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• 12 Key Functions of Human...

12 Key Functions of Human Resources to Know in 2024

1. Human resource planning

2. Recruitment and selection

3. performance management, 4. learning and development, 5. career planning, 6. function evaluation.

• Ranking method: A method in which subject matter experts rank functions in terms of how much they contribute to the organization as a whole. Functions are paired, and raters have to decide which one is more valuable. This is done with all functions, and based on the outcome, a ranking is established.
• Classification method: Jobs can also be classified into different categories using classification methods . In this case, jobs are categorized and then ranked within these categories to come up with a ranking. Categorizations can include education, experience, the degree of specialized skills needed to do the job, the degree to which these skills are in-demand, and so on.
• Points method : Jobs are categorized according to the factors the organization believes contribute most to its success. Points are then awarded to each category for every job. These categories can include key competencies like problem-solving, technical knowledge, communication and influencing skills, innovative capability, business acumen , and so on. These competencies will differ per organization.
• Personal method: In this method, the job itself is not evaluated but the person doing the job is. Here, employees are rewarded based on their skills and competencies .

• Base salary
• Performance-based pay
• Social environment
• Job security
• Alternating work
• Growth opportunities
• Formal and informal development opportunities

8. Industrial relations

9. employee participation and communication.

10. Health and safety

11. wellbeing, 12. administrative responsibilities, over to you, weekly update.

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Business Studies Grade 12 Human Resources Essay Questions and Answers

Question 1:

Tommy Financial Services specialise in accounting and taxation services and are looking for an experienced accountant within the business. The new employee is expected to sign an employment contract and to be placed where he/she will function effectively. The new employee will have to undergo in-service training as well.

Keeping the scenario above in mind, write an essay on the following aspects:

• Discuss the impact of internal recruitment on businesses.
• Explain the legal requirements of an employment contract to TFS.
• Advise TFS on the correct placement procedure.
• Elaborate on the implications of the Skills Development Act, 1998 (Act 97 of 1998) for the human resources function.

Question 2:

Nizam Tiling is known for its quality products and services. They always ensure that their recruitment procedure is well structured. They offer attractive fringe benefits to their employees and continuously improve on their systems and processes. The production manager encourages employees to produce high-quality products to keep customers satisfied.

Keeping the above scenario in mind, write an essay on human resources and quality of performance on the following aspects:

• Outline the recruitment procedure.
• Explain the impact of fringe benefits on businesses.
• Discuss the positive impact of continuous improvement to processes and systems on large businesses.
• Advise the production manager on the quality indicators of the production function.

Question 3:

Delta Manufacturers has a vacancy for a sales executive. The human resources manager implemented the selection procedure after compiling a job analysis. Prospective candidates were invited for an interview. Fringe benefits were offered to the successful candidate.

Write an essay on the activities of the human resource function in which you include the following aspects:

• Outline the selection procedure as a human resource activity.
• Explain the TWO components of job analysis.
• Discuss the role of the interviewee during the interview.
• Evaluate the impact of fringe benefits on Delta Manufacturers as a business.

Business Management Grade 12 Question and Answers Online Quizzes

Revise all the topics under Business Management Grade 12 subject, using test quizzes based on the exam questions below:

• Quiz: Term 1: Macro Environment: Impact of Recent Legislations Quiz
• Quiz: Term 1: Human Resources Function
• Quiz: Term 1: Ethics and Professionalism
• Quiz: Term 1: Creative Thinking
• Quiz: Term 1: Macro Environment: Business Strategies
• Quiz: Term 2: Corporate Social Responsibility
• Quiz: Term 2: Human Rights, Inclusivity and Environmental Issues
• Quiz: Term 2: Team Performance Assessment, Conflict Management, and Problem-Solving
• Quiz: Term 2: Business Sectors and their Environments
• Quiz: Term 2: Leadership and Management
• Quiz: Term 2: Quality of Performance
• Quiz: Term 3: Investment – Securities
• Quiz: Term 3: Investment – Insurance
• Quiz: Term 3: Forms of Ownership
• Quiz: Term 3: Presentation and Data Response

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Essay on Human Resource Management (HRM): Top 6 Essays

In this essay we will discuss about ‘Human Resource Management’. Find paragraphs, long and short essays on ‘Human Resource Management’ especially written for school and college students.

• Essay on Human Resource Management

Essay Contents:

• Essay on the Functions of Human Resource Management

Essay # 1. Introduction to Human Resource Management :

Men, materials, machines and money are considered as the main factors of production. Out of all these factors, men are considered as an important factor. It is very difficult to handle the other factors of production with­out the efficient use of human resources.

