JCU HRM Portfolio: Managing People and Organizations - Report Analysis

This report is a comprehensive HRM portfolio, addressing key aspects of managing people and organizations. It begins with a short essay on the key features of good quality job descriptions and their various applications. The report then proceeds to create a detailed job description for an HR manager, outlining responsibilities, reporting structure, and job summary. Following this, the assignment establishes key selection criteria for the HR manager position, encompassing qualifications, experience, skills, and special requirements. A sample online recruitment advertisement is designed, and assessment/evaluation methods, including written tests, group discussions, and personal interviews, are proposed. The report includes behavioral interview questions and justifies the selection of interview panel members. Finally, the report presents an induction and orientation checklist and a document checklist for the new HR manager, ensuring a smooth onboarding process. The assignment adheres to the APA referencing style for all cited sources.

Running head: MANAGING PEOPLE AND ORGANIZATIONS
Managing People and Organizations
Name of the Student
Name of the University
Author Note

1MANAGING PEOPLE AND ORGANIZATIONS
1. Short essay on the key features of good quality job description and different
ways in which a job description can be used
A Job Description is a piece of document that is used to describe a job profile. The
good job description consists of several important sections such as the company name or
employer’s name, heading information, job summary and position, job objectives, required
qualifications, special or additional requirements, job responsibilities or key responsibility
areas, job location. The heading information should contain the title of the job, pay scale,
job position, shift hours and timings, possibility of weekend work and overtime work and
possible incentive range. The job summary should outline the general responsibilities
associated with the job profile, describing the key activities or tasks and the job purpose,
work environment and professional relations and general expectations on the job position.
The Qualifications section should outline the required educational background, work
experiences, professional or academic training as well as technical skills that are needed for
the job. The special requirements section should outline the additional conditions that are
needed or desirable for the job position. The job responsibilities is one of the most important
section in job description that describes all the responsibilities and tasks associated with the
job position and the accomplishments that are expected of the position (Kishore & Sutcliffe,
2015; Oulton et al., 2016; Baker, 2017).
Job Description can be used for several purposes. Recruitment is one of the most
important uses of a job description in which the document is used to advertise and highlight
the necessary job requirements in order to invite the right candidates for the interview.
Training is an important process in which job description can be used to educate the trainees
of the the activities and responsibilities associated with the job profile and therefore help
them to be prepared for the interview of the job role. Job Description is also a part of
organization’s Legal Requirements due to which they need to clearly outline and describe

2MANAGING PEOPLE AND ORGANIZATIONS
every detail associated with the job profile, including the position, functions, remunerations
and qualifications for the purpose of maintaining records. Effective job descriptions can also
help to set expectations of the candidates and new joinees about the responsibilities they
need to undertake in the given position. Job Description can also be used to assess employee
performance based on the key responsibility areas and thereby identify employees who can
be given rewards and recognition (Bratton & Gold, 2017; Hollenbeck & Jamieson, 2015;
Foster, 2014).
2. Job Description for HR manager
Heading Information:
Position: Human Resources Manager
Reporting to: Senior Manager
Vacancy: 01
Pay scale: 25,000 to 35,000 AUD per annum
Working Hours: 40 hours per week
Overtime: NA
Weekend Work: NA
Job Summary:
Developing workplace policies, directing and coordinating human resources activities
like selection and recruitment, training and skills development, compensation planning,
employee relations, employee benefit planning, performance evaluation and addressing
employee concerns.

3MANAGING PEOPLE AND ORGANIZATIONS
Job Responsibilities:
 Conducting interviews with selected candidates and analyzing their performance
 Selection of candidates and developing their induction program
 Developing employee and workplace policies
 Assessment of employee performance
 Conducting exit interviews
 Developing employee payment structures
 Preparing and giving presentations to the board of directors about organizational and
employee performance
 Evaluating employee appraisals
 Maintaining attendance and performance records
 Developing employee relations
 Coordinating between different departments
 Developing training and skills development programs for new and old joiners
 Administering benefit programs
 Responding to employee grievances, feedbacks and complaints
 Investigating behavioral issues
 Maintaining organizational code of conduct, ethical practice and fair workplace
policies
 Maintaining workplace safety
 Maintaining a positive workplace environment
3. Selection criteria for HR manager
Qualifications:
Educational Qualifications: MBA in HR

