selection techniques in CERA, including the need for skill-driven employees who can handle challenging situations. It also explores employee development strategies, such as stress management training and cost-effective training methods like webinars. The document references relevant sources on employee training and development.

Running head: HUMAN RESOURCE MANAGEMENT
Human Resource Management
Name of the Student
Name of the University
Author Note

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Task 1 –
1. First Post by Israel Tobin on Recruitment and Selection of Employees at CERA
CERA is an up and coming business organization that has to pay attention to new
recruitment techniques and methods of selection in order to compete with its rivals in the
market in the best possible way. CERA is one of the best known business organizations in the
whole world and it needs to take a leading role as far as talent management and talent
acquisition is concerned. If CERA wants to be serviced by a really talented pool of
employees who are capable of performing the duties and responsibilities of the business
organization and achieve business objectives as efficiently and as quickly as possible, then it
needs to hire employees who are skill driven, who can apply themselves instead of being
people who are only possessed with booking knowledge and who need to be capable of
handling stress and strain when faced with challenging issues or challenging situations to deal
with. For this purpose, the credentials of a prospective employee are not something that
recruiters need to focus on only. Recruiters need to gauge the experience of the employee in
the professional domain and the ability of employees to apply themselves in critical and
challenging situations in order to hire employees who are not only knowledgeable but who
are also quick on the uptake and who can apply themselves well enough in order to resolve
crisis situations in business.
2. Response to Second Post by a CERA Member
Yes, I agree with what is being said about coming up with new methods of recruiting
people into the CERA. I agree with what is being said about the need to be gender sensitive
when recruiting people into the organization and the need to be sensitive to matters such as
age as well when hiring people to join the organization. People who are above sixty years of
age and who have the work experience as well as the qualifications to work well for CERA

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should be given the opportunity to do so regardless of their age. CERA can certainly benefit
from the experience and the skills that aged employees can bring to the table and which are
found to be deeply lacking in young people (Cohen, 2017). I agree especially with the part on
gender sensitivity. I personally feel that with the emergence of the Third Gender it is now
crucial to recruit people into the organization who are members of the transgender
community and who I personally feel need to be given the opportunity to work for an
organization like CERA and prove their mettle over here. I agree with what is being said
about novel means and techniques of recruiting employees into an organization. I for one,
feel that a lot of unnecessary emphasis is being laid on people who have good academic
qualifications and efforts need to instead be made to hire people who can apply themselves
well enough on the job front (Landers & Schmidt, 2016).
Task 2
First Post on the Subject of Employee Development by Mark French
CERA is a business organization that needs to sufficiently pay attention to the training
and development of its employees so that it is serviced by employees who are poised with the
skills and the techniques that are needed to fulfill the objectives and goals of the organization
and take on the rivals and competitors of the company in the most effective way possible.
Well trained employees are an asset for any organization and there are many tried and tested
ways of employee training and development that CERA needs to move away from in order to
position its employees with the abilities and skills they need to perform well in novel
competitive situations that were never known to them before. Some of the ways by which I
believe our employees can be trained include getting experts to come and give talks on
various types of business strategies and situations (Nikolau & Oostrom, 2015). I believe that
we specifically need to train our employees in learning how to deal with stressful situations.

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Stress is a major issue that employees in the business world are faced with today and they
need to be trained how to successfully manage issues such as stress in order to get ahead of
their rivals and competitors in the business environment and emerge as successful in the long
run. Apart from getting experts to come and talk about stress management, employees need to
be provided with real life examples of how they can manage the situations of stress that they
are likely to be faced with in the day to day. I agree with what is being said about adopting
cost effective ways of training and developing employees such as the use of on job training
schemes, making use of in house experts in order to train employees and to subject
employees to lectures and discussions that are carried out by experienced business
professionals in the form of webinar (Latham & Wexley, 1991). I personally agree whole
heartedly with the use of webinars as this is one of the most cost effective ways by which we
can hold training sessions with our employees here at CERA. Employees at CERA do not
have to travel to any specific destination to receive this training and can be subjected to the
training in the office seminar rooms. When it comes to holding a test at the end of every
training session to determine how successfully it is that an employee has received training, I
am a bit skeptical. Instead of subjecting employees to tests and examinations at the end of the
development and training programs, I believe it would be better to assess how much it is that
employees have learnt by entrusting them with specific duties and responsibilities that reflect
this. This would be a more effective and pragmatic way to assess the impact of training than a
test taken at the end of the training.

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Reference
Cohen, E. (2017). Employee training and development. In CSR for HR (pp. 153-162).
Routledge.
Landers, R. N., & Schmidt, G. B. (2016). Social Media in Employee Selection and
Recruitment. Theory, Practice, and Current Challenges. Cham: Springer
International Publishing AG.
Latham, G. P., & Wexley, K. N. (1991). Developing and training human resources in
organizations. New York, NY: HarperCollins
Nikolaou, I., & Oostrom, J. K. (Eds.). (2015). Employee recruitment, selection, and
assessment: Contemporary issues for theory and practice. Psychology Press.