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Several terms have been used by various management thinkers to represent human re­sources. These include ‘personnel’, ‘people at work’, ‘manpower’, ‘staff’ and ’employ­ees. Whatever may be the term used, human resource of any organization consists of all individuals engaged in any of the organiza­tional activities at all levels.

The importance of human factor can be judged from the point that some people consider management and personnel/human resource management as one and the same thing. Lawrence A. Appley observed that “Management and personnel administration are one and the same. They should never be separated. Management is personnel administration”. Of all the tasks of management, managing the human component is the central and most important task, because all else depends on how well it is done.

With the increase in number of employees in an organization, greater emphasis is being placed on personnel management and also on the adoption of standardized procedures and compensation plans. The personnel department helps management in using and developing appropriate manpower to achieve organizational goals.

Human resource management is responsible for how people are treated in organizations. It is responsible for bringing people into the organization, helping them perform their work, compensating them for their labors, and solving problems that arise.

Essay # 2. Definition of Human Resource Management :

Human Resource Management (HRM) has come to be recognized as an inherent part of management, which is concerned with the human resources of an organization.

Some of the definitions of human resource management as given by various persons are:

Human Resource Management is the function within an organization that focuses on recruitment, management, and providing direction for the people who work in the organization.

Human Resource Management is the understanding and application of the policy and procedures that directly affect the people working within the project team and working group. These policies include recruitment, retention, reward, personal development, training and career development.

Human Resource Management is the effective use of human resources in order to enhance organizational performance.

Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training.

Essay # 3. Scope of Human Resource Management :

The scope of HRM is very wide.

It covers the following aspects:

(i) Personnel Aspect :

This is concerned with manpower planning, recruitment, selection, placement, transfer, promotion, training and development, layoff and retrenchment, remuneration, incentives, productivity etc.

(ii) Welfare Aspect :

It deals with working conditions and amenities such as canteens, creches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc.

(iii) Industrial Relations Aspect :

This covers union-management relations, joint consultation, collective bargaining, grievance and disciplinary procedures, settlement of disputes, etc.

Essay # 4. Objectives of Human Resource Management :

Objectives are predetermined goals to which individual or group activity in an organization is directed. Objectives of human resource management are influ­enced by organizational objectives and individual goals.

Some of the objectives of HRM are:

a. To ensure effective utilization of human resources.

b. To ensure respect for human beings.

c. To identify and satisfy the needs of individuals.

d. To achieve and maintain high morale among employees.

e. To provide the organization with well-trained and well-motivated em­ployees.

f. To increase to the fullest the employee’s job satisfaction and self-actual­ization.

g. To develop and maintain a quality of work life.

h. To provide better conditions of employment.

i. To develop overall personality of each employee in its multidimensional aspect.

j. To enhance employee’s capabilities to perform the present job.

k. To provide fair wages to employees.

l. To inculcate the sense of team spirit, team work and inter-team collabo­ration.

Essay # 5. Nature of Human Resource Management :

Human Resource Management is a process of bringing people and organiza­tions together so that the goals of each are met.

The various features of HRM include:

a. It is pervasive in nature as it is present in all enterprises.

b. Its focus is on results rather than on rules.

c. It tries to help employees develop their potential fully.

d. It encourages employees to give their best to the organization.

e. It is all about people at work, both as individuals and groups.

f. It tries to put people on assigned jobs in order to produce good results.

g. It helps an organization meet its goals in the future by providing for competent and well- motivated employees.

h. It tries to build and maintain cordial relations between people working at various levels in the organization.

i. It is a multidisciplinary activity, utilizing knowledge and inputs drawn from psychology, economics, etc.

Essay # 6. Functions of Human Resource Management:

Every manager in an organization has to perform the personal functions in one form or the other in order to get the things done through others.

The functions of human resource management can be classified as:

(i) Managerial Functions.

(ii) Operative Functions.

(i) Managerial Functions :

The managerial functions are mainly concerned with planning, organizing, directing and controlling the various activities of personnel management.

These functions are explained below:

(a) Planning:

Planning is deciding in advance what to do; how to do; where to do; and who is to do it. For personnel manager, planning means the determination in advance of personnel programme. Planning is concerned about present manpower positions, what number and kind of people are required for the organization.

(b) Organization:

After the establishment of organizational goals and objectives, human resource manager must design and develop organization structure to carry out the various operations. Organization involves identification and grouping the activities to be performed and dividing them among the individuals and creating authority and responsibility relationships among them.

(c) Directing:

Directing as a managerial function involves building sound industrial and human relations among people working in the organization. The direction function of the personnel manager is meant to motivate and guide the people to achieve organization goals. The employees can be motivated through salary administration, career planning, provision of health and safety requirements etc.

(d) Controlling:

Controlling function is concerned with regulation of activities in accordance with the personnel plans. It includes checking, verifying and comparing actual with the plans, identifying deviations if any and correcting them. Auditing, training programmers, analysing, labor turnover records, conducting separate interviews are some of the means for controlling the personnel management function.

