Professional HR Management Practices: Recruitment, Conflict Resolution, Performance Management, Career Planning, and Analytical Problem Solving Skills

This essay discusses professional HR management practices including recruitment, conflict resolution, performance management, career planning, and analytical problem solving skills. It covers techniques used in recruitment and selection, negotiation tactics and strategies in conflict resolution, performance management that establishes outcome and approaches to developing, appraising and managing people, importance of career planning and management assessment, and analytical problem solving skills.

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PROFESSIONAL HUMAN RESOURCE MANAGEMENT PRACTICES
By
Professor
Name of the University
The Date

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ESSAY TO THE CEO OF BANK A ON PROFESSIONAL HR PRACTICES
1. Evaluation and Differentiation of Techniques used in Recruitment and Selection
Recruitment can be defined as the process of looking for and obtainment of a pool of willing
candidates in possession of the required knowledge, skills and experience so that the
organization can choose the better placed candidates to fill the available job vacancies in relation
to the defined descriptions and specifications for the named positions. Recruitment is carried out
so that an organization can select the best people as per the requirements of the roles they are to
play thus giving an organization a competitive advantage over its competitors.
Selection on the other hand is the process of identifying appropriate candidates from the
pool identified at the recruitment stage through interviews, testing and reference checking. The
main aim of this process is to make sure that the most appropriate candidates are chosen to
occupy the positions identified by applying effective, fair and equitable assessment procedures.
The techniques of recruitment that are open to an organization are classified into;
 Internal Recruitment- this is where an organization fills the vacancies that arise by
choosing from its existing workforce.
 External recruitment- this is where an organization fills available vacancies with
applicants from outside the organization. There are four main ways through which an
organization can recruit externally. They include;
i. Job advertisements. This is the most common form of external recruitment that
can be found in many places including newspapers, notice boards and recruitment
fairs. They contain important information related to the job which may include
job title, job description, location and how to apply. An organization will choose
this method depending on costs associated with it and coverage needed.
ii. Job centers. These are usually paid for by the government so that they can help
the unemployed to find jobs. They also give services to organizations that need to
advertise job vacancies.

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iii. Personal recommendation. This can be in the form of a recommendation from a
colleague at work. The method is used to save the advertising cost although an
individual will still be required to go through full assessment before being
selected for the fob vacancy.
iv. Recruitment agency. These agencies work for a fee and in most cases they
specialize in specific employment areas. They usually provide organizations with
details of appropriate candidates for specific vacancies that arise in these
organizations.
Selection on the other hand is carried out using the following techniques;
i. Preliminary screening. At this point, the selection process is narrowed down to
those candidates who meet the requirements for the job only. This may be done
basing on such parameters as number of years of experience or other verifiable
credits. All the responses towards the advertisement are reviewed so as to come
up with only a few qualified individuals that will proceed for further scrutiny.
ii. Telephone interviews. This is aimed at finding out whether the applicant is still
interested in the job or not and whether they have the required qualifications.
Here, the pool is further narrowed down to those individuals who were able to
meet the organization’s staffing needs in terms of the skills and qualifications.
iii. In-person interviews. The two previous stages helps in coming up with a group
having just a few individuals that meet the qualifications to proceed to this stage
since face-to-face interviews take a lot of time. Here, the best-suited candidates
are chosen to proceed to the next stage.
iv. Cultural fit selection. Here, candidates are asked questions in regards to who
would fit in the organization’s culture. The applicant’s qualifications are not put
into consideration since the main aim is to establish whether a candidate’s values
align to the organizational values.
v. Vetting candidates. At this stage, two suitable candidates are selected. A
conditional job offer is dispatched to the candidate number but at the same time
keeping in mind the runner-up candidate should the first candidate fail to pass the
final stage. The vetting process consists of pre-employment matters including

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background check and drug testing. This are meant to verify the information
provided by the candidate and are an exercise in due diligence, according to
management consultants Kim Kerr and Barry Nixon, in their May 2008 article on
HR.BLR.com titled “Benefits and Components of a Background Screening
Policy.” A candidate is only given a final job offer if they pass the background
check and the drug test. A rejection letter is then sent to the runner-up candidate
since the organization is now sure that the vacancy has been filled.
2. Negotiation Tactics and Strategies in the resolution of Conflict.
Many a times, situations which involve more than one person often experience conflict as a
result of divergent goals, power imbalances and philosophical differences (Goldberg et al. 2014).
If not well managed, conflict may lead to loss of trust and productivity which may lead to
business failure. An organization can manage situations involving conflict by application of the
following strategies;
i. Accommodating
This entails giving the opposing side whatever it wants and it mainly happens when one
party wishes to have peace or sees the issue involved as minor.
ii. Avoiding
This is where one hopes the problem will resolve itself without any form of
confrontation. The conflict is thus delayed or ignored all together.
iii. Collaborating
This involves integrating ideas raised by a number of people so as to arrive at a solution
acceptable by everyone. Collaboration requires significant time commitment which may
not be appropriate to all conflicts but it is useful to a greater extent.
iv. Compromising
This strategy requires both sides of the conflict to give up on their stance regarding the
issue at hand so as to come up with an acceptable solution. This strategy is applied
especially when the parties involved hold approximately equal power or positions.
v. Competing

