Strategic Human Resource Management Analysis

The assignment provides an in-depth analysis of the recruitment and selection processes of Healthcare United, highlighting the need for revisions to ensure alignment with current legislation and best practices. It discusses the critical areas of vacancy analysis, timeframes, involvement of personnel, documentation, training and support, and motivating and evaluating employees.

STRATEGIC HUMAN RESOURCE MANAGEMENT

According to (Buchholz, 2011), when an organization’s human resources planning is done, it
signifies the fact that there is a requirement for more manpower and they have to take a few
decisions and verify their options. The initial step is of recruiting and refining the selection, but
employing the new candidates is not always as feasible as it looks when the organization is
recruiting the required manpower. This paper contains the data, which analyses the recruitment
procedures and various policies along with the selection process that exists in the Healthcare
United.
Healthcare United, which is believed to be the one of best healthcare units in Australia (Faculty
Recruitment and Selection, 2013). They hire the finest professionals in healthcare industry. The
aim is always to be the best one in Australia and it currently employs approximately 1600
professionals in NSW and VIC. They have been planning to expand their operations and open a
unit in Hobart. The modifications have been provided to this organization by comparing it with
the newly made Healthcare United (2010) and their recruitment and selection processes. This
creates the requirement of new professionals and employees and hence the recruitment and
selection procedures need to be revised for the organization. The critical areas of this process
have been identified and are discussed below:
 Analyze the vacancies – The policies framed back in 2010 are not very apt and accurate
as per the current vacancies and its evaluation processes. The responsibilities pertaining
to the policies have shifted to from the HR to the managers which do not meet the terms
as compared to the present day legislation.
 Timeframes – The first process timeframe currently is of 2 to 3 weeks which back in
2010 were a forecasted timeframe ranging from 2 to 4 days.
 Involvement of the personnel – The involvement includes both the HR department and
the managers. HR is accountable for the analysis of the vacancies which is somehow an
outdated process. The contemporary scenario evidently supports the fact that manager
should be allowed to cover up these processes (Weinstein, 2012).
 Documentation - The HR and the manager, both are responsible for the documentation of
this process and they have to finalize and complete the “permission to recruit form”.

 Training and Support - Throughout the process of recruitment and selection, the HR is
supported by the manager under the 2000 guidelines. However, 2010 guidelines should
have been followed during the same.
 Motivating and evaluating – Post “permission to recruit from” stage, which is finalized
by the manager and the HR, the senior manager gives the final approval. The policies
(2010) have been duly followed in this stage.
Based on the strategic human resource management, the analysis of the critical areas should be
done. The recruitment and selection policies should be in line with the current legislation so as to
be accurate. (Weinstein, 2012) acknowledged the fact that all the obsolete policies are not
beneficial for the strategic management during the hiring process for the organization. The
current legislation needs to be duly considered for the analysis of the positions. The
responsibility of hiring in the Healthcare organization should lie within the Human Resources
department and not with the managers. The current legislation should always be considered for
the formations of recruitment and selection processes and policies (Whitham and Duley, 2013).

References
Buchholz, L. (2011). Hiring the Right Person for the Job. Plastic Surgical Nursing, 31(3),
pp.124-125.
Faculty Recruitment and Selection. (2013). Higher Education Abstracts, 48(3), pp.179-179.
Weinstein, D. (2012). The psychology of behaviorally-focused résumés on applicant
selection: Are your hiring managers really hiring the ‘right’ people for the ‘right’
jobs?. Business Horizons, 55(1), pp.53-63.
Whitham, D. and Duley, L. (2013). Evaluation of a site selection questionnaire for the
recruitment of trial sites into multi-centre trials: experiences from the nottingham clinical trials
unit. Trials, 14(Suppl 1), p.O30.