(ii) Operative Functions :

Operative functions are those functions which are usually delegated to the human resource department as these require specialized skills and knowledge in their performance. All these operative functions are interacted by managerial functions. Further these functions are to be performed in conjunction with management functions.

Some of the operative functions of human resource management are:

(a) Employment :

It is the first operative function of HRM. Employment is concerned with securing and employing the people possessing required kind and level of human resources necessary to achieve the organizational objectives. It covers the functions such as job analysis, human resources planning, recruitment, selection, placement and induction.

(i) Job Analysis:

It is the process of study and collection of information relating to the operations and responsibilities of a specific job.

It includes:

i. Collection of data, information, facts and ideas relating to various aspects of jobs including men, machines and materials.

ii. Preparation of job description, job specification, job requirements and employee specification which help in identifying the nature, levels and quantum of human resources.

(ii) Human Resources Planning:

Human resource planning involves fore­casting the human resource requirements of an organization and the fu­ture supply of human resources. It is a process for determination and assuring that the organization will have an adequate number of qualified persons, available at proper times, performing jobs which would meet the needs of the organization.

(iii) Recruitment:

It is the process of seeking and attracting prospective candidates against a vacancy in an organization.

After having determined the number of persons required for different jobs and requirements of different jobs, the recruitment process will begin.

The term recruitment may be defined as the process of searching the candidates for employment and stimulating them to apply for jobs in the organization. In other words, the term ‘recruitment’ stands for discovering the sources from where potential employees will be selected.

(iv) Selection:

Selection is the process of identifying and establishing the credentials of a candidate for a job to ensure success.

Recruitment vs. Selection :

Both recruitment and selection are the two phases of the employment process. Recruitment comes first and is followed by Selection.

(v) Induction and Orientation:

Induction and orientation are the tech­niques by which a new employee is rehabilitated in the changed sur­roundings and introduced to the practices, policies, purposes and people etc., of the organization.

(b) Training and Development :

This process aims to train and develop employees to improve and update their knowledge and skills, so as to help them perform their jobs better. The process also includes developing the attitudes, beliefs and values of the employees to match the organizational needs. This comprises of performance appraisal, training, management/executive development, career planning and development.

(i) Performance Appraisal:

It is the process of evaluating the performance of an employee on the job and developing a plan for improvement.

(ii) Training:

Training is the systematic development of the knowledge, skills and attitudes required to perform a job.

After the employee is selected, the most important part of human resource program is to impart training to the employee. Training plays a significant role in human resource development. Human resources are the life-blood of any organization. Only through trained and efficient employees, the organization can achieve its objectives.

Training is defined as “the art of increasing the knowledge and skill of an employee for doing a particular job”.

Since training involves time, effort and money by an organization, so an organization should carefully design its training program. The objectives and need for training should be clearly identified and the method or type of training should be chosen according to the needs and objectives established.

Need of Training:

Training is necessary both for existing and new employees. It increases the skill of the employees.

The need of training arises because of the following factors:

(a) Rapid Changes in Technology:

As the technology is changing at as fast pace, so employees must learn new techniques to make use of advanced technology.

(b) Frequent Accidents:

Due to increase in number of industrial accidents, an effective training program should be made for the safety of the employees.

(c) Quality Conscious Customers:

As the customers have become quality conscious, so there is need of training to employees for improving the quality of products.

(d) Increase in Productivity:

Effective training helps in increasing productivity and reduction in production costs of an organization.

(e) Supply of Trained Personnel:

Training ensures an efficient supply of trained employees at all levels of organization.

Benefits of Training :

Some of the benefits of training are:

a. Better performance of employees both in terms of quantity and quality of output.

b. Elimination of wastages which leads to reduction in cost of production.

c. Reduction in needs of supervision.

d. It helps in developing and improving the organizational culture.

e. Increase in morale of the employees.

f. Reduction in number of accidents.

g. Improvement in quality of work.

h. Reduction in machine breakdown and maintenance cost.

i. Increase in productivity which results in enhanced earnings for employees.

j. Increase in self-confidence.

k. More opportunity for growth/promotions.

(iii) Development:

It is the concept of developing the employees in an organization to meet future changes and challenges.

(iv) Career Planning and Development:

It refers to identifying one’s career goals and formulating plans of reaching them. It attempts to harmonize an individual’s career aspiration with organizational needs.

(c) Compensation :

Compensation function is concerned with securing adequate and equitable remuneration to persons for their contribution. Fixation of compensation or wage rates for different categories of employees is an important task of management. Function related to job evaluation, wage and salary administration, incentives, bonus and fringe benefits falls under this category.