4MANAGING PEOPLE AND ORGANIZATIONS
Work Experience: 5 to 10 years.
Skills and Abilities:
Language Skills: Ability to read, write, interpret and analyze complicated documents. Good
communication and presentation skills. Proficiency in English.
Computational Skills: Ability to use logical calculations and analytical thinking to resolve
problems. Ability to use formulas, graphs and statistical data to analyze and prepare reports.
Certifications: HR Certifications needed
Technical Skills: Knowledge in HR systems, Database Systems and Employee Management
Systems. Strong knowledge about labour laws and best practice guidelines.
Personal Qualities:
Creativity, versatility, commitment, strong theoretical and practical knowledge,
intuitiveness, leadership skills, effective communication skills, ability to work under pressure,
empathetic, logical, critical thinking, accountability, responsibility, honesty, transparency,
compassionate, conflict management, emotional intelligence and enthusiasm (Fred &
Kinange, 2018; Armstrong, 2016).
Special Requirements:
 Knowledge in human psychology is an added advantage
 Proficiency in using Microsoft Office application is important
 Knowledge is statistics is desirable
4. Recruitment advertisement for online recruitment
Example of an online recruitment advertisement:

5MANAGING PEOPLE AND ORGANIZATIONS
Job Title: HR Manager
Job Summary:
We are looking for an individual for the position of an HR Manager who can help to
maintain the and develop our organizational culture, develop and update workplace policies
and help to develop talent within the workforce. The manager would also be responsible to
take interviews of candidates and consolidate with Operations Manager on the selection of
the new employees, develop training programs. Additionally, the manager would have to
coordinate with the employees, their welfare and skill development and assess overall
performance and compliance to organizational policies, preparing reports as and when
needed.
Duties:
 Conducting interviews
 Developing training for new employees
 Implementing skill development program for existing employees
 Developing employee benefit programs
 Coordinating with employees and multiple departments
 Performance assessment
 Audit policy compliance
Skills needed:
 Bachelors in HR related discipline
 5 years experience in HR role and 1 year as HR manager.
 Developing performance reports and analyzing statistical data related to employee
performance

6MANAGING PEOPLE AND ORGANIZATIONS
 Ability to use HR related Database systems and software
5. Assessment/evaluation methods- 5-6 statements
The candidates can be assessed and their performance evaluated using the following
activities:
Written Test: The written test can be comprised of psychometric tests that can evaluate the
intelligence, abilities, personality and motivations of the candidates. This can help to
understand their decision making aptitude, behavioral patterns and predict the future behavior
and emotional fitness for the job position. The test can also evaluate their theretical
knowledge about HR Responsibilities, performance evaluation framework, employee
management and behavior theories (Winsborough & Chamorro-Premuzic, 2016).
Group Discussion and Activity: This is a group activity that can assess the problem solving
skills, team working and coordination skills and communication skills. The round can consist
of the candidates participating in a discussion on any significant topic related to HR
management, and working together to analyze and find solutions to it and finally present a
report to the interviewers (Bratton & Gold, 2017).
Personal Interviews: One on one interview would assess interpersonal communication skills
and active listening skills. In this round, each candidate would be interviewed by a panel of
interviewers who would test the knowledge of the candidate on several domains related to
HR management (Winsborough & Chamorro-Premuzic, 2016).
6. Behavioral interview questions-
Question 1: Tell me about an incident in which you had to work under pressure, and what
you did to achieve the expected or desired outcomes and what you felt about the situation.

