Human Resource Management Report: Woodhill College

This report provides a comprehensive analysis of human resource management (HRM), focusing on key areas such as recruitment and selection approaches, employee development dynamics, and professional relations. The report begins by exploring workforce planning and the role of HR managers in this process, including the strengths and weaknesses of recruitment and selection methods. It then delves into the application of HRM practices through a job advertisement example and examines the rationale behind specific HRM strategies. The second part of the report focuses on employee development, analyzing training processes, identifying training needs, and evaluating the correlation between training and return on investment. Finally, the report discusses professional relations within the workplace and the outcomes of effective HRM. The report uses Woodhill College as a case study and references relevant literature to support its findings. This report is a valuable resource for understanding the complexities of HRM.

HUMAN RESOURCE MANAGEMENT
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Table of Contents
Introduction......................................................................................................................................4
Part 1 Recruitment and Selection approaches.................................................................................4
Task 1 Knowledge Prospects...........................................................................................................4
a) Contribution of HR Manager in workforce planning (P1).......................................................4
b) Explaining strengths and weaknesses of recruitment and selection process (P2)...................5
Task 2 Application...........................................................................................................................6
a) Job advertisement for selected role..........................................................................................6
b) Suitable advertisement fields...................................................................................................7
c) Specificity of the job role.........................................................................................................7
d) Rationale behind the application of specific HRM practices..................................................8
Part 2-Dynamics of employee development....................................................................................9
Task..................................................................................................................................................9
a) An insight into training and development................................................................................9
b) Contribution of changes to the development...........................................................................9
c) Training process.....................................................................................................................10
d) Identification of the training needs........................................................................................11
e) Advantages of training...........................................................................................................11
f) Correlation between training and Return on Investment........................................................12
g) Recommendations for business expansion............................................................................12
Part 3-Professional relations..........................................................................................................14
Task................................................................................................................................................14
a) Outcome of human resource management.............................................................................14
b) Speculation of professionalism within workplace.................................................................15
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Conclusion.....................................................................................................................................17
Reference List................................................................................................................................18
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Introduction
According to the functionality, management attains the first position. This is in in terms of the
equal alignment of the words human, resource and management. Countering this alignment, the
placement of the word “management” at the end signifies the management process adopted by
the organisations after the judicious utilisation of the allocated resources. From another
perspective, management helps in the assessment of the resources provided to the employees. In
view of the earlier sentence, the motive “judicious” can be correlated with the action of
management. This assignment provides an insight into the most crucial element of human
resource management, which is, hiring of the desirable candidates, who, through their capability
will prove an asset for the organisation.
Part 1 Recruitment and Selection approaches
Task 1 Knowledge Prospects
a) Contribution of HR Manager in workforce planning (P1)
Workforce planning purposes: Workforce planning is a strategic design that every respective
organization should include in their management in order to influence and highlight their
business objectives and prospects. Workforce planning helps every management to increase their
business value and reputation. This is because, if the organizations and their employees should
follow every steps and implications of workforce planning, they will be definitely become active
and energetic as well as punctual regarding their working perspectives. Moreover, it should be
highlighted that if they do not follow respective strategic planning of workforce, they never be
able to influence and highlight their business prospects significantly (Snell et al. 2015, p.111).
It is to be signified that workforce planning evaluates and implies budgeting plan and process,
through which a respective organization can be able to fix up their budget of business products or
service. Moreover, it also supports the business prospects and planning for which respective
organizations evaluate and modify their business plan and projects.
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It is to be mentioned regarding Woodhill College that the authority should highlight their
workforce planning in order to furnish and plan their business projects and also to educate their
students influentially and skilfully. The official aspects and prospects are highly manageable and
justifiable by workforce planning (Klingner et al. 2015, p.106). This planning also helps the
management of Woodhill College in order to identify and recruit talented and skilled professors,
lecturers, and other professional roles respectively.
