Human Resource Management Report: HR Transformation and Practices

This report provides a comprehensive analysis of Human Resource Management (HRM), addressing key aspects such as the transformation of administrative roles into strategic functions, the importance of technology, and the skills required for HR professionals in today's changing environment. The report explores the differences between diversity and multiculturalism in the workplace and provides insights into the determinants for organizational focus on multiculturalism. It also discusses the advantages and disadvantages of lengthier versus streamlined selection processes from both recruiter and job seeker perspectives. Furthermore, the report emphasizes the importance of employee retention practices, outlining strategies for retention programs and the challenges associated with their implementation, along with key metrics for measuring their effectiveness. The report provides a detailed overview of the current HRM practices and strategies.

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

1HUMAN RESOURCE MANAGEMENT
Response to question 1:
A) The administrative role of Human Resources have transformed into strategic roles. The
time taken by administrative functions is considerably more than strategic functions but
strategic functions requires the technological advancements for enabling the talent
management programs. The transformation occurs by the adoption of various considerations
and strategies. The role of the HR should involve the understanding of the requirements of
managers by not eliminating the human element from the approach (Qadir & Agrawal, 2017).
Technological implementation helps in obtaining data and errors but rather than focusing
primarily on the extraction of data, the HR should be focusing on the initiation of
conversation with the identified data, which will depict the strategical approach (Brown et al.,
017).
The HR managers are incorporating feedback regarding the team members and the
productivity rates. The interpretation of the managerial concern in the language of Human
Resource requires strategical skills. The process of evolution has changed the understanding
skills of the HR professionals as the data (such as product line success or growing or
diminished competitive market), which is to be given to the mangers needs to be decoded in
order to synchronise with the available business data (Noe et al., 2017). The picture of the
organizational performance can predict the data regarding human resources, the shifts and
alteration of recruitment strategies, the process of selection and retention. Data are used as the
conversational catalyst with the rest of the organizational members. The factors involved in
the transition process are the scarcity of skilled labour especially for the team of
management. The recruitment selection and retention process in the competitive market
requires strategic approach by the department of Human Resource. Cost pressures can be
another factor for influencing the changes in HR roles. The allocated costs of HR is also
becoming competitive. Another major factor of the transition can be the influence of
technology. Intranet and internet technologies enables the companies for the process of
improving the flow of information in regards with internal and external operations. The HR

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department is revolutionized by the Internet and intranet technologies as it allows the easy
accessibility of data for the employees by reducing cycle time and cost.
The reasons for including HR in the organizational strategy planning process
comprises of the factors which contributes towards employee happiness. HR managers are
responsible for function such as performance assessments, succession planning and career
structuring. HR managers are responsible for facilitating the organizational shifts which
requires the understanding of the direction of the company’s strategy and approach. It shorten
the period required for filling open positions and contributes towards maintaining company
culture.
The skills required by HR professionals in today’s changing environment are:
 Analytical skills for interpreting data and information extracted from the different
organizational functions.
 Project management skills for managing various programs and activities of human
resources.
 Information Technology skills which allows the storage of data and allows the HR
managers in determining the demand and supply of human resources.
These skills are different from 20-30 years ago as the managers earlier needed
the skills of organizing, controlling and negotiating for managing and implementing
positive workforce culture.
B) The HR functions in my current organization includes:
 Risk Management and Workplace Safety- It involves strategic roles of HR for
maintain a hazard free work environment and facilitating the gap analysis for
eliminating risks.
 Compensation and Benefits- In the competitive market, the HR are responsible for
structuring an attractive pay structure and strategic compensation structure.

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 Employer-employee relation- The HR managers are responsible for maintain a
positive and effective relationship between employer and employees by building
activities and appreciation programs.
The strategic transformation is evident in the HR practices of my organization as the HR are
adopting changes with the incorporation of technological approaches and they are involved in
restructuring the employment benefits programs by mitigating the presence of risks (Reilly &
Williams, 2016).
References:
Brown, M., Kulik, C. T., Cregan, C., & Metz, I. (2017). Understanding the change–cynicism
cycle: the role of HR. Human Resource Management, 56(1), 5-24.
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2017). Human resource
management: Gaining a competitive advantage. New York, NY: McGraw-Hill
Education.
Qadir, A., & Agrawal, S. (2017). HR Transformation through Human Resource Information
System: Review of Literature. Journal of Strategic Human Resource Management,
6(1), 30.

