Human Resource Questions Essay Example

  • Category:
    Management
  • Document type:
    Essay
  • Level:
    Masters
  • Page:
    1
  • Words:
    663

Question 1:

Recruiting the right candidate goes beyond just filing a position with the right skills. I strongly believe that the process needs to acquire the right candidate who will make difference in the organisation. Simple fact behind my reason is that every employee in an organisation can add value however the aim should be to recruit those that will multiply their possessed values. It therefore stands out to me that attitude should be a major factor in differentiating any company. A successful company have blend of skills but it remains that if we have the right attitudes then the needed skills will be ultimately inculcated. The same sentiments have been echoed by Bunt (2005). To him the term skills can have a varied perspective. He adds that attitude is natural with an employee but skills vary by sector, occupation and region. “Skills are complex terms which can overlap between individual characteristics and qualification.” (p.35)

To further help concretise my concept that sometimes skills can be “immaterial” in recruiting employers let us think of a situation where hiring manger asks for a pool of curriculum vitae and or resumes then s/he says, “I will make the right choice when I have a look at them.” It will be a typical situation where we have improperly aligned recruitment process. In fact, it is a case where right attitude for today and in the future is not determined. This takes me to the next argument. Since I prefer attitude as the key factor to skills, we need to move on and forget the idea of printing a two paged document in the name of resume that shows ones skills and experience. Look at what Winterbotham et al., (2001) say for instance, “…overall, modern human resource managers are less passionate about skills. They are looking for trainable candidates as long as such candidates exhibit soft skills and positive attitudes.

The right attitude in an organization is major factor that differentiate that organization. However, the best combination for an organization will be definitely a blend of right attitude and matching skills but if I am forced to lean on advantage then I will opt for 30% skills and 70% attitude.

Question 2:

Human resource managers live in the world where recessionary economy is impacting their companies negatively. One effective way of dealing with such situation is to re-structure their employees. And to that regard Bramley (1996) proposes that training employees in what they want has become the most requested item.

Just like employer development, want oriented training is more focused on employer than the organisation. However, specific need training produce a better and more productive employees. Let us get these facts right, we are talking about a human resource manager who is mandated with the task of ensuring that the organisation produces through well equipped employees. As this stands, am sure the manager is little concerned with personal development of the employee even though it may be related with his or her professionalism. Why should the manager then consider financing training programme(s) oriented towards wants when the economy needs them to invest in the development of their skills? What human resource managers want in this market driven economy are employees who have good sense of self-worth so that cost of training is quickly and effectively met with lower turnover rand productivity. Unfortunately, this cannot be realised if they start training employees based on their specific want. Furjanic et al. (2000) add that training specific wants of employees is just like floating such employee to potential competitor who will offer better package for their services.

Reference Lists

Bramley, Peter. (1996). Evaluating Training Effectiveness. Berkshire, England: McGraw-Hill

Publishing Company.

Bunt, K., (2005). Jobcentre Plus Employer (Market View) Survey 2004 DWP.

Furjanic, Sheila W. and Trotman, Laurie A. (2000). Turning Training Into Learning. New

York: American Management Association.

Winterbotham, M., Adams, L., Kuechel, A. (2001), Evaluation of the Work Based

Learning. Qualitative interviews with ES Staff, Providers and Employers, DWP.