Role of HR manager: HR manager should have to perform a huge responsibility and function
regarding workforce planning. HR manager needs to evaluate and structure effective and
reflective stages of workforce planning so that the management and authority of this respective
college never face difficulties and troubles regarding recruitment and selection process. It is to be
specified that HR manager needs to be active and talented while implying various reflecting
structures and fields in workforce planning (Cohen et al. 2016, p.240). This is because, the
responsibilities of students’ future is totally depended upon HR manager’s strategies and roles.
Therefore, it should be highlighted that HR manager’s role is highly fruitful and uncountable.
b) Explaining strengths and weaknesses of recruitment and selection process (P2)
Recruitment and selection process of every respective organisation has both advantages and
disadvantages. Those advantages and disadvantages are highly notified in all the organizations
including this respective college named Woodhill College.
Strengths: Recruitment and selection process is divided into two respective parts. Those are
internal and external recruitment. If the managers of respective college maintain the effective
rules and procedures of recruitment process, they will be able to include talented and skilled
professors, lecturers and other respective professionals influentially (Vandenbroucke et al. 2014,
p.1500). Moreover, it should be involved in this respect that the HR manager of Woodhill
College should involve or recruit talented professionals and lecturers externally. In this respect,
HR manager should have to advertise their vacant job role significantly in order to get highly
talented and skilled lecturers and professors. However, if new recruiters are employed within this
respective college, reflective and modern learning styles may also apply by them influentially. It
is to be justified that students of these modern days wish to get effective and reflective ways of
learning in order to educate their own selves (Riggio, 2015, p.100).
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As example it should be evaluated that once HR manager of Woodhill College recruited a
respective candidate as a professor of Geography by following all the rules and regulations of
HRM practices and the candidate had Master's degree in Geography. As a result, he used to teach
his students Geography influentially and therefore, it should be highlighted that the college
became renowned for the teaching methods in subject Geography.
Weaknesses: Recruitment and selection prospects also hold some weaknesses. Sometimes, HR
manager fails to follow significant rules and procedures of HRM practices significantly and as a
result, talented and capable employees are not recruited influentially (Padgett, 2016, p.125).
Moreover, it is to be defined that if effective employees are not recruited, Woodhill College
never be able to highlight the future of their students through reflective learning process.
For instance, it has been observed once that HR manager failed to ask the background of a
respective candidate and recruited him as English Lecturer. But afterwards, they got to know that
the candidate was from Economics background and as a result, he was unable to provide
significant lectures to the students in English.
Task 2 Application
a) Job advertisement for selected role
The job role for Woodhill College has been selected as professor. There occurred a vacant role
for English professor and the authority provided an advertisement of this specific job role
(Clarke and Fujimura, 2014, p.95). In order to recruit and select a talented candidate as professor,
the HR manager needs to highlight respective fields and categories regarding the criteria of a
respective professor.
Vacant role: Professor
Subject: English
Degree: Master degree
Age: 28 to 35
Duty hours: 10 am to 5.30 pm
Experience: Minimum 1.5 years of teaching in any renowned college.
Salary: Starting from Rs.350, 750 per annum
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Address of the college: Woodhill College, c/c Atterbury road and de villebois mareuil,
Trumpeter’s Loop, Pretoria, 0076, South Africa.
Website: www.woodcol.co.za
b) Suitable advertisement fields
Suitable fields of advertising this vacant job role in Woodhill College should be television,
educational magazines, journals and newspapers, different educational websites and so on
(Flottorp et al. 2013, p.35). These fields will definitely help the college to get highly talented and
skilled professor of English subject.
Educational magazines and journals are highly effective in order to get influential and significant
candidates and among them, the HR manager can be able to choose a significant and talented
candidate as their professor. Moreover, it should highly evaluate that television is also a common
but respective medium of advertisement. In the most recent days, internet and the websites are
the evident medium of advertisement (Wheelock et al. 2013, p.802). People use internet in every
aspects of their lives. Therefore, if HR manager of this college use these mediums of
advertisement, talented, capable and highly skilled professor will be recruited positively.
c) Specificity of the job role
Firstly, plans need to be created for making the necessary arrangements. Indulging in meetings
and conferences with the stakeholders and shareholders can be an additional assistance. Within
this, taking into consideration the viewpoints of the employees, customers help in achievement
of suggestions regarding progressing with the identified job role.
