Among many departments in an organisation that proves to be equally important as operations and marketing is the human resource management (HRM). Human resource management is a department that makes sure the manpower of a company is well-trained and complies with the necessary work discipline and expected results of their individual work. Just like any other investment in a company, the manpower must possess the right collective talents in order to help a company grow, thus gain in human capital investment.
Yet, in order to achieve the goal of better manpower, there should be a proper system of recruitment. Recruitment plays a major role in making sure the right talents are enjoined to work for a company. Likewise, for the talents that the company already has, the human resource management, through their initiatives and proactive employee engagement, help make sure that their potentials are optimized.
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The HRM not only functions to engage and manage the workforce; it also monitors critical changes in the company that might affect future manpower needs or their moral well-being at work. Mergers and acquisitions, planning to move a department in another location and growing a satellite operations group to tap on new markets are just some examples of these changes. Any required recruitment of additional talents possessing brand new technological skills or reduction in the number of manpower is just some of the critical issues the HRM face every now and then.
Recruitment of Talents
External changes happen even in the labour market, either a shortage or excess of talents in one particular industrial area. People move around based on changes in personal plans and whatever the labour condition, the HRM must efficiently use its capability to recruit the right amount of staff with potential not just to grow professionally but also to grow “with” the company.
Because HRM is critical to the successful operations of the company, it must adhere to the best practices in talent recruitment if it is to attract the best ones, such as follows:
- Vacancy and needs evaluation. This refers to the HRM identifying any need to open a position or replace an unproductive talent in an existing position. Opening a new position happens when there are company growth plans that need to be implemented.
- Describe the open position. Employee turnover remains one of the biggest challenges of the HRM oftentimes because of unmet expectations from a talent; providing the best description for the essential job functions helps funnel out the most qualified of applicants. Likewise the HRM must also give a good impression to the applicant in order to generate interest in pursuing the application process.
- Develop the recruitment plan. Time is money and the recruitment team knows that. In order to maximize on the company’s resources careful recruitment planning is necessary. This refers to job posting periods, use of advertising resources and execution of job recruitment activities, for instance a job fair.
- Look for a talent search committee. This refers to assigning direct and indirect teams that will assist in the evaluation of talents during the hiring process. The committee members might include job specialists or representatives of an open position well informed of the recruitment goal.
- Execute recruitment plan. Talent sourcing and outreach begins.
- Develop a shortlist from a list of applicants. The challenge of the committee in this stage is the avoidance of biases for each applicant. It is encouraged to have at least 2 reviewers for each application.
- Interview the applicants. This step is equally important as the previous ones because this is where both the applicant and company validate each other and hopefully find a match. The more important the position, the more stages of interview will be conducted for the prospective talent.
- Select hire. This is the stage where committee members compare rating sheets and justify their selection while still making sure that the recruitment objectives are met.
- Finalise recruitment. Finally the talents are selected and given an offer that is equitable with further motivation of retention.
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