HRM

Introduction

Human resource management refers to the requirements for enterprise development strategy and plan to human resources rationally, through the enterprise in the configuration of the staff recruitment, training, use, evaluation, motivation, adjust and so on a series of process, arouse the enthusiasm of the employees, play the potential employees, create value for enterprises, ensure enterprise strategic target realization. Is the enterprise of a series of human resources policies and the corresponding management activities. These activities include enterprise hr strategy formulation, staff recruitment and selection, training and development, performance management, compensation management, staff management and employee relationship management, employee safety and health management, etc. Namely: enterprise using modern management methods of human resources, access (candidates), develop education), maintain (hold) and use (etc) (employing the plan, organize and command, control and coordination and so on a series of activities, and finally reach the goal of enterprise development, a management behavior.

We will now talk about the role of HR when carrying out recruitment and selection activities within an organization.

Approaches to HR planning

The quantitative approach

The quantitative approach sees employees as numerical entities and groups them according to age, sex experience, skills, qualifications, job level, pay, performance rating or some other means of classification. The focus is on forecasting HR shortages, surpluses and career blockages; its aim is to reconcile the supply and demand for human resources given the organization’s objectives. The qualitative approach (1). The Delphi technique (2) The nominal group technique

Strategic recruitment

The process of seeking and attracting a pool of qualified applicants from which candidates for job vacancies can be selected.

Employment

Involves promoting an image of the company as a good employer to create a favorable impression with potential applicants is now recognized as a competitive tool in the war for talent.

Recruitment sources

Where qualified individuals are located. Recruitment begins with identify ing HR requirements and ends with receiving applications. It involves determining where qualified applicants can be found and choosing a specific means of attracting potential employees to the organization.

Recruitment policy

1. promotion from within- will internal or external candidates be preferred 2. recruiting personnel from local, interstate or international resourses

3. permanent part-time and casual employment 4. hiring people with disabilities

5. hiring women and members of minority groups 6. employees taking early or normal retirement 7. employing gay and lesbian personnel

8. employing relatives and friends of existing employees 9. employing children domestically and internationally 10. employing union/non-union members

Recruitment methods

The specific means by which potential employees are attracted to an organization. Recruitment is a two-way process: information is given and received by both the applications and the organization. It is concerned both with satisfying the organization’s strategic HR requirements and with helping potential candidates decide whether they meet the job requirements, are interested in the position and want to join the organization. Internal recruitment Computerized recorder systems Job posting

External recruitment Advertising

Employment agencies Executive search firms

Management recruitment consultants Outplacement firms University recruiting Employee referrals Unsolicited applications

Professional associations

IT industry recruiting new employees

Lenovo:

Lenovo group was founded in 1984, has developed into a diversified development in information industry of large enterprise groups.

Lenovo, it is not unusual for the specific job, but according to the classification of department. Lenovo Shanghai hr director li the explanation is: for graduates do not understand the true meaning of \"\" position. He thinks, students learn knowledge, these are the commercialization of knowledge and enterprise requires a distance, so the company cannot with specific requirements for \"work\" of the graduates. \"System\" classification, comprehension. From this point, Lenovo can see the recruitment of humanity, and understand very much more job applicants, considerate. Lenovo's entry threshold：

No specific jobs, but a unified the entry threshold: first is the key university graduate, achievement in the top 20% of the students, Secondly, if not, then from the university majored in different industries should be bigger influence. At the same time, because the working characteristics of enterprise culture and the requirements for students, have responsibility, self-motivated and dedication, innovation spirit and innovation ability, is good at learning and summarized, and have strong communication skills and team cooperation ability, and have excellent customer awareness.

For new employees, the company will provide guidance for its designated individualized instruction. Then, from company grade training to department pre-job training and training, orientation, vocational skills training, professional skill training, management training and training to cadres at various levels. In addition, Lenovo through their extensive cooperative resources, to provide the employee training, so communicative international latest grasp professional tracking technology.

The evaluation of recruitment

1. Productivity: This measures the number of applicants generated by a particular recruitment source or method. Specific measures includes: -applications per recruiting source

-applicants interviewed per recruiting source -applicants selected per recruiting source

2. Quality.: This measures the on-the-job performance and tenure of employees recruited using a particular source. Specific measures include: -employee performance ratings by recruiting source -early turnover by recruiting source -applications per candidate source

3. Costs. Costs include advertising expenditure, employment agency and executive search firm fees, applicant and staff travel costs, and interviewer remuneration. A specific measure is cost per applicant per recruiting source.

4. Time. Time is important in recruitment, especially for critical positions that must be filled quickly or in high competitive labor markets. A specific measure is response time, the time when from recruiting action is initiated until an application is received.

5. Soft data: Soft data focus on the applicants and management satisfaction with the recruiting method.

-applicants’ satisfaction with a particular recruiting method. -applicants’ reasons for applying to the organization.

-line managers’ satisfaction with a particular recruiting method.

Selection policy

1. Equal employment opportunity. 2. Quality of people 3. Source of people. 4. Management roles 5. Selection techniques

6. Employment consultants 7. Industrial relations. 8. Legal issues

9. Organizational strategic business objectives. 10. Costs

Selection activities

The selection process begins with a linking of organizational, human resource and employment objectives. An organization’s ultimate success depends on the best applicants being selected. Jobs and people must be matched correctly to ensure both employee satisfaction and organizational effectiveness.

Selection techniques

The selection decision •The compensatory approach

Involves considering all the selection data (favorable and unfavorable) before a selection decision is made. •The successive hurdles approach

Involves the screening out of candidates at each stage of the selection process.

Validation of selection procedures

Validity:

1. Concurrent validity 2. Predictive validity

Reliability: The extent to which a measure is consistent and dependable.

Other selection techniques

Biographical information blanks: A specially designed application form that is used to obtain comprehensive information about an applicant’s background,

attitudes, hobbies, sports, early life experiences and so on.

Panel interviews: Interviews in which a group of interviewers question the applicant.

Group interviews: Meetings in which several job applicants interact in the presence of one or more company representatives. Computer screening Video interviewing

Conclusion

Human resource management goal is to show enterprise human resources management needs to achieve complete duty and the performance. Human resources management is to consider the realization of organizational goals, and employees' personal development, emphasize on achieve organizational goals and achieve all-round development of people.

Human resources management is concerned with the \"problem\its core is the understanding of human nature, respect for humanity, emphasize the modern human resources management \"people-oriented\". In an organization, the main concern people around, itself, the relation between person and person and the relationship between work and relationship between human beings and the environment, and the relationship between organizations.

Human resources management objectives include the staff management personnel in the human resources management objectives and tasks of the human resources department goals and tasks. Obviously, belong to two different professional human resources department goals and tasks of the management staff is not necessarily the human resources management objectives and tasks, and undertake the management of human resource management objective, usually is a professional human resource department should finish the task goal.

The human resources is most precious, nature becomes the core of modern management. Continuously improve human resources development and the management level, not only is the current economic development and improve the market competitiveness, which is also the need of a country, a nationality, a region, a unit of the long-term prosperity, is a modern guarantee sufficient development potential, adapt to the society, and their social transformation of important measures.

Reference

1. Sutton,J(2005)’Unions recognize the skill shortage, Austraslian Financial Review, 3 October,p.59

2. This chapter partly draws on material prepared by L.A Worledge, BA B.Com. 3. Tooker,G.L.quoted in Kelly, Kand Burrows,P.op.cit,p.58 4. Pfeffer,J.op.cit,p.41 5. Keep,E.op.cit,p.285