Enhancing Efficiency and Adapting to Work Culture

During a department shift, I faced challenges that helped me learn stress management and improve planning and organization skills. The relocation of the headquarter required team work, which developed my adaptable working style. I learned to prioritize organizational needs over individual needs, adopting Maslow and Hertzberg models to enhance motivation. Through induction of new staff and their training, I improved employability skills. I also applied Tuchman's leadership development model and Honey and Mumford learning styles to increase productivity. Furthermore, I developed strong communication and presentation skills, which enabled me to delegate tasks effectively. Handling redundancies during relocation taught me strategies for managing diversity in work forces, allowing me to secure a progressive career and fulfill job responsibilities.

INTRODUCTION TO HRM

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
LITERATURE REVIEW................................................................................................................3
Identification of requisite labor market to recruit employees belonging from diverse cultures
................................................................................................................................................4
Advertising Jobs to attract diverse workforce........................................................................5
Job description........................................................................................................................5
Recruitment in based on behavioral competencies................................................................6
Success factors for recruiting all for new position.................................................................6
Selection techniques...............................................................................................................7
Transition- Induction to new staff..........................................................................................7
RECOMMENDATIONS.................................................................................................................8
CONCLUSION................................................................................................................................9
REFLECTIVE LEARNING STATEMENT.................................................................................10
REFERENCES..............................................................................................................................12

INTRODUCTION
Regardless of the size of an organization or the extent of the resources available, one
must have human resources in order to survive through the turbulent times occurring in their
business. Human Resource Management is required for managing and maximizing the
capabilities as well performance of such people in an organization. The HRM is not just confined
to profit making company in-fact it holds similar relevance in organizations working for non-
profit. In non-profit organization, employees are required to be recruited carefully, they need to
oriented and well trained, they must be organized into specific teams with clarity in roles,
performances must be monitored and lastly they must get rewarded for such performances.
Herein, the organization WWF (World-Wide Fund) is a non profit sector organization,
which has been formed with an aim to make biodiversity conservation and to reduce humanity's
footprints on the environment. As per 2014 data, WWF has been recognized world's largest
conservation organization with about 5 million supporters worldwide, working in more than 100
countries. Its foundation accumulates 55% of funds from individuals and bequests, 19% from
government sources and 8% from different corporation. The report has been constituted to assist
HRM in the management of people in WWF, as result of shifting their office to Living Planet
Centre. Moreover, the report has stated the steps that are involved in designing a recruitment and
selection strategy for WWF aiming at increasing diversity of their workforce and concentrating
on specific aspects of diversities, for example Gender, Age, Ethnicity or disability.
LITERATURE REVIEW
The shifting of headquarters of WWF from Godalming to Woking has resulted in varied
changes. Unlike WWF old premises, the living Planet center LPC has opened up their
organization different facilities for the general public. The re-location is a part of the five-year
strategy which involved the process of restructuring of four departments into three, resulting in
the merger of fundraising department into communication department. Further, the WWF
strategic vision highlights the new office layout that encourages new approaches towards flexible
working e.g. hot desking, introduction of different forms of flexible working (Miller, and
Pielack, 2008).

Identification of requisite labor market to recruit employees belonging from diverse cultures
As a catalyst, Human Resource Department sparks awareness and undertake appropriate
action on the labor force issues. A non-profit organization is one that operates in diversified areas
of the different economy exhibiting their contribution towards the society and environment. In
non-profit organization, diversity reflects as its strengths (Martin, 2010). The awareness of WWF
is booming but it is quite difficult to find enough workers to get their job done. Diversity in
workforce extends beyond ethnicity, religion, culture or new comer status. Diversified workforce
reflects the communities. Employing a diverse workforce can help in presenting a more strategic
advantage to organization. The close benefits that can be gained are-
1. High productivity
2. Innovative ideas and perspectives
3. Lowering employee turnover
4. Enhanced accessibility to new market
5. Better understanding of clients
6. Enhancing corporate reputations
In order to ensure the selection of diversified talents, HR policies and practices must be
reviewed carefully to identify the areas of opportunities and barriers that can hinder the process
(Boella and Goss-Turner, 2013). HR policies and practices must be reviewed and should be
bought in tune with the diversity lens highlighting good recruitment and selection practices.
Areas of attention could be:
1. Broad recruitment efforts
2. Reducing prejudice in their overall selection process.
3. Recruitment of new employees belonging to different cultures.
The preferred labor market for recruitment of diversified workforce must incorporate
people belonging to different regions, cultures and domain. Human Right Watch (HRW)
interviews provide equal opportunities and have no discrimination on the bases if hiring
practices. It has opened up its recruitment opportunities worldwide and selects diverse cultured
people. Diversity in labor force is not just merely accepting people from varied target group
rather it means management and integration of varied lifestyles, beliefs and needs (Hafeez and
Abdelmeguid, 2003). The mix of all shall help organization in obtaining the rich ingredients of
diversified culture within its organization.