Upon the creation and development of plans, strategies need to be created for prioritising the
important tasks (Ford, 2014, p.90). This step is a specific assistance to the Woodhill College in
assessing the progress with the selected candidate. Application of these steps till the initial stages
of the responsibility reflects a short term goal.
After a certain interval, evaluation of the performance of the lecturer helps the management to
align the current progress with the business requirements. Maintenance of consistency in this
evaluation process improves and upgrades the performance of the college in terms of the
student's academic career.
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d) Rationale behind the application of specific HRM practices
Management is required by the organisations to assess the progress in terms of customer
satisfaction. According to Wilson, (2014, p.89), maintenance of specificity in this direction
aligns with the specific tastes and preferences of the customers. This proves apt even in the case
of Woodhill College. As a matter of specification, in case of job vacancy, advertisements are
given by the administrative authorities of the college. This action ceases the search of the
candidates in terms of better job opportunities.
As a sequential step, the rationale behind the job vacancy is specified, which helps the College to
track their performance in the annual report. This specification possesses direct relationship with
the need to enhance their performance within the market (Armstrong and Taylor, 2014, p.78).
The ability of the college authorities to identify the reason behind this selection helps in
maintaining their position in the market in spite of the tough competition from the other
contemporary colleges.
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Part 2-Dynamics of employee development
Task
a) An insight into training and development
Training enhances the skills, expertise and knowledge of the employees. Proper intake of the
imparted skills enables the employees of Tesco to make appropriate application of the learnt
skills in the workplace. Achievement of efficiency in this direction results in the development of
the employees. This is in accordance to the organisational requirements (Storey, 2014, p.67).
Delving deep into the functionality of the two terms, training and development, one leads to the
other.
Provision of motivation and encouragement by the managers generates an urge within the
employees to expose better performance. Maintenance of consistency in this provision upgrades
the performance of the employees, which simultaneously proves beneficial for the organisation,
Tesco (Tesco.com, 2016). Perceiving it from another perspective, exposure of consistent
performance results in the personal as well as professional development of the employees.
Receiving praises for better performance from the managers as well as family members, friends,
relatives is an example, which adds an extra feather in the personality of the employees.
b) Contribution of changes to the development
With the advent of technological advancement, there have been changes in the requirements of
the customers. Simultaneously, it has compelled the organisations to adopt changes within the
business activities. Typical examples of the adopted changes are the introduction of customer
portals. These means have enabled the organisations, such as, Tesco to comply with the changing
needs of the customers (Tesco.com, 2016).
Mere compliance did not reflect the true essence of the aspect of change. One of the major drives
behind the transformation is the provision of quality training to the employees. This step has
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helped the organisation to achieve success in terms of achieving customer satisfaction. Herein
lays the correlation between training and customer satisfaction. In view of all these
achievements, training has radically transformed the market scenario of Tesco. The earlier
sentence projects the contribution of the employees in judiciously utilising the available
resources (Renwick et al. 2013, p.11). This motive has paved the way of success for the
organisation. Within this development lies the personal development of the employees, which
leads to professionalism.
c) Training process
Training process adopted by Tesco enhances the parameter of corporate social responsibility.
The upgradation of the preconceived knowledge of the employees enables them to attain both
personal and professional development. All these are done through the compliance of a planned
structure, so that every activity is carried out in a systematic manner.
Firstly, the management authority, in collaboration with the stakeholders and shareholders seek
out the justification of the training programs (Paillé et al. 2014, p.455). Variation in the
approaches towards training projects the opportunity to the employees towards judging their
capability in terms of the business expansion. Tesco has received accolades and glory for
imparting the gained knowledge to the junior employees by the senior and experienced ones.
