Enhancing HRM: Recruitment Strategies and Employee Development at CERA

This discussion board post delves into the critical aspects of Human Resource Management (HRM), focusing on recruitment and employee development within the context of CERA, a thriving organization. The initial post emphasizes the need for CERA to adopt innovative recruitment strategies, moving beyond traditional academic credentials to assess candidates' abilities to handle stress and challenging tasks. It also highlights the importance of gender inclusivity, particularly in recruiting members of the LGBTQ community. A response post supports these ideas, stressing the value of experienced older workers and the necessity of providing opportunities for the LGBTQ community. Furthermore, it underscores the significance of application-based knowledge over mere academic achievement. The second part of the discussion addresses employee development, suggesting various methods such as lectures, workshops, and webinars, while also advocating for cost-effective in-house training programs. A response post reinforces the benefits of low-cost training and emphasizes the effectiveness of on-the-job training, cautioning against relying solely on post-training tests and instead recommending performance evaluations to gauge employee development effectively.

Running head: HUMAN RESOURCE MANAGEMENT
Human Resource Management
Name of the Student
Name of the University
Author Note

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Task 1
First Post
The prospect of introducing a new system of recruitment and selection at
CERA is imperative if the company has to keep up with rivals and competitors in this respect.
CERA is a thriving organization and one of the best ways by which the company can really
ensure that it attracts the right talent is by paying attention to the recruitment and selection
process of employees. I strongly feel that the recruitment and selection process of candidates
is one that needs to pay attention to new ways of looking at the skills and abilities of
employees instead of the tried and tested ways. For instance, the company should not focus
on academic credentials alone when deciding whether the person being recruited is right for
the job or not. Rather efforts need to be made to see how well this individual can apply
himself in stressful situations or to challenging tasks that are posed before him. These will go
a long way in determining whether the individual is capable of rendering good service to the
organization and that too over the long term instead of short term. Attention should also be
paid to the matter of gender at the time of recruitment. Recruiting talented members of the
LGTBQ community, especially transgender people for instance, can definitely help a
company like CERA to be recognized by the world as both a competitive and liberal
organization.
Response to Post by Other CERA Member
Yes, I truly am of the opinion that gender and age need to be important
requisites when it comes to recruiting and selecting people to work for an organization. It is
not right not to recruit people into the ranks of CERA just because they have passed a certain
age. Many individuals who are over sixty years of age or older still have plenty of physical
stamina that is required in order to do a full time job. These are also people who are highly

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experienced in terms of work and will be able to bring much expertise and knowledge to the
table, provided that they have the required skills and credentials for working at an
organization like CERA. I especially agree on the matter of gender, given that providing
members of the LGBTQ community today with opportunities to work and to prove their
potential is becoming increasingly important in every part of the world, and in every
organization, so there is no reason why CERA should remain behind in this respect. I am also
in full agreement with the points that have been made on the matter of opting for new
processes and systems in order recruit new talent into the system (Nikolau and Oostrom
2015). CERA needs to drastically change the way it is looking at the process of recruiting
employees into the organization. CERA needs to place more emphasis on the application of
knowledge rather than the acquisition of knowledge when it comes to attractive new and
diverse talent into the organization. The ability of a prospective employee to apply himself
well enough in critical situations is what should be given more importance than the academic
achievements that such a person is bestowed with. The work place is stressful and
challenging here at CERA and we need professionals in our organization who can take the
stress and handle all responsibilities with the right degree of efficiency and professionalism
that is required of them. This ability of them will be far more important in the long run when
working for the organization than the ability that they have in terms of academic knowledge
(Goldstein, 2017).
Task 2
First Post
When it comes to the matter of employee development, an organization as large and
as thriving as CERA should not ignore it. Employee development is a matter that I believe
needs to be paid attention to, not only at the time of recruiting people into the organization

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but also even after they have been working at the organization for a sufficient number of
years. Employee development in mind view can take on many forms. Employee development
can take the form of lectures and workshops that they are subjected to at the time of working
for CERA. Employee development can also take the form of webinars that are provided by
experts from local and international destinations, which are aimed at professional
development and which are of short duration as well, not taking longer than an hour or two to
be completed. Employee development is needed if those working for CERA are to acquire
the knowledge and the expertise that they constantly need to put to use, in order to achieve
the goals and objectives of the business organization. I feel that special attention needs to be
paid as well to the type of experts who are recruited in order to provide employees with
training. Sometimes external experts do not have to be recruited and making do with in house
experts can suffice, given that this will be a cost effective measure and it will be apt for the
organization as well, since the in house experts are always acquainted with CERA and its
workings.
Response to Post by Other CERA Member
I agree with all the things that have been said about low cost training
programs. Low cost training programs such as the use of in house experts to impart training
and development and to get business experts to give lectures in the form of webinars or in
person can all go a long way in getting the organization to impart employees, experience and
new joinees to understand what it is that they need to know and put to use in order to get the
goals of the organization achieved in the best possible manner. Webinars are inexpensive,
they are also easy to access, and employees can receive the training sitting in the office space
in much the same way that they would attend a lecture given by an expert in person. I would
like to specifically state that the on job training process is the more effective form of training

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and development that an employee can himself or herself in organization. On job training
gives people who have newly joined CERA the scope of learning the ropes, or the tricks of
the trade that will stand them in good stead when working for the organization. It will also
help them to know in detail what working for the organization entails (Hanayasha 2016). The
beauty of on job training is that it allows employee to get paid for the work they do, while
learning the basics of what working for CERA involves. When it comes to taking the test
after a training session, I am not too sure that this can be useful. It would be better to evaluate
the performance of the employee a week after he has been subjected to the training program
in order to determine how well the employee is doing at work. This will prove to be more
effective than subjecting the employee to a short test at the end of the training, even though
this will momentarily given us at CERA some idea of how well the employee has received
the training (Shibaum 2016).

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References
Goldstein, H. W., Pulakos, E. D., Passmore, J., & Semedo, C. (2017). The Psychology of
Employee Recruitment, Selection and Retention. The Wiley Blackwell Handbook of
the Psychology of Recruitment, Selection and Employee Retention, 1.
Hanaysha, J. (2016). Examining the effects of employee empowerment, teamwork, and
employee training on organizational commitment. Procedia-Social and Behavioral
Sciences, 229, 298-306
Nikolaou, I., & Oostrom, J. K. (Eds.). (2015). Employee recruitment, selection, and
assessment: Contemporary issues for theory and practice. Psychology Press.
Shinbaum, S., Crandall, P. G., & O'Bryan, C. A. (2016). Evaluating your obligations for
employee training according to the Food Safety Modernization Act. Food Control, 60,
12-17.