HRM Report: Exploring Recruitment, Training, and Performance Appraisal

This report delves into three critical components of Human Resource Management: recruitment and selection, training and development, and performance appraisal. The first section examines the recruitment and selection process, emphasizing the importance of defining requirements, attracting potential employees through effective job advertisements, and selecting the right candidates through interviews, tests, and tools like MBIT. The second section focuses on training and development, highlighting the significance of induction training, the need for both technical and soft skill development, and the importance of coordinating training schedules with operational leads. The final section discusses performance appraisal, emphasizing its role in employee motivation and reward, exploring various appraisal methods like 360-degree feedback and traditional interviews, and stressing the need for ethical considerations and the avoidance of personal bias in the evaluation process. The report concludes by asserting the importance of these HRM practices for achieving operational excellence and organizational sustainability.

HUMAN RESOURCE MANAGEMENT
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Topic 1: Recruitment and Selection
Introduction
Recruitment and selection may be considered to be one of the most Critical Success
Factors (CSFs) in the area of Human Resource Management (HRM). Recruitment
and selection may be defined to be a process of identification and selection of the
right person for the intended job profile in the business.
Discussion
A business organisation needs to conduct this process to fill up vacancies and need
of human resource in various job positions by way of attracting job applications and
thereby selecting the right person for the right role (Hashim, Ismail & Hassan, 2016).
In this context it may be stated that selecting chartered accountant may be needed
for accounting and corporate finance division of a business; however, recruiting the
person in HR division of the business may not be a feasible proposition for the
business. Hence, it may be stated that the way choice of candidate is utmost
important the same way selecting the candidate and putting him in the right role is
equally important for a business. Selection and recruitment process is conducted in a
phased manner as discussed below:
Defining requirement
HR managers of a business identify the requirement for new employees and prepare
job description and job specification accordingly. The job description provides a
detailed guide as to the role potential employees may need to perform and the job
specification denotes the educational and experience related criteria along with the
knowledge, skill and other behaviour attributes related requirements that the given
job role may demand out of the prospective employees. This job description and job
specification are posted in various job websites as well and corporate website of the
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business. The applications are hereby invited from prospective applicants through
online or offline mode. In addition, referral programs may also be carried out and
internal recruitment may also be undertaken by the firms based on the situation
(O’Donovan, 2019).
Attracting potential employees
Attracting potential employees denote advertisement the job role in the form of
posting a job advertisement on various websites as mentioned earlier. In this
context, it will be important to note that a job advertisement should provide a brief
overview of the job description and specification along with the potential salary
compensation range. It is important for HR managers to know and consider that a
carefully designed job advertisement will attract more talent in the form of job
application into the business and therefore screening of such applications will also
become smooth and easier for the HR professionals. On the contrary, if job
advertisements do not contain specific information about the job role and
responsibility, the HR department may end up getting a number of job applications
which may be of no use or they may find an insufficient number of applications out of
which screening may not be possible. For example, if a company may post a job
advertisement on its corporate website for the role of an accountant without
specifying the corresponding educational recruitment. The HR team may, in that
case, end up receiving a large number of applications from candidates having an
educational background of not only accounting and finance but also HR, marketing,
operation, administration and even legal as well. Hence, HR teams may need to
consider designing a job advertisement effectively and efficiently (Rozario,
Venkatraman & Abbas, 2019).
Selecting the right people
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Once the candidates are recruited for the selected posts, a job interview is
conducted and the screening process starts. Companies may design a recruitment
process only on the basis of a job interview. Also, some companies may prefer
group discussion and/ or written tests as well. In this context, it is needless to
mention that all these stages are elimination stages that help the management to
screen the right candidate for the chosen job role for which the company is seeking
resources. A job interview is also designed effectively as the time duration for a job
interview is small and may vary from 10 to 20 minutes per person. In such a short
span of time, knowing a candidate may not be possible only based on his CV and
few questions answers in the interview session. As a result, some companies prefer
conducting a written test as well. Interestingly it may be observed that in some
companies apply MBIT (Myers Briggs Type Indicator) tool which may be considered
to be one of the widely used candidate screening tools used across the globe. The
tool provides a set of psychometric questions to the prospective employees seeking
their answers and based on the response the personality type of the candidate may
be identified. However, the tool is costly to implement and secondly, the candidate
may answer what their prospective employers want to hear and therefore, the MBIT
may not prove to be fruitful in most of the cases (Sarma, 2017).
Conclusion
It may be stated that the recruitment and selection process form an integral part of
HRM from the sustainability view point of the business. A well-designed resourcing
strategy may enable the management to achieve the operational excellence in most
optimum manner.
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Topic 2: Training & Development
Introduction
Training and development may be conceived to be another critical aspect of HRM
that is crucial in an organisational context. Learning curve of the employees and as
well the organisation are considered to be directly linked with the efficient training
strategy and planning.
Discussion
Taking reference from the previous point, it may be stated that staffs or newly
recruited trainees may need to undergo induction training shortly after the joining in
the company. As per Hassan (2016), such induction training provides an overview as
to the operational policy of the business and therefore the importance of such
training may not be undermined to the new joiners who need the informational as
well as cultural support to get accustomed within the new work environment (Slavić,
Bjekić & Berber, 2017).