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Response to Question 2:
Diversity is the differences found in people, which can be real or perceive. The
diversity includes differences in gender, culture, beliefs, socio economic status and priorities.
Diversity is believed for accepting differences in a specific population (Harvey & Allard,
2015). On the other hand, Multiculturalism reflects complexity at it focuses more than just
differences, it includes understanding, inclusiveness and respect for the differences in people
(Jackson & Van De Vijver, 2018).
The determinants factors for differentiating the organizational focus on
multiculturalism and compliance includes the presence of cross-cultural teams, the
organizational functioning in other than the home country and the recruitment and selection
policies covering inclusion (Marler & Parry, 2016).
The evidences are:
 Nature of team (diverse or cross-cultural)
 Size and Scope of business (international or global presence)
 Recruitment and selection policies (inclusion policies)
References:
Harvey, C. P., & Allard, M. (2015). Understanding and managing diversity: Readings, cases,
and exercises. Pearson.
Jackson, L. T., & Van De Vijver, F. J. (2018). Multiculturalism in the workplace: Model and
test. SA Journal of Human Resource Management, 16(1), 1-15.

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Marler, J. H., & Parry, E. (2016). Human resource management, strategic involvement and e-
HRM technology. The International Journal of Human Resource Management,
27(19), 2233-2253.
Response to Question 3:
A) Lengthier Selection process-
Advantages:
 From recruiter point of view a complex process will present more time for selecting a
candidate in alignment of the corporate values and culture.
 From a job seeker’s point of view, it will add values to the experience of facing
various kinds of analytical rounds.
Disadvantages:
 It will be time consuming and costly for the organization
 It will be time consuming and will add up to the pressure of getting selected
(Davies & McDonald, 2018).
Streamlined Selection process-
Advantages-
 It will save time and budget for the organization
 The determination of the capability and feedback will be acquired in a shorter
duration (Landay & DeArmond, 2018).
Disadvantages-
 It can lead up to an incorrect selection of candidate as a 2 minute interview or
assessment test cannot determine the appropriateness in candidates.
 It will cause gap in the understanding of recruiter’s expectation verses the candidate’s
perception.

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As a job seeker I would prefer a lengthier selection process as it will build values in regards
with experience and will add up to the sense of achievement more than a streamlined process.
B) The selection process was lengthier, consisting of a combination of analytical and HR
rounds. The process tested both descriptive and analytical skills by presenting various
situations and organizational problem. It helped in developing a clear understanding of the
organizational culture and actual scenario of a workforce management (Deery & Jago, 2015).
It was effective as I was able to align my career priority and expectations with the company’s
requirements as well as it enabled the space for negotiation regarding roles and
responsibilities. It also reflected a clear picture of the job role.
References:
Davies, W., & McDonald, A. (2018). Predicting Job Performance at Recruitment.
Deery, M., & Jago, L. (2015). Revisiting talent management, work-life balance and retention
strategies. International Journal of Contemporary Hospitality Management, 27(3),
453-472.
Landay, K., & DeArmond, S. (2018). Recruitment Process Outsourcing and Recruiter and
Hiring Firm Characteristics. Journal of Personnel Psychology.

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Response to Question 4:
A) The importance of retention practices includes:
 Experienced employees add value to the growing structure of organization
 New hiring process requires time and cost.
 New hiring will require training and development programs for aligning the
company’s culture with the new recruits.
 Reflect organization reputation and positive work culture and can be a base for future
workforce recruitment.
Focusing on retention will add strategic value to the organization as it will existing
Employees are aware of the organizational culture and structure. They understand the
requirements arising from the changing external and internal environment. It contributes
towards a greater involvement and engagement in the formation and maintenance of
strategies (Aguenza & Som, 2018).
B) The retention program will include-
 Employee compensation strategies
 Working environment assessment
 Assessment of employer-employee relationship (Cloutier et al., 2015).
 Constructing a detailer personal growth and development strategy
 Recognition strategies for the employee performance
 Implementing support strategies (Aruna and Anitha, 2015).
Challenges for retention program:
 Increasing competition in the job market
 Minimum cooperation of the functional manager or team leaders

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 Presence of Corporate politics
 Changing demographics
The metric which will be used for the retention program is Training effectiveness index
and Employee Productivity Index. For collecting data and information, analytical method will
be used for acquiring the data of employee performance according to the individual target.
References:
Aguenza, B. B., & Som, A. P. M. (2018). Motivational factors of employee retention and
engagement in organizations. IJAME.
Aruna, M. and Anitha, J., 2015. Employee retention enablers: Generation Y employees.
SCMS Journal of Indian Management, 12(3), p.94.
Cloutier, O., Felusiak, L., Hill, C., & Pemberton-Jones, E. J. (2015). The Importance of
Developing Strategies for Employee Retention. Journal of Leadership, Accountability
& Ethics, 12(2).