Compensation is what employees receive in exchange for their contribution to the organization.

Generally, employees offer their service for three types of rewards:

b. Incentives.

c. Benefits.

Pay refers to the base wages and salaries employees normally receive. Incentives in the form of bonuses, commissions and profit sharing plans are incentives designed to encourage employees to produce results beyond normal expectations.

Benefits such as insurance, medical, recreational, retirement etc. represent a more indirect type of compensation.

So, the term compensation is a comprehensive one including pay, incentives, and benefits offered by employers for hiring the services of employees. In addi­tion to these, managers have to observe legal formalities for offering physical as well as financial security to employees. All these play an important role in any HR department efforts to obtain, maintain and retain an effective workforce.

(i) Job Evaluation:

It is the systematic determination of the value of each job in relation to other jobs in the organization.

(ii) Wage and Salary Administration:

The process of formulating and operating a suitable wage and salary program is known as wage and salary administration.

(iii) Incentives:

Incentives are the rewards an employee earns in addition to regular salary based on his performance or of the collective performance.

(iv) Bonus:

Bonus is primarily a share in the surpluses and is often directly related to the organization performance.

(v) Fringe Benefits:

Fringe benefits are monetary and non-monetary benefits including disablement benefits, housing facilities, canteen facilities, conveyance facilities, educational facilities, recreational facilities, medical and welfare facilities, post-retirement benefits, etc.

(d) Integration :

The basic objective of human resource management is to secure maximum performance from the employees in order to accomplish the objectives of an organization. This is possible through better integration between the organi­zation and its employees. The integration between the two can be achieved through three things-motivation, leadership and communication.

(e) Maintenance :

Maintenance function is basically concerned with the working conditions and welfare facilities provided to the employees. Morale and motivation of the employees is greatly influenced by these conditions. Working conditions include measures taken for health, safety and comfort of the employees. Welfare facilities include provisions of rest rooms, cafeteria, safe drinking water, education for children of employees etc.

(f) Industrial Relations :

It is the responsibility of human resource manager to maintain industrial peace in the organization. This can be done through collective bargaining, joint consultation and settlement of disputes, whenever they arise.

(g) Personnel Records :

Another function of human resource manager is to maintain the records of the employees. This is helpful in taking decisions relating to transfers and promotions, performance appraisal etc. These also help in identifying the weaknesses in the employees and the areas in which they need training.

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• Essay on Human Resource Management | HRM
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Functions of Human Resources Management: More Complex Management of People in Global Organizations Report

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Human resources management is a very important function within an organisation that involves the management and recruitment of employees in an organisation. It also encompasses the provision of direction for employees. It is imperative that the human resources manager understands these functions to retain the organisations workers besides ensuring that they perform well. As organisations become global with regard to their operation, the management of people continues to become more complex.

This essay looks at several functions of human resources management based on interviews conducted on two human resource managers from a motor vehicle service company and retailer market store. The main objective of this essay is to understand the leadership requirements in organisations by looking at the way the managers spend their time in the handling of human resources.

The first person interviewed was a line manager from both the Toyota Company. The second interviewee was a line distribution manager in a retail market store. The two managers have been employed in the companies for over one year now. Both of them are responsible for 15 and 22 employees respectively in their departments.

The departments are involved in the production and distribution of commodities and services offered by the companies. To find out the importance of the human resource in the company, a questionnaire was prepared. The questions covered the importance of communication and human resources as a whole in the company.

First of all, it was important to know what the two managers found to be most challenging about human resources management. The two managers agreed that the most challenging part in the department was maintaining proper communication among the employees. It was realised that most employees usually had difficulties in interpreting orders issued from the top management. For this reason, many issues arose in the organisations.

This situation was seen to lower the performance at both individual and organisational levels. At times, it brought about various problems associated with customer delivery. The interview also revealed that the human resource managers always tried other innovative ways of communicating to their employees. However, in this regard, managers have improvised new ways such as emailing, internal memos, and reminder notice boards to encourage the employees perform as per the organisation’s expectations.

When asked to describe human resource in their companies, the two managers responded that technology was also one of the most challenging areas in communication. Some employees were not computer literate. This situation made it difficult for the human resources department to perform their work.

It was also revealed that communication was the most vital part of the human resources management (Bennis and Thomas 134). In cases where there is a clear line of communication, managing employees became easier. In this regard, both companies had embraced new technologies as a way of improving communication.

With this state of events in put in place, the managers were also asked what distinguishes a successful human resources department. First of all, there must be a clear link between the systems in the company. The company must also have a clear vision and mission statements that ensure that all efforts in the company drive towards a common goal. All aspects of the business should be set up besides giving the employees an orientation immediately after recruitment.

