HRM Report: Strategies for Recruitment, Performance, and Benefits

This report provides a comprehensive overview of Human Resource Management (HRM), exploring key processes and strategies essential for organizational success. It delves into crucial aspects such as recruitment and selection, performance management, learning and development, succession planning, compensation and benefits, human resource information systems (HRIS), and HR data analytics. The report analyzes the role of HRM in business expansion, using a case study of a company planning to enter a new market. It highlights the importance of aligning HR practices with organizational goals, emphasizing the need for effective recruitment, employee development, and strategic planning to achieve sustainable growth and competitive advantage. The report also examines the significance of HR data and analytics in making informed decisions about workforce planning and employee engagement.

HUMAN RESOURCE
MANAGEMENT

Table of Contents
INTRODUCTION...........................................................................................................................1
MAIN BODY...................................................................................................................................1
Recruitment and selection process:........................................................................................2
Performance management: ....................................................................................................2
Learning and development: ...................................................................................................2
Succession planning: .............................................................................................................2
Compensation and benefits: ..................................................................................................3
Human resource information system:.....................................................................................3
HR data and analytics:............................................................................................................3
CONCLUSION................................................................................................................................4
REFERENCES................................................................................................................................5

INTRODUCTION
Human resource management is defined as the approach for the effective business. The
management of people is govern by human resource management, where it play a vital role in
the hiring as well as recruitment process. The controlling of flow of extra human resource and
when the vacancy is their, then role of human resource management is necessary to manage these
aspect of flow and encounter the process. For example, the hiring of people for the business, the
organisation seeing for the person which they fit for the company culture as they will be enjoyed,
stay longer in organisation, and more provide more profit for the organisation than people wont
must in the company and their culture (Benešová and Tupa 2017). The overall purpose of the
human resource management is to provide the collective knowledge of the organisation is to
achieve the success through people. Whereas. The HR professional manage the human capitals
of an organisation and focus on implementing new plan and new policy.
As per the given case study, Hema decided to expand the business in UK, Hema consult
with adviser regarding opening new store in UK, the Hema have great business in Netherlands.
They have maximum revenue in their own country (de Sousa Jabbour and et. al., 2018). As per
the plan of expansion in UK, the human resource is needed to run the business and every
business have their own idea and objective. Hema play a vital role in hiring and recruiting
process.
MAIN BODY
The knowledge, skills and behaviours which is required by the human resource
professional are taken to drive out, which is helpful in the process of recruiting and followed to
collect new employee on the basis of skill and knowledge. There are seven HR basic which show
the skill and knowledge and all about the role and responsibility. The corner stone of HR are :
 Recruitment and selection process
 performance management
 learning and development
 success planning
 compensation and benefits
 human resource information systems
 HR data and analytics
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these are the key aspect of the Human resource management.
Recruitment and selection process:
This is major task which is usually followed by the HR team. They followed the objective
of the particular organisation and as per organisational role and position the hiring of employee
is drive. Recruitment is major element of human resource team. in this the recruiting candidate
and selecting the best candidate which have ability to stand on the organisational objective and
that provide effective work task for the company is a key HR role and responsibility. The
approval of new hires started with when a new job is created in organisation. The manager send
the job details to HR and HR started to make plan and hiring new candidate as per the given
description. In this operation of process, HR conduct the interview process which is the key
instrument to know about the candidate and choose about the what organisation need in that
particular candidate (Harrison and et. al., 2017). These overall process include interviews, direct
assessment, reference check an other hiring methods. Sometime, when there are lot of candidate,
HR may create the strategies or selection techniques. This tools help to differentiate the wheat
form the chaff when it come to choose the comfortable candidate. As per this, Hema must follow
these circumstance for HR on the base of recruitment. When the number of candidate is high
then must follow the pre selection tools.
Performance management:
Once the employee are in large scale, performance management is become very crucial
because it help to create the appraisal at the time of promotion. Performance management is the
second core part of the HR knowledge and skills. As per this context, Hema must follow this
performance management to know the how eligible employee are for work and how much they
contribute their efforts in organisation. This is a knowledge based program which govern by the
HR management.
Learning and development:
If the employee fight to perform in many regions and week performance in various areas.
Then the learning and development program is drive by the HR and good regulations can be very
useful in advancement in organisational towards long term objective which is must followed by
employee to organisation (Islam and et. al., 2016). The well known concept that connect the
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framework on the base of management with learning and development activities is the 8 box
grid.
Succession plan for HR:
it is the operations of planning in which the key employee leaving the organisation. If for
example, a executive manager have decided to leave the job then how new manager take over the
role of that past manager and save the money of organisation (Oldekop and et. al., 2016). As per
this context, Hema also create a plan and strategies for the new market which is going to launch
in UK. They must play a significant role in the making decision which is valuable and worth for
the company.
Compensation and benefits:
The fair compensation and benefits from the organisation motivate the employee and
retaining the employee for long term. Compensation may be divided into primary and secondary.
Primary compensation is include the direct paid money for task in an organisation, which are a
monthly salary and their work performance base rewards. The goals of this section is to rewards
the people in the organisation for motivating the employee. As per this context, Hema must take
care of this if any employee giving their best and extra time to the organisation then it must be
reward with money or something for motivating them.
Human resource information system in HR:
An HRIS service and supports the stones which is accessible for the resources. For
example, for hiring and selection of candidate must be tracking system, or ATS is used to track
of candidate in the step of hiring. The learning and development management system is used to
distribute the other HR system and used to keep track of budget and help in the development of
training approvals for the benefits of employee (Tims and et. al., 2016). As per the above
context, Hema must follow this ATS and many of information system which used know the
tracking of employee for knowing the core mind of employee and last work scenario. Where the
human resource system help the Hema and team to know the overall aspect of organisation and
save the basis of information in organisation portal which is access by the validate authority of
employee.
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HR data and analytics:
By using the HR analytics of an organisation, HR can also make some assumption about
decision concern which is making in future. Example such as need of workplace, employee
employment intention and the effect of the hiring candidate experience of customer reliability
and many more (Yousef, D.A., 2017). As per this, Hema and team of organisation must follow
this to achieve the objective of organisation.
CONCLUSION
As per the above discussion, human resource management have the brief knowledge
which is collective and collaborative in form of recruitment, training, development, hiring, and
analysis of the employee. As per this, Hema and their organisation must follow the techniques of
HR for the best selection of candidate. And also help in the planning new strategies and seek the
organisational goals.
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REFERENCES
Books and Journals
Benešová, A. and Tupa, J., 2017. Requirements for education and qualification of people in
Industry 4.0. Procedia Manufacturing, 11, pp.2195-2202.
de Sousa Jabbour and et. al., 2018. When titans meet–Can industry 4.0 revolutionise the
environmentally-sustainable manufacturing wave? The role of critical success factors.
Technological Forecasting and Social Change, 132, pp.18-25.
Harrison and et. al., 2017. Resource allocation as an outcropping of strategic consistency:
Performance implications. Academy of Management Journal.
Islam and et. al., 2016. The role of organizational learning culture and psychological
empowerment in reducing turnover intention and enhancing citizenship behavior. The
learning organization.
Oldekop and et. al., 2016. A global assessment of the social and conservation outcomes of
protected areas. Conservation Biology, 30(1), pp.133-141.
Tims and et. al., 2016. Job crafting and its relationships with person–job fit and meaningfulness:
A three-wave study. Journal of Vocational Behavior, 92, pp.44-53.
Yousef, D.A., 2017. Organizational commitment, job satisfaction and attitudes toward
organizational change: A study in the local government. International Journal of Public
Administration, 40(1), pp.77-88.
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