The Importance of Managing and Coordinating Human Resources Functions (Essay Sample)

CIPD Assessment Activity
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ACTIVITY 1
2.1 Ways in which HR objectives can be delivered in organizations
Staff development is one of the primary goals of HR at most companies. People may stay in a particular team for many years only if they are being hired and trained in addition to that. Your employees must be highly competent in service businesses since they are immediately in touch with your consumers. One of the best ways to get information from clients is to talk with them face-to-face (Bowring, 2017). To guarantee that all staff members can interact with the customers effectively, the organization must have faith in everyone's abilities. To deal with consumers, personnel must be trained on how to approach them. The organization may provide all recruits with courses and training on how to do things the right way. Recruits are provided with a set of rules to follow to ensure consistency in customer service delivery. An employee's continuous feedback from management helps the organization in the long term.
If you are concerned with finding the right talent for the job, you are missing half of the equation. Once a business has drawn in its workforce, it must set up mechanisms to foster skills and productivity for its bottom line (Santora & Bozer, 2015). Because these industrial facilities are often highly technical, the types of structures necessary will be drastically different from those needed in academic institutions, hospitals, and retail establishments. It's, therefore, the role of human resources to identify the work conditions and organizations that need various structural arrangements.
The most fluid and dynamic times for businesses and workers have arrived. Employers must continuously look to workers as a significant aspect of their business's competitive edge, and people increasingly demand to gain new skills to stay relevant in the job market. While HR is tasked with finding people who are well-suited to align with the strategic direction a company is pursuing, it must also guarantee that these workers are equipped with the competencies to continue to be seen as essential and necessary by businesses in an increasingly competitive market (Coyle & Gleason, 2020). Because of this, employees will often be in a "knowledge economy" where lifelong learning is a need, and HR should be capable of keeping pace or outperforming the competition.
1.3 The business case for delivering the HR functions in a professional, ethical, and just manner
Trust is built through communicating with other people. We use eight distinct "lenses" to explore various ethical decision-making options in our ethical decision-making study. These are alternate interpretations of 'right' or 'wrong' assessments. An example is that of the "fairness" lens, which seeks to provide the opportunity for everyone to agree to a choice regardless of their status in an organization, and the "handing down" lens, which is focused on the preservation and upkeep of organizational resources (McDowell, 2017). We obtained valuable knowledge from our study, which guided our ethical practices. This can be seen in our profession map, which holds ethical practice as a critical value.
To make good decisions, companies should "do the right thing." This study from the Institute of Business Ethics shows that businesses may gain when they live true to their ideals of integrity:
* A positive work environment raises morale.
* The better your customer interactions, the better your reputation will be.
* Companies that demonstrate integrity outperform their counterparts on a long-term basis.
Reputations are founded on the capacity of an organization to meet its customers' demands and how well it treats the people who work for and support the organization. Ethical behavior not only mitigates risk; it provides organizations an edge over their competitors. Employee, customer, supplier, and community trust are all required for an organization's success.
3.1 Criteria that might be used to evaluate HR functions
1. Audit approach
The procedure of conducting an HR function audit is to evaluate the efficacy of the HR department. The HRM audit has certain features in common with its financial audit equivalent:
* Freedom from the specific topic being examined
* Systematic data collection and analysis
* This study aims to assess the effectiveness of HR activities, policies, and systems using evidence.
* A well-defined goal
* After the results of an audit, action is taken.
2. Analytical Approach
This technique for personnel assessment utilizes an analytical approach. Cost-benefit analysis, also known as utility analysis, is used by the analytical method. For decision-makers, utility analysis attempts to translate judgments into economic terms that are more helpful. Evaluation of many HR operations has used utility analysis, including hiring, training, and assessment systems. Despite its broad application and representational superiority, however, the procedure of doing utility analysis is challenging. Due to the high level of complexity and the need for research and money, it has only been used in a small number of distinct scenarios.
3. Qualitative and quantitative Indices
Measures and benchmarks exist to assess the success of HR Management. Another way to think of it is to calculate the entire cost of turnover, absenteeism, work-life programs, and all other factors that can tell you how much it costs to acquire new people. To determine the link between staff attitudes, consumer behavior, and earnings, Sears, Roebuck, & Co. used behavior-costing methods (McDowell, 2017). For example, in retailing, a chain of causes and effects follows employees' conduct to customers' behaviors, all the way to the bottom line. A resource management department might be considered a profit center in and of itself.
The two methods that can be used in this case include statistical methods and the compliance approach.
The first way to go about solving the problem is to use statistics. Using firm information already in hand, these metrics are generated for statistical purposes. Also, absenteeism and turnover rates are some of the kinds of metrics. The information included in these reports assists auditors in assessing performance.
The compliance strategy takes an audit method, looking back in time to see whether the policies and processes followed suit applicable legal requirements and business standards. For experts and operations managers, there is the last option that has them setting targets in their area of responsibility. (Nessler, 2014) Using the MBO methodology, performance may be gauged against specified targets. When the audit team does more research on the company's actual performance, it compares the results to its performance targets.
ACTIVITY 2
1 Organizational objectives that HR functions are responsible for delivering
Employers have to help ensure a well-functioning business. Companies must have up-to-date and correct information about their staff. This information contains employee evaluations, employment contracts, training records, and attendance information.
Employee relation
An organization's attempts to foster and maintain a good connection with its workers is referred to as employee relations. Organizations try to retain workers loyal and more involved in their job by establishing pleasant, constructive employee relations. As a general rule, an organization's human resources department deals with the relationship between employees and the company, but an employee relations manager is committed to handling these matters (Geimer et al., 2017). This role, which often involves negotiating or resolving problems between workers and management, sometimes involves connecting managers and workers or formulating or advising on new rules around fair remuneration, generous benefits, healthy work-life balance, and others. Employee relations may be broken down into two major categories: one focused on employees and HR. One of the primary purposes of HR is to deal with difficulties or disagreements that might arise between workers and their managers. The second benefit of a Human Resources department is in formulating and implementing fair and uniform rules for everyone in the business.
Recruitment
The process of hiring talent and procuring it is challenging. There need not be an extensive process, but as a result, it is involved. The process of talent sourcing and mining, which includes placing your job description in the right location to find your perfect applicants. The candidates' resumes, cover letters, and social profiles are all thoroughly screened, evaluated, and analyzed. After that, there will be a phone interview, then a face-to-face interview (Samoka, 2020). Face-to-face interviews bring additional hurdles logistically. Evaluation of the interviewee's replies to the answers wanted is an essential aspect of the interview. Bring in relevant references and the entire "fit" component, and you will have a massive mess on your hands. The primary duty of the Human Resources department is to bring in new employees. It's a long, complicated process in which the company must identify, attract, screen, shortlist, interview, choose, hire, and onboard its personnel.