Communication was also an important aspect of successful human resources management. The two managers agreed that a company must have a clear line of communication from the top to the bottom level of management. There should also be clear structures for employee motivation at all times. Workers should be rewarded for good work. Besides, methods of discipline should also be outlined. There should be room for promotion among other incentives that make employees feel appreciated (Kelly 94).

This state of events means that successful managers are those who allow people to work individually while at the same time appreciating their contributions towards the success of the company. According to Kelly, a successful manager should enable employees to utilize and develop their skills (102).

At the same time, the manager should observe the welfare of the employees to ensure low turnover rates. Communication channels were also mentioned as important areas for a successful manager. According to Bennis and Thomas, clear communication channels make the work of the human resources manager easier as employees adhere to similar regulations (134). Media such as loud speakers, internal networks, and extension lines for calling should be put in place to facilitate communication amongst the employees.

As leaders, the two managers agreed that employee motivation was an important aspect in human resources management. However, both parties held that operative enthusiasm varied from one human resource manager to the other. It is important that a human resources manager recognizes the effort of each employee with a view of rewarding them accordingly. Ways of motivating the employees included providing them with day offs, annual leaves, performance based incentives, scholarships, promotions, and salary increment among others. Lastly, the careers of the human resource managers depend on how well they treat the company’s personnel because their productivity depends on how they handle them.

Works Cited

Bennis, Warren and Robert Thomas. Leading for a Lifetime: How Defining Moments Shape Leaders of Today and Tomorrow. London: Harvard Business Review Press, 2006. Print.

Kelly, Eamonn. Werful Times: Rising to the Challenge of Our Uncertain World. New York, NY: Wharton School Publishing, 2006. Print.

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Human Resources essay samples, topics and guides

16 February, 2022

30 minutes read

Author:  Elizabeth Brown

If you study at a Management department, you will receive a Human Resources essay as a home assignment sooner or later. What is this type of task? How can you write it to impress your supervisor? Here we uncover all the fundamentals of HR writing to help you jumpstart the writing process and get a […]

If you study at a Management department, you will receive a Human Resources essay as a home assignment sooner or later. What is this type of task? How can you write it to impress your supervisor? Here we uncover all the fundamentals of HR writing to help you jumpstart the writing process and get a high grade for the academic paper.

Let’s start with a definition. A Human Resources essay is a type of academic work that approaches some subject related to managing a company’s staff, either public or private, and resolving issues arising in the process.

Thus, when you are tasked with writing an essay about HR, you can choose among various topics, such as hiring and retaining staff, resolving interpersonal conflict, organizing teamwork, and deciding on the proper staff rewards to keep them motivated and engaged. You can also choose among different approaches to analysis; it may be either a purely theoretical piece that examines various theories and methods or an applied case study considering an example of a specific company.

When you proceed to Human Resources essay writing, it’s vital to understand the principles and peculiarities distinguishing this piece of homework from other assignments you might face at the HR department. Here are the basics of competent and professional composition on HR-related topics:

• To sound competent and knowledgeable about the topic, you need to include practical examples and statistics to argue your point.
• Choose a theme to your liking and focus on something of personal interest; it will be much easier to write a paper on the topic you like.
• Study a couple of Human Resources school essay examples available online to see how others have approached this subject.

If you’re still unsure how to complete your home assignment, and the time of its submission is already coming, you can always hire a professional Human Resources essay writer from our team. We’ve here 24/7, always on standby to help you out with any academic task. Thus, you will always stay on top of the class in terms of grades and timeliness without overstretching yourself or draining your resources.

Human Resources Essay Format

Now let’s proceed to discuss the Human Resources essay format. It has some specifics to consider for the sake of meeting your professor’s expectations and getting a high grade for the assignment. First, we want to note that a Human Resources school essay has the same components as other essays possess, so you don’t need to invent the wheel when approaching this task.

All you need to do is compose an introduction of your paper, a body, and a conclusion.

H3: Introduction

In this part of your Human Resources plan essay, you need to indicate the overall topic of your study and the problem you’re going to examine. You should end this part with a detailed and concise thesis statement showing how you will approach the problem and from which angles you will explore it.

This is the central part of your Human Resources essay in which you present your arguments on a chapter-by-chapter basis. Keep in mind that every paragraph should deal with only one subject, which is typically reflected in the topic sentence. In this way, your essay will have a proper structure and will be readable.

This part of your essay should focus on summarizing the main points you’ve discussed in the paper’s body, restating the thesis statement, and drawing the readers’ attention to broader implications of the subject.

