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Strategic Human Resources - SHRM

   

Added on  2021-04-17

5 Pages753 Words42 Views
STRATEGIC HUMAN RESOURCE MANAGEMENT
Strategic Human Resources - SHRM_1
According to (Buchholz, 2011), when an organization’s human resources planning is done, itsignifies the fact that there is a requirement for more manpower and they have to take a fewdecisions and verify their options. The initial step is of recruiting and refining the selection, butemploying the new candidates is not always as feasible as it looks when the organization isrecruiting the required manpower. This paper contains the data, which analyses the recruitmentprocedures and various policies along with the selection process that exists in the HealthcareUnited. Healthcare United, which is believed to be the one of best healthcare units in Australia (FacultyRecruitment and Selection, 2013). They hire the finest professionals in healthcare industry. Theaim is always to be the best one in Australia and it currently employs approximately 1600professionals in NSW and VIC. They have been planning to expand their operations and open aunit in Hobart. The modifications have been provided to this organization by comparing it withthe newly made Healthcare United (2010) and their recruitment and selection processes. Thiscreates the requirement of new professionals and employees and hence the recruitment andselection procedures need to be revised for the organization. The critical areas of this processhave been identified and are discussed below:Analyze the vacancies – The policies framed back in 2010 are not very apt and accurateas per the current vacancies and its evaluation processes. The responsibilities pertainingto the policies have shifted to from the HR to the managers which do not meet the termsas compared to the present day legislation. Timeframes – The first process timeframe currently is of 2 to 3 weeks which back in2010 were a forecasted timeframe ranging from 2 to 4 days. Involvement of the personnel – The involvement includes both the HR department andthe managers. HR is accountable for the analysis of the vacancies which is somehow anoutdated process. The contemporary scenario evidently supports the fact that managershould be allowed to cover up these processes (Weinstein, 2012). Documentation - The HR and the manager, both are responsible for the documentation ofthis process and they have to finalize and complete the “permission to recruit form”.
Strategic Human Resources - SHRM_2

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