7MANAGING PEOPLE AND ORGANIZATIONS
Question 2: Tell me about an incident where you think you made a mistake while taking an
action and what you think you should have done differently to achieve a better outcome.
Question 3: Give an example of a situation where you had to develop specific goals and
objectives and how you communicated those goals and objectives as well as their outcomes.
Question 4: Describe to us a situation where a decision you made was not popular among the
employees and how you handled the the feedbacks of the employees and how you used them
to make changes to your decision.
Question 5: How do you react when an employee does not agree with your decision and how
do you resolve the disagreement.
Question 6: Give an example of a situation in which you had to resolve a conflict in the
workplace, how you addressed the situation and what the outcomes of your actions were.
7. Interview Panel Members and justification for their selection
Interview panel for HR Manager Position would require a panel of interviewers such as:
Senior manager of Human Resources: The senior HR manager can assess the knowledge of
the candidate on HR Management practices, theories and policies and thus understand fitness
for the job position. The senior manager would also scrutinize the work experience and
educational background of the candidate and assess the management aptitude (Kramar,
2018).
Senior Accounts Manager: The senior accounts manager can assess the candidate about
policies related to employee reimbursement and salary calculations and thus understand the
ability to prepare employee benefit policies (Sikora & Ferris, 2014).

8MANAGING PEOPLE AND ORGANIZATIONS
Word Health and Safety Manager: The WHS manager can analyze the knowledge of the
candidate on OHS policies and how to maintain them in the workplace (Desmond &
Hansson,2017).
General Manager: The General Manager can evaluate the overall management skills of the
candidate, how the person responds to various situation, understand the aptitude of the
candidate for the position of the HR Manager. The GM would also evaluate the technical
competencies of the candidate (Kramar, 2018).
Chief Executive Officer: The CEO can assess how the candidate plans to improve the
organizational performance in a way that can improve the profitability of the stakeholders as
well as improve the work culture and increase job satisfaction of the employee (Sikora &
Ferris, 2014).
8. Induction and Orientation checklist
Outlined below is the schedule of the induction and orientation program for the new
candidate(s):
Day Activity Responsible
personnel
Completion
status
Day 1 Orientation to the organization, its values and
motto
General manager Not
completed
Day 1 Briefing on company background and company
history
Senior Manager
HR
Not
completed
Day 1 Introducing to the organizational structure and
leadership positions
Senior Manager
HR
Not
completed
Day 1 Training on the organizational policies such as
employment terms and conditions, employee
Senior Manager
HR, Senior
Not
completed

9MANAGING PEOPLE AND ORGANIZATIONS
remuneration policies, employee benefit policies,
work culture policies and leave policies.
Manager
Accounts,
Day 1 Briefing on employee confidentiality policies Senior Manager
HR
Not
completed
Day 2 Briefing on Administrative policies Senior Manager
HR
Not
completed
Day 2 Briefing on feedback policies Senior Manager
HR
Not
completed
Day 2 Training on payment policies Senior Manager
HR
Not
completed
Day 2 Training on the human resource policies Senior Manager
HR
Not
completed
Day 2 Training on salary disbursements Senior manager
Accounts
Not
completed
Day 2 Orientation to organizational policies Senior Manager
HR
Not
completed
Day 2 Briefing on employee performance Senior Manager
HR
Not
completed
Day 2 Orientation to health and safety policies OHS Manager Not
completed
Day 3 Briefing on operational policies Senior Manager
Operations
Not
completed
Day 4 Training on employee management system,
learning management systems and HR database
systems
Senior Manager
HR
Not
completed

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Outlined below is the document checklist which lists the important documents that needs to
be briefed upon:
Sl. No Document Name Status
1 I-9 form Not completed
2 W-4 form Not completed
3 Employee consent and acknowledgement
form
Not completed
4 Background check form Not completed
5 Security policies Not completed
6 Leave forms Not completed
7 Non disclosure agreements Not completed
8 Health and life insurance policies Not completed
9 Occupational health policies Not completed
10 Employee benefit policies Not completed
11 Training program documentation Not completed
12 Performance evaluation framework Not completed
13 Compliance audit reports Not completed
14 Employee retention policies Not completed
15 Work from home policies Not completed
16 Data security policies Not completed
17 IT policies Not completed
18 Recruitment policy Not completed