Write Human Resources essay in 5 Steps

Stumbling upon how to write a Human Resources management essay? Here is a simple algorithm that will help you cope with any assignment at hand, including HR writing:

• Study your course materials in detail to see what a professor wants from this assignment.
• Pick a topic from the list of available options based on your interest in the subject and the materials’ availability.
• Conduct in-depth research on Google and across several academic databases to identify credible, fresh literary evidence supporting your arguments and standpoint.
• Find a couple of real-life examples to illustrate your points and prove the applicability of your ideas in HR practice.
• Complete the writing piece according to all academic conventions (e.g., paragraph structure, essay format, grammar and style, originality, etc.).

Human Resources Essay Topics (250)

Choosing a topic is always the most challenging part of the essay composition process. You can’t move further until you’re clear with what to look for and in which direction to move. Thus, we’ve created a list of Human Resources essay topics to help you out and speed up your homework process:

• Does organizational success depend solely on the efficiency of HRM?
• Differences between HR management in public and private organizations.
• Personnel management and transition methods in HRM.
• Strategic HR planning: the essentials.
• HRM principles in healthcare organizations.
• Statistical methods of analysis in HRM.
• The Michigan model of HRM.
• The most significant barriers to effective HRM.
• Job evaluation techniques for HR managers.
• The HRIS technique in HRM.
• Four competencies necessary for career management.
• The variety of career planning techniques.
• The most important managerial competencies in the global HR marketplace.
• Staff competency development models of large corporations.
• Megatrends in the executive development via HRM.
• HRM and online training.
• Primary tenets of performance management practices.
• Approaches to employee recognition.
• What mentoring practices work in the period of COVID-19 distance work?
• Principles of Quality of Work Life (QWL) and HR managers’ role in staff’s work-life balance.
• How can HR managers recognize and promote charismatic leaders in the workplace?

How to Start a Human Resources Essay

Starting a Human Resources essay is not always simple, as you might have a clear plan and roadmap in mind. Otherwise, the process of working on this home task may transform into an unexpected challenge taking too much time and energy from you.

Here are some tips and recommendations from our pros on how to start an HR essay quicker:

• Find a topic that you like and know much about. This will be an excellent start for your essay writing process, as you will have enough background information at hand and will know what to look for online.
• Find a suitable Human Resources essay example in Google or your college library to see how other people have studied the subject of your interest. It may be a good idea to compare several essay samples and develop your own, authentic argumentation on that topic.
• Develop a detailed outline to guide your writing. If you have that roadmap for the whole process of composition, you won’t need to waste time consulting the prompt and double-checking whether you’re on-topic.
• Always opt for the argumentative Human Resources essay topics as they are debatable and offer a freedom of choice. You can study the available sources discussing that topic and choose your standpoint. Argumentative subjects also offer rich evidence on both sides of the debate.

As you can see, starting an HR task is not that hard. But anyway, if you don’t feel like spending another evening over books, maybe it’s time to contact our managers and get professional assistance with the assignment? You can take a rest and relax, dedicating some vital time to yourself and your needs, knowing that your HR home task is in good hands.

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The paper ‘The Recruitment, Selection and Induction Process ” is a great example of a human resources research proposal. This is a working document to focus on the purpose and structure of student essays, which reflects the intent and outlook of their research. It is quite likely and permissible that as students progress with their essays, several aspects of content, direction or emphasis of their essay will change.  It is vitally important that students keep their academic supervisor informed of any such changes – as such changes may require students to reconsider any or all of the content of this proposal form.

Section 1: Briefly describe your research topic for Essay 1

The research topic is to identify the recruitment, selection and induction process which organizations need to adopt so that they are able to determine the mechanism through which correct hiring of people takes place. The research concentrates on indentifying the basic things which need to be included in all the process and also stresses on the need of having different process based on the different needs of the organization. The research brings forward the different methods of recruitment, selection and induction process which forms part of every organization. This has helped to identify the different core factors which are part of the recruitment, selection and induction process and the manner in which business effectiveness and changes are witnessed in the hiring process. The research will help organizations to improve their recruitment, selection and induction process as it will garner a path through which different aspect will be included and will help to improve the overall mechanism of hiring people.

Section 2:  Briefly outline any frameworks, theories or models you anticipate using:

The research has looked to identify the different patterns which are globally accepted and the research is based on secondary sources. The findings from different research are bring used to find out the manner in which the recruitment, selection and induction process can be improved and changes can be made and moulded based on the different needs and requirements of the organization. The framework which has been followed is one where linkage has been developed between recruitment, selection and induction process so that one process leads to the other and provides a basis through which the different dimensions which impact the hiring process can be understood. The overall impetus of the research is thereby towards finding out the different areas and dimensions which will help to facilitate and improve the process of achieving better results and multiplying the overall effectiveness of hiring people.

Section 3:  Briefly provide the main authors and themes relevant to your topic. 

Some of the different sources which have been used and are relevant to the area of research are

Arnold, J. (2005). Work Psychology: Understanding human behaviour in the workplace 4th ed. Harlow: FT Prentice Hall.