Advertising Jobs to attract diverse workforce
Workplace diversity is about identifying and valuing varied knowledge, skills and
background of people bought to work (Karami, Analoui and Cusworth, 2004). There are
different cost-effective and attractive ways to acquire attention of applicants through
advertisements. The ways are as follows:
1. Updating company websites and material that exhibit the emphasis on diversity with
strong job profile specifying the potential candidates that are actually committed to its
diversities.
2. Identifying different publications like newspapers and magazines having a diverse
readership to reach the candidates that may not otherwise see the ads.
HR must be cautious about the advertising strategies that will require to make the job sound
more attractive for applicant that one aspired to specifically target.
Check in details before posting advertisements and remaining extra cautious while including
following aspects in their advertisements-
1. Wording in their advertisements
2. Advertisements is in consistency with the job description
3. Promoting aspects of job and employer which draw applicant from diverse background.
4. Selection tools the HR panel will use before advertising.
5. Considering alternatives to written responses while select criteria to shortlist applicant on
merit basis.
Job description
It is important for an HRM department to specifically mention those points that reflect the job
description highlighting the key aim of employing culturally diverse people (Baum, 2008). The
necessary points that exhibit the job profile are-
1. Relevant degree or any professional qualification must be specifically highlighted.
2. Demonstrate the reasonable experience expected by organization from the candidate,
required in developing and successfully implementing equality and diversity policies of
the organization.
3. Checking the person has adequate knowledge of equity legislation and performing best
practices within the organization.

4. Possessing effective communication and presentation skills across a wide variety of
different key stakeholders.
5. Ability to manage and lead within the cultural changes and development.
Recruitment in based on behavioral competencies
As per Inkson (2008) Competency based recruitment is a process whereby the ability of
candidates is assessed to produce reports about their professional experiences as an evidence that
candidates possess a given competency. The process is conducted to with an intention to be fair
than the other recruitment processes by clearly specifying the required competencies.
As inferred by Tulgan (2010) Behavioral competency designed to be used by a multiple
Human Resource Functions that consider workforce plannings, performance management,
training and development, and succession planning. Types of Behavioral Competencies:
1. Individual Competency- specifying varies personal attributes like flexibility, risk taker,
personal integrity, decisiveness etc.
2. Analytical Competencies- Elements such as decision-making, innovative, analytical
skills, practical learning, detailed consciousness.
3. Motivational Competency- things that drives one, resiliency, vigor, achievement
orientation, quality focused, initiatives.
4. Interpersonal Competencies- Ability to deal with others, persuasive capacity, personal
awareness, openness, teamwork.
5. Managerial Competency- Withholding charge of others, leadership, strategic planner,
management controlling, corporate sensitivity.
Success factors for recruiting all for new position
Human capital can be enhanced by identifying the three critical success factors in recruitment:
1. Find more enhanced measured results- organization need to find ways to measure their
skills and knowledge. They human-resource-management must assess their skill gaps and
accurately measure those skills and abilities with those demanded by the recruiters.
2. Understanding the millennium generation- the younger generation expects different
values than the old schools, they are more likely to see rewarding work immediately.
Organization building upon these values can lead to critical success factors both in
recruitment and within their company (Coyle-Shapiro and et.al., 2013).

3. Creating Job awareness: the description of job, tasks, team etc must be conveyed and
create awareness for the job.
Selection techniques
The process of selection is discovering the qualification and characteristics of the different job
applicant in order to establish their likable suitability for the job positions. A perfect selection
requires a methodical approach for sorting problem in order to find the best matching person for
their job. The different techniques used by organization herein are-
1. Screening: Once the pool of candidates is available the filtration process is initiated.
Screening can be done before or after shortlisting to have a good selection of candidates.
The means of conducting such screening process are telephone or through brief chats.
2. Application forms: Inviting the applicants by CV turning things easier for the applicants.
3. Interviews: it is one the most popular form of selection, and is done in the form of face-
to-face interactions.
4. Cultural Fit Selection- in this type of interview often the decision of hiring manager asks
question that will assist them in determining whether the candidates fit to the
organization culture. Cultural fit interviewing is specifically aligned with the
organizations values (Souza and Zajas, 2006).
5. Open-ended Jobs: these have no title and specification and are more concentrated on
hiring people belonging to diverse cultures. Such form of Jobs is advertised by “Do
Something” organization.
Transition- Induction to new staff
Transition as part of induction help in preparing students in advance for making the
interns acquaint themselves with the organization environment. The gap between employee
expectation and the experience of working in an organization can play a significant role in
framing one's personality. The HR in order to prepare organizational endeavors, individual
departmental induction programs must be conducting that shall help employees acknowledge
about the complex organizational journey (Yahya and Goh, 2002).
The role of HR is to explain the different ways to learn and methods that can be used to guide
student through different types of organizational activities.

RECOMMENDATIONS
The awareness of WWF is booming but it is quite difficult to find enough workers to get
their job done. The changes and shifting of WWF to Living Planet Centre, was taken place in
October 2013. This shift was a part of a five-year strategy, including, restructuring of four
departments into 3 wherein the merger of fundraising department was made with communication
department. The newly framed strategy, redefines unique features of WWF- its DNA. The new
defined DNA shows an inspiring positive change of connecting, leading and being constructive.
With this shift of office the new layout was prepared in order to encourage new approach to
flexible working, for eg. Hot desking and introduction of different forms of flexible working.
The last strategic vision of WWF was to create adaptable working wherein the
organizational needs are put forth first. Then comes the team values and lastly accomplishment
of goals (Itika, 2011).
Strategic vision of WWF bought in both opportunities and challenges from HRM perspective.
The challenges faced by them are:
1. WWF employees were unable to relocate to the new headquarter and had no choice but to
leave the organization.
2. Redundancies were faced as a reason for merging of two departments.
3. Cultural changes that aimed at reinforcing values of WWF across the entire organization.
4. WWF was now opened up to general public and thus it wanted to mirror its diverse
London community. The aim was to increase the diversities of their workforce and reflect
what their organization is committed too.
The first challenge is for employee’s inability to relocate their new headquarters and had
no finer choice to leave their organization. The HRM could make counseling with employees
and could make them aware of the opportunities that could be met by them if they had chosen
option to relocate. Attractive packages and salary enhancements can be given to meet their
specific needs. The employees must be provided for a valid reasons and motivation factors to
keep themselves intact with the organization. This will make them more enthusiastic and
motivate them to work for the betterment of the organization.
The redundancies faced as a cause for merger of two departments which can be overcome
by recruiting new employees. The new employees that are recruited must be capable to deal with
the issues and are managing the varied skill and knowledge that are required to perform the

work. The diversified workforce can be appointed to present a more strategic benefits to the
organization. The benefits of employing diverse culture can bring heightened productivity and
innovative ideas can be gathered. The specific areas of improvement can be made by HRM in
providing more broad recruitment efforts and without any bias behavior of employees.
Moreover, the organization can recruit employees in this field specifying the clear job
description of those who have relevant degree or professional qualification to handle the two
departments. It is important to check that the employee possess adequate knowledge about the
financial and communication aspects Their reasonable experiences can be checked and see if
there is any need of training and development.
The cultural changes which has specifically aimed at reinforcement of values across the
entire organization of WWF. The employees recruited must be holding behavioral competency
involving specific characteristic like analytical competency, managerial competency and
interpersonal competency (Snell, Morris and Bohlander, 2015). These competencies will help the
WWF in meeting the plethora of work arising out of merging of two departments. They job
description of such employee's must clearly specify those terms that reflect their ability to
manage and lead the cultural diversities concurring within their organization. The job must be
open to all and should gather persons belonging to different cultures, regions and domains. The
job posting of such employees can be made by way of advertising them on their official websites
and in different publications. The last needs of WWF i.e., opening up to general public has made
it imperative for the organization to incorporate employees that held the capabilities to meet the
different needs of the such people (Price, 2011). The needs required to be met by the
organization by employing from different cultures. The availability of employee's from the
diverse culture can help in sorting out the issues and providing solution to people visiting the
WWF organization. WWF being a renowned Not-for-profit organization is available to all.
CONCLUSION
From the above report it is clearly inferred that the WWF is a NPO who are recruiting
potentially talented employees who belongs to diverse culture as employees will have innovative
ideas and perspective which will lead towards achievement of organizational goals and
objectives. Further, this report showcases the advertisement of jobs with help of different sources
so that company will be able to pool potentially talented employees. Transition as part of

induction HR can prepare organizational endeavors and individual departmental induction
programs must be conducting
Herein his report highlights the different technique of selection like Screening
Application form. Interviews, Cultural Fit Selection and Open-ended Jobs. Further, this report
significantly studies the importance of job specification and description which will lead in
selection of talented employees to achieve the goals and objectives. Lastly the challenges faced
by HRM of relocation, Redundancies, Cultural changes and diversified workforce can be
appointed to present a more strategic benefits to the organization.
REFLECTIVE LEARNING STATEMENT
Human resource management of the organization endowed with the number of duties and
responsibilities. Being appointed as the HR consultant enables me to understand the essence of
the HRM's working. HRM functions to monitor the working of the employees of the
organization from the recruitment, training, performance appraisals and evaluation. As a HR
consultant I have assisted the senior management in all the departmental working. I have
inculcated the complete understanding of the recruitment process. That is creating the job forum,
detailing the profiles and personal specifications for the job description and the appointment.
The selection of the appropriate candidate in the organization who is suitable for the job profile
and brings the lucrative results. During the recruitment process I realized the behavioral
competencies required for the same. I learned many techniques to recruit the employees. The
HRM is entitled to perform many functions so the tasks are assigned to subordinates.
Supervising the subordinates and leading them, I have imbibed the leadership qualities in me. It
includes the interpersonal skills such as the decision making, communication skills, stress
management, utilizing the time in the efficient way. Working in and leading a team enhanced my
team work ethics. I assisted the HR manger in the training of the employees to make them
efficient for the work and adaptable to the work culture.
During shifting of the department faced some challenges. These challenges enabled me to
learn the stress management. During the process the planning and organization skills in me have
been improved to a great extent. This has brought in me different forms of flexible learning. The
relocation of the headquarter demands the team work, through this adaptable working developed
in me. The attribute of putting the organizational needs, team needs before the individual needs

grew in me. The merger of the two departments and the relocation of headquarter was the part of
the strategy. During the process of transition, the induction of new staff and their training of the
new staff and ensuring the adaptability of the existing ones improved employability skills in me.
I have learned the practical use of the Tuchman’s leadership development model and also
adopted the Honey and Mumford learning styles to increase the productivity of the employees.
To keep the employees and workers dedicated towards the work and job, I have enhanced the
motivation skills in me by using the Maslow and Hertzberg models (Yahya and Goh, 2002). The
task assigned from the senior management has to delegate to the subordinates. I have developed
the strong communication skills in me and also developed the presentation techniques. While
handling the redundancies of the relocation and the transition I learned the strategies to manage
the diversity in work forces. I have learned to train the employees to avail the opportunities
created for them and achieve the organization goals and targets. With all these learning, I can
able to secure a progressive career. Also, I can able to fulfil my job responsibilities in future with
the learning attained from this module. In addition to it, I can now able to think critically which
will help me in gaining knowledge about different aspect of HRM. This will aid me in attaining
in high grade.

REFERENCES
Books and Journals
Baum, T., 2008. Human Resource Management for Tourism, Hospitality and Leisure: an
International Edition.
Boella, M. and Goss-Turner, S., 2013. Human Resource Management in the Hospitality
Industry: a Guide to Best Practice. London: Routledge.
Hafeez, K. and Abdelmeguid, H., 2003. Dynamics o Human Resource and Knowledge
Management. The Journal of the Operational Research Society. 54(2). pp. 153 – 164.
Inkson, K., 2008. Are humans resources?. Career Development International. 13(3). pp.270 –
279.
Karami, A., Analoui, F. and Cusworth, J., 2004. Strategic human resource management and
resource-based approach: the evidence from the british manufacturing industry.
Management Research News. 27(6). pp.50 – 68.
Martin, J., 2010. Key Concepts in Human Resource Management. SAGE.
Miller, H. and Pielack, D., 2008. The satisfaction and retention of frontline employees: A
customer satisfaction measurement approach. International Journal of Service Industry
Management. 7(5). pp.62 – 80.
Price, A., 2011. Human Resource Management. Cengage Learning.Jackson, A. L., 2010.
Enterprise resource planning systems: revolutionizing lodging human resources
management. Worldwide Hospitality and Tourism Themes. 2(1). pp.20 – 29.
Snell, S., Morris, S. and Bohlander, G., 2015. Managing Human Resources. 17th Ed. Cengage
Learning.
Souza, S. F. and Zajas, J. J., 2006. Recruiting executives in business:: an organizational and
conceptual perspective. Executive Development. 8(3). pp.23 – 27.
Yahya, S. and Goh, W., 2002. Managing human resources toward achieving knowledge
management. Journal of Knowledge Management. 6(5). pp.457 – 468.
Online
Itika, S. J., 2011. Fundamentals of human resource management. [PDF]. Available through : <
https://openaccess.leidenuniv.nl/bitstream/handle/1887/22381/ASC-075287668-3030-
01.pdf?sequence=2>. [Accessed on 10th November 2014].
Coyle-Shapiro, J. and et.al., 2013. Human resource management. [PDF]. Available through:
<http://www.londoninternational.ac.uk/sites/default/files/programme_resources/lse/
lse_pdf/subject_guides/mn3075_ch1-4.pdf>. [Accessed on 21st November 2015].

Tulgan, B., 2010. "There are Five Ways to Monitor Employee Performance". [Online]. Available
through <http://www.hr.com/en/app/blog/2010/05/there-are-five-ways-to-monitor-
employee-performanc_g9fn9b80.html>. [Accessed on 21st November 2015].