Similarly, as per the version Larsen (2017), there have been several instances
where management may feel the need to train employees so that the business
process is well understood by them and they can deliver their work efficiently. Apart
from technical skill, there also remains a necessity to impart soft skill-related training
to the employees as well to enhance their interpersonal and communication skill
including the leadership traits. In doing so, the company may get the opportunity to
find future leaders for the operations. In the opinion of Alkhater & Alhalwachi (2018),
however, while designing training and development plan for a business, it is
important for the HR managers to understand that the schedule for such plan should
not affect the work schedule and therefore they should always be in close
coordination with the operational lead to design such training calendar for the year.
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In this respect it is also to be construed that training the is expensive and involves
cost implication in terms of hiring expert, preparing training materials, booking
rooms, managing facilities and getting feedback from the employee post-training.
Conclusion
The non-revenue initiative of training should not be ignored by the management
because training significantly enables the employees to brush up their technical as
well as a soft skill which, in turn, positively enhances operational excellence of the
firm to a great extent (Alkhater & Alhalwachi, 2018).
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Topic 3: Performance Appraisal
Introduction
Performance appraisal is another crucial factor in HRM horizon as in each and every
business organisation, the performance appraisal process is significantly important
for both managers as well as employees. Every individual may expect a reward for
his contribution and psychologically speaking, the performance appraisal assumes
its importance out of the same fact.
Discussion
The researchers have argued that money is constructed to be one of the biggest
motivators for human being and therefore performance appraisal process is utmost
critical for employees as well (Bayo-Moriones, Galdon-Sanchez & Martinez-de-
Morentin, 2019). However, the performance appraisal process should not only
involve financial benefit offering but also consider non-pecuniary facilities such as
promotion, recognition and reward system as well.
In different companies, performance appraisal process varies widely. There has
been a number of methods that may be applied by HR managers to design an
efficient performance appraisal process. For example, in few companies, 360-degree
feedback is being implemented where every individual performance may get
appraised by his supervisor, senior, subordinates and juniors (Milliman & Clair,
2017). In short, an employee may get feedback from his own boss and similarly he
also provides feedback for his own boss as well under this process. On the contrary,
there are traditional appraisal process like a face-to-face interview, year-end
assessment session, appraisal interview etc whereby responses are gathered from
the employing including his colleagues and seniors to get an idea about the person’s
performance in terms of client handling, technical knowledge and behaviour traits.
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In the opinion of Bayo-Moriones, Galdon-Sanchez & Martinez-de-Morentin (2019),
the HR managers may also need to consider certain ethical points while designing
an efficient appraisal process. It has been observed that personal bias may creep up
in such assessment process and therefore rating system may vitiate the basic
purpose of such evaluation. As a result, the effort may need to be undertaken by HR
managers to oversee the evaluation method and closely keep a vigilance on the
feedback mechanism process.
Conclusion
Finally, it may be stated that a well-designed performance appraisal process
supported by efficient leadership will significantly enable the management of the
company to achieve its long-term goal of operational excellence and sustainability in
HR practices in the most time and cost-efficient manner (Bayo-Moriones, Galdon-
Sanchez & Martinez-de-Morentin, 2019).
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References
Alkhater, N. S., & Alhalwachi, L. (2018). Development of HRM Training Practice
under Saudi Arabia’s Vision 2030. INTERNATIONAL JOURNAL OF
ACADEMIC RESEARCH IN BUSINESS AND SOCIAL SCIENCES, 8(9).
Bayo-Moriones, A., Galdon-Sanchez, J. E., & Martinez-de-Morentin, S. (2019).
Performance appraisal: dimensions and determinants. The International
Journal of Human Resource Management, 1-32.
Hashim, J., Ismail, Y., & Hassan, A. (2016). The formality of HRM Practices Matters
to Employees Satisfaction and Commitment. Journal of Human
Resources, 4(1), 47-64.
Hassan, S. (2016). Impact of HRM practices on employee’s
performance. International Journal of Academic Research in Accounting,
Finance and Management Sciences, 6(1), 15-22.
Larsen, H. H. (2017). Key issues in training and development. Policy and practice in
European human resource management (pp. 107-121). Routledge.
Milliman, J., & Clair, J. (2017). Best environmental HRM practices in the US.
In Greening People (pp. 49-73). Routledge.
O’Donovan, D. (2019). HRM in the organization: An overview. In Management
Science (pp. 75-110). Springer, Cham.
Rozario, S. D., Venkatraman, S., & Abbas, A. (2019). Challenges in Recruitment and
Selection Process: An Empirical Study. Challenges, 10(2), 35.
Sarma, J. (2017). Recruitment And Selection In Assam Carbon Products
Limited. Deliberative Research, 35(1), 27-32.
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Slavić, A., Bjekić, R., & Berber, N. (2017). The role of the internet and social
networks in the recruitment and selection process. Strategic
management, 22(3), 36-43.
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