Cable, D. & Judge, T. (2006). Person-organization fit, job choice decisions, and organizational entry. Organizational Behavior and Human Decision Processes, 67 (3), 294–311

Dipboye, R. (2002). Selection interviews: Process perspectives . Human Resource Selection (3rd ed.). Orlando, FL: Dryden Press

Hogan, R. (2001). Personality and personality measurement. In M.D. Dunnette & L.M. Hough (Eds.), Handbook of Industrial and Organizational Psychology, Vol. 2 (2nd ed.) 873–919

Ryan, A. & Schmit, M. (2003). Assessing organizational fit in employee selection. Paper presented at the 8th Annual Conference of the Society for Industrial & Organizational Psychology, San Francisco, CA

Thompson, P. and McHugh, D. (2009). Work Organizations: A critical approach , 4 th ed. Basingstoke: Palgrave Macmillan

The different themes which the different authors and work provided are related to the manner in which overall changes and dimensions are being witnessed in the hiring process. This will help to understand the core areas which the different research has identified and will help to come to a conclusive conclusion regarding the manner in which different factors and aspect has an impact on the hiring process and different things which need to be included so that the mechanism which has been adopted improves and provides a better understanding of the different business environment.

Section 4:   Identify opportunities for further study in Essay 2 and/or gaps in research understanding that will refine your research questions.

The research has been carried outlooks to provides a general perspective of the different factors and areas which needs to be included while designing the recruitment, selection and induction process. The research provides a general idea of the different things which have to be included. This provides an opportunity where future research can be carried out by looking towards an organization or an industry where a specific process of recruitment, selection and induction process is being used. This is an area that can be further researched as it will provide useful information pertaining to a particular industry or organization and will show the different dimensions and aspects which needs to be included in the recruitment, selection and induction process. This will help to understand the application of the different methods in a real organization and will provide useful impetus regarding the manner in which the organization is able to gain due to it. This will thereby help to improve the understanding and having applicability in the real organization will magnify the overall value of the research.

The paper  “Performance and Reward Management” is a comprehensive example of human resources case study. Performance management in human resources refers to a holistic process whereby many elements are brought together to successfully manage people, enabling them to meet their goals and targets. It can focus on the performance of a Company, a section, or even an employee (Armstrong 2000).

TPL has a very traditional command and control approach to management across its manufacturing function, employees are not given an opportunity to demonstrate their ability and explore their talent and potential fully. The Management has an old type of leadership known as autocratic. According to Cameron and Green (2012), he described authoritarian is a style of leadership used by leaders who want to make decisions alone, having total authority. Negotiation and consultation are highly discouraged by these leaders. Whatever they say is final. This leadership style is good for employees that need close supervision to perform certain tasks. This simply indicates the organization applying theory X whereby the management feels and assumes that there are lazy and must be supervised closely. This theory has been proven to be counter-effective in modern practice. The management of TPL needs to change its style of leadership and management and come up with a more democratic approach. This will help the Company in giving the employees confidence and therefore increase productivity (Cameron & Green 2012).

Poor performance appraisal and review process can also be witnessed in TPL, where it is done so casually biannually as a chat between a supervisor and a subordinate. TPL should improve on the way it conducts the performance appraisal and review process, all the parties should be involved by aligning performance with the strategic goals of the organization (Armstrong 2000). For example, TPL supervisors should provide more specific feedback that will help them describe the gap that exists between actual performance and what is expected of the employees.

Reward Management

Reward management in human resources also referred to as a reward system means any financial reward that an organization gives to employees in return for their labor. The reward must not only be a material reward but also non-material rewards. The financial reward consists of basic pay and any other benefit to employees.  Non- financial rewards include promotions, recognition, and personal growth (Price 2011).

TPL has a very poor reward system; the pay system is very simple that technical, senior management, and employees earn flat salaries on a single payment. There is also a yearly salary increment regardless of their performance. This pay system is very unprofessional as it forgets the core reason for working. People work to be paid and if your system does not reward employees according to the effort they make.

TPL should adopt a reward system that is linked to performance; the payment should vary depending on the quality and quantity of work done by an employee. Attention should be given to employees’ achievement or success-oriented individual bonuses (Price 2011). For example, in a sales department, the salespeople should be paid on the basis of turnover. The salesperson who moves a large stock should be rewarded more than the one who moves little stock. TPL should also seize from using a profit-related bonuses element paid shortly before Christmas. This method can easily demotivate the members of staff if no payment is to be made at the end of the year as in the case when the organization does not make any profit.