This action reflects the true essence of “on-the-job-training”. This adds weightage to the
provision of training within the workplace premises amidst the business activities (Hollenbeck
and Jamieson, 2015, p.375). The word “on” enhances the capability of the employees to make
practical application of the learnt skills in the business activities.
Along with this, the employees are beneficiary of the extra classes taken by the managers or
experienced staffs. This acts as an additional assistance in for the employees in terms of
upgrading their expertise on the business requirements. Herein lays the effectiveness of “off-the-
job-training”. The word “off” can be correlated to the extracurricular activities, which prepares
the employees for a bright and prospective professional life (Alfes et al. 2013, p.333).
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d) Identification of the training needs
Specification of the rationale behind the need of training helps in the achievement of positive
outcomes. This specification assists Tesco in assessing the future performance in terms of the
achievement of customer satisfaction and loyalty. Similar to the provision of training, Tesco
follows an integrated structure for identifying the justification behind the need for training.
At the first stage, the current performance of the organisation is minutely observed by the
managers (Shen and Benson, 2016, p.1736). In this stage, means, such as, survey and feedback
are adopted. This observation projects the progress of the business activities in future. Along
with this, the observation also helps in aligning the progress with the business requirements of
the organisation. Positive as well as negative outcomes both hold equal importance in the
assessment of training requirements. Attainment of negative outcomes necessitates the
importance of training.
As a sequential step, proper monitoring techniques are undertaken by the management authority.
Taking post training tests, interviews and checklists are typical examples in this direction (Stone
et al. 2015, 225). Through the effective application of these means, the management comes to
the decision in terms of the importance of training. This is in accordance to the current
performance of the organisation.
e) Advantages of training
Regular performance of the basic tasks enhances the skills, expertise and knowledge of the
individuals. This is applicable for the employees in terms of their professional development.
Conjoining the aspect of training in this performance is an additional assistance in the
developmental process (Storey, 2014, p.345). Training upgrades the performance of the
employees in context to the organisational requirements of Tesco.
Frequency in organising training programs aligns with the attainment of efficiency in issues,
such as, employee retention, customer retention among others. Compliance to an integrated
structure in case of the training programs aligns with the execution of the business activities in a
systematic manner.
Motivating and encouraging the employees by the managers’ results in the exposure of better
performance by the employees (Ehnert et al. 2013, p.56). Consistency in this direction ultimately
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leads to the achievement of success. Herein lays the effectiveness of performance appraisals,
which values the contribution of the employees towards the achievement of organisational
success.
f) Correlation between training and Return on Investment
In order to satisfy the basic needs, one makes investments. This possesses a wide-ranging
intensity. This is also applicable for the business organisations. Serving high quality goods to the
customers enhances the essence of the aspect of Return on Investment. Achievement of large
scale customer satisfaction by the organisations, such as, Tesco enhances the significance of the
word “Return” (Tesco.com, 2016).
According to the functionality, Return on Investment can be linked with the barter system. As a
matter of specification, both the organisation as well as the customers needs to have equal
contribution towards the success. From this perspective of the organisation, it is the training,
which acts as a crucial component in the achievement of customer satisfaction. Delivering
quality training to the employees results in the exposure of performance in accordance to the
business requirements (Marchington, 2015, p.185). This exposure makes the organisation, Tesco,
a well reputed one among the customers.
Viewing it from another perspective, investments made by the organisation to arrange for the
training programs are returned by the employees through their skills and capability.
g) Recommendations for business expansion
The journey of Tesco has not been an easy one. In spite of several drawbacks, adopting strategic
implementation has acted assistance in overcoming the hurdles. Still the fight is not over. Lack
of effective training among the employees compels the organisation to encounter situation crisis,
which possesses enough flexibility to degrade the hard earned reputation (Rees and Smith, 2014,
p.45). Along with this, absence of proper training deprives the organisation from taking
important decisions. This makes the market position vulnerable.
All these situations clearly project the need for training programs. Maintenance of frequency in
these programs would restore the reputation of the organisation to normalcy. Along with this,
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