11MANAGING PEOPLE AND ORGANIZATIONS
9. HR audit process
The HR Audit is a process that helps to review HR policies, procedures, systems and
documents in order to identify scopes of improvement and development of the HR functions
and also assess compliance to the organizational regulations and policies (Mahalingam,
2014). The HR audit process can assess various aspects associated with HR Management
such as:
Employee benefits
Hiring Process
On boarding Process
Evaluation of employee performance
Process of employee termination
Exit interview process
Designing job descriptions
Review form development
Review of employee files
The HR audit helps to understand the strangths of the organizational policies and also
identify any scope for further improvement in the HR process (Bhatia, 2017). The main
functions of the HR Audit process include:
 Ensure optimal usage of the HR resources
 Monitor compliance to administrative policies
 Helping to develop confidence in the management team

12MANAGING PEOPLE AND ORGANIZATIONS
 Helping to maintain the organizational performance and culture
 Improving employee relations
 Performing performance reviews for the shareholders and stakeholders
 Developing a baseline for further improvement in HR processes
In order to develop an HR Audit process the following steps are involved:
Step 1: Outlining the scope of the process- this involved understanding the HR aspect that
needs to be assessed.
Step 2: Developing a plan for audit- this step involves developing a plan that can be used to
audit the aspect with respect to its compliance and performances in that specific domain.
Also, a framework is also developed using which the performance or compliance can be
assessed.
Step 3: Gathering and analyzing data- Based on the framework and audit plan, relevant data
is gathered from employee performance reports and daily reports.
Step 4: Preparing the report- Based on the data collected, a performance report is generated
containing graphs and tables to enhance visual understanding.
Step 5: Developing an action plan- the report can then be used to develop an action plan that
can be used to improve the performance.
Step 6: Evaluation of the progress- After the implementation of action plan, the performance
can be monitored to understand its performance and identify further scope for improvement.

13MANAGING PEOPLE AND ORGANIZATIONS
References:
Armstrong, M. (2016). Armstrong's handbook of management and leadership for HR:
Developing effective people skills for better leadership and management. Kogan Page
Publishers.
Baker, T. (2017). Management Myth# 3—The Job Description Helps the Employee
Understand Their Organizational Role. In Performance Management for Agile
Organizations (pp. 89-106). Palgrave Macmillan, Cham.
Bhatia, N. (2017). A comparative analysis and impact of HR audit on employees’
expectations and satisfaction with retention policies and practices.
Bratton, J., & Gold, J. (2017). Human resource management: theory and practice. Palgrave.
Desmond, M., & Hansson, H. (2017). The safety manager as a boundary spanner between
communities of practice: The employment of a safety manager in a Swedish
construction company.
Foster, E. C. (2014). Human resource management. In Software Engineering (pp. 253-269).
Apress, Berkeley, CA.
Fred, M. O., & Kinange, U. M. (2018). An Empirical Study on HR Skills for Employees
Recruitment Decision Making with special Reference to Information Technology
Enabled Service Sector in Bangalore City. Asian Journal of Management, 9(2), 954-
960.
Hollenbeck, J. R., & Jamieson, B. B. (2015). Human capital, social capital, and social
network analysis: Implications for strategic human resource management. Academy of
management perspectives, 29(3), 370-385.

14MANAGING PEOPLE AND ORGANIZATIONS
Kishore, A., & Sutcliffe Jr, P. A. (2015). U.S. Patent No. 8,930,398. Washington, DC: U.S.
Patent and Trademark Office.
Kramar, R. (2014). Beyond strategic human resource management: is sustainable human
resource management the next approach?. The International Journal of Human
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Mahalingam, M. S. (2014). Impact of HR audit system in IT industries in Tamilnadu in order
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Oulton, K., Geoghegan, S., Williams, A., Sell, D., & Wray, J. (2016). G631 An innovative
approach to designing a job description for a new NHS specialist post.
Sikora, D. M., & Ferris, G. R. (2014). Strategic human resource practice implementation: The
critical role of line management. Human Resource Management Review, 24(3), 271-
281.
Winsborough, D., & Chamorro-Premuzic, T. (2016). Talent identification in the digital
world: new talent signals and the future of HR assessment. People and Strategy,
39(2), 28.