Employee turnover in TPL is really high; this is due to a poor reward system and low morale. The organization is wasting a lot of money on recruiting new employees as well as training them to be conversant with the work to be done. David McClelland’s theory of motivation involving three basic needs: achievement, power, and affiliation. When employees achieve their target they are motivated, organizations should give power to employees to make independent decisions. TPL should employ theory Z that focuses on increasing employee loyalty to the Organization when treated well (Cameron & Green 2012).

Human Resource Development

Human resource development in the area of human resources can be termed as a curriculum used to help employees develop their careers by improving personal and organizational skills, abilities, and knowledge. It includes training employees, employee career development, and mentoring when planning for succession (Joy-Matthews, Megginson & Surtees 2004).

TPL staff training in terms of how to carry out the functions of their role is generally very thorough but surprisingly many employees are injured in accidents. What could be the reason for accidents occurring despite employees’ training? The main reason is that on-the-job training is not done appropriately; the reason being that it is provided by consultants off-site which is very expensive.

TPL should make training compulsory to the entire employee workforce in all the departments and it should be done on a quarterly basis. Re-training is very important as it refreshes the employee’s minds and improves their skills in their field (Joy-Matthews, Megginson & Surtees 2004).

Equality and Diversity

Equality in human resources refers to a situation whereby employees have an equal right to employment, payment, and equal access to training and development. The organization should put in place measures that will allow equality. Diversity is a situation whereby an organization encourages a diverse workgroup helping the Company to be more effective (Cornelius 2002).

TPL claims to be an equal opportunities employer but it is ironic that people from ethnic minorities are very few in the organization. This tarnishes the organization’s name as it is an indicator of discrimination leading to inequality. Gender imbalance can also be observed in TPL, fewer women are employed in the organization and therefore a form of discrimination. TPL should come up with a policy that will encourage people of all gender, tribe, and color to be employed.

TPL does not employ people with disabilities or those who are physically challenged. This is a very serious form of discrimination. The organization should come up with policies that will allow a certain percentage of employees to be disabled. It is so unfortunate that the organization does not cater to the dietary need of its employees, there is only one locker room and the TPL canteen does not appear to cater to any variety of dietary needs.

#3 Top Paints Limited- Human Resource Development and Reward Management

The paper  “Top Paints Limited- Human Resource Development and Reward Management” is a persuasive example of human resources case study. Top Paints Limited is continuously facing problems related to human resources and the matter has complicated to such an extent that the business has witnessed loss, increase in the number of casualties, increase in staff turnover, and problems that need to be addressed at the earliest. This report identifies the problems faced by Top Paints Limited and looks towards providing alternatives to deal with those.

Top Paints Limited is facing serious issues which have complicated the manner in which business was conducted and needs to be addressed so that a solution to those can be found out as it will help the organization to perform effectively. The issues are

• Top Paints Limited looks to compensate their employees through a model which is outdated. The employees have compensated a fixed salary and the perks are defined beforehand which the employees receive at the end of the year irrespective of the performance which has reduced the efforts made by the employees
• The hierarchical model of the passing of responsibility from the top management to the bottom has restricted the employees from taking initiative in completing the task as they have to follow the ways that have been prescribed to them is another problem that is making it difficult for Top Paints Limited to sustain
• An increase in the accidents rates which are consistent and similar accidents occur shows that lack of training and awareness has made it difficult to deal with the complex issue
• The organization has a dominance of male employees and fewer females and people from the backward class highlighting the fact that despite preaching that there has to be equality and diversity in the workforce the organization has resorted to differentiation making it difficult to conduct business smoothly

Performance Management

Top Paints Limited need to look towards moving away from the traditional system where employees have compensated a fixed salary to a flexible one where the performance of the employees acts as a major force in deciding the salary. Productivity should be measured and based on it employees should be compensated.

The performance-based approach should look towards identifying the performance measures, quality measures, and objectives and look towards control monitoring so that the actual performance is gauged which will facilitate in determining a performance-based pay for its employees.

This will also help Top Paints Limited to ensure that measuring the performance based on the manner the employees have achieved their task will help to understand the manner in which the business will be able to identify the future talent and will guide the management to deal with the future requirements better and have a pool to talent which are able to carry out their responsibilities in the most efficient manner

This is an aspect that Top Paints Limited needs to consider and needs to design the compensation package in such a manner that performance acts as a major point in securing a sound compensation. This would mean moving away from the traditional system where employees have compensated a fixed salary to a flexible one where the performance of the employees acts as a major force in deciding the salary. This would mean using the performance pay approach in compensating the employees. Using Maslow’s Hierarchy of Needs theory will help to design a compensation package where the organization understand the needs and requirements of the employees and based on its look towards package

While designing the reward package special care should be given to ensure that the compensation package has both fixed and flexible pay. Further, through Maslow’s Hierarchy of Needs theory Top Paints Limited needs to