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This involves one side winning while the other loses. This strategy works best in conflicts
involving emergency situations.
3. Performance Management that Establishes Outcome and Approaches to Developing,
Appraising and Managing people.
Performance management is defined as an ongoing process of communication between an
employee and supervisor that occurs throughout the financial year, which is in support of
accomplishing the strategic objectives of a business (Cappelli, & Tavis, 2016). Performance
management process ensures that employees are meeting the organization’s objectives and goals
through continuously setting objectives, coaching them and assessing their progress (Mone, &
Edward, 2018).
For an employee performance management is all about aligning the objectives of an organization
with the agreed measures, competency band skills. Performance management is mainly used to
ensure that employees outcome and skills are in line with objectives of an organization.
In performance management process, employees and managers plan, monitor and review an
employee work objectives and if they are in line with the objectives of the organization through
working together.
People management is in other words referred to as human resource management, it comprises of
recruitment, management, and providing direction and support to employees of an organization.
An efficient and effective performance management process enhances organization’s success and
excellence by:
 Ensuring that employee’s activities and objectives are in line with the objectives of an
organization. Through performance management, employees have a clear understanding
of the organization objectives therefore, his or her performance and daily activities
should contribute to the achievement of these objectives.
 An effective performance should always focus on setting clear performance objectives
and expectations through the use of actions, results, and behavior.
 Training employees and providing

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Employee appraisal is objected to improve employee performance, therefore it can be defined as
a process in which employee’s current performance is clearly observed and discussed by the
management the main purpose of this being to add to that level of performance (Ahammad et al.
2016).
The key objectives of performance appraisals are, to assess if there is training need, to collect
feedback about the business from the employees, to motivate employees in order to enhance their
outcome, to improve communication in the organization, to evaluate development plan and
review career potential, to identify strengths and weaknesses and areas requiring improvement.
There are three types of appraisal i.e. performance review, potential review, and reward review.
4. Importance of Career Planning and Management Assessment
Atariksa, Y. 2007 has defined career planning in different terms i.e.
 In the first definition, Antariksa defined career planning as the process of setting
individual career objectives and innovatively developing activities that will be achieved
by them.
 Secondly, Antarikisa defined career planning as the employee’s counterpart to the
organization’s overall human resources planning activity.
Career planning can be seen as a personal process that consist of three criteria i.e. Broad life
planning, Development planning, and Performance planning.
On the other hand, management assessment is a series of exercises, interviews and tests, which
are designed to predict how efficiently a management candidate will perform when given a
specific role.
In management assessment the emphasis is mainly on leadership qualities,
The advantages of career planning are:
 Career planning helps the organization in identifying internal employees who can be
promoted.

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 The process of career planning assist individuals to gain the knowledge of different
career opportunities available for him or her. Through career planning, employees are
able to choose a career that is suitable to their life.
 It increases job satisfaction, which in turn creates a sense of belonging and enhances
employee commitment and loyalty to the organization.
 Career planning plays a great role in lowering employee turnover since it encourages an
employee to wait his or her turn of promotion rather than changing to another
organization.
 Efficient career planning ensures that there is availability of human resources in an
organization with the required knowledge and skills.
 Career planning minimizes employee’s frustrations since it continuously tries to satisfy
the employee expectations.
Benefits of management assessment are stated below:
 Management assessment is very crucial for success of the organization. The right human
resource is required which fits in the management position to make the right decision for
the daily running of the organization. Management assessment has a number of
advantages which includes:
 Management assessment helps to know if there existence of skills deficit in an
organizations. Skilled manpower is very essential therefore through management
assessment existing employees are trained or right people are sourced.
 Employees are prepared for their future roles through management assessment through
increased performance, self- confidence and productivity.
 Management assessment help strengthen communication in an organization and this help
the organization to coach employees based on their goals and developmental needs.
 Through management’s assessment employees are able to renew to commitment to their
development and own growth based on information that facilitate future development
action.
 Management assessment helps employees to be more committed to the services, mission.
And programs of their organization
5. Analytical Problem Solving Skills

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Analytical skills refer to a person’s ability to gather and analyze information, solve problems and
make sound decisions. This may be of great help to the organization since it improves
productivity and success and solves problems (Bardach, & Patashnik, 2015). These skills are as
discussed below;
i. Communication
One needs to have excellent communication skills both orally or in writing since
one is likely to encounter situations where they have to write reports or to explain
information orally in a meeting or presentation. Therefore, one has to be able
convey the message to others in a proper manner.
ii. Creativity
Creativity is of great importance as far as problem solving is concerned since one
is expected to think smartly so as to come up with effective solutions to problems
at hand.
iii. Research
One should be able to collect the necessary data and research a topic, and learn
more about the problem before solving it.
iv. Data Analysis
One needs to be able to examine large volumes of data and establish trends in it
because being good at analysis is of great importance no matter the career path
chosen.
v. Critical Thinking
This may refer to evaluation of information and making decisions basing on the
findings. It is critical thinking that help an employee in making decisions that help
in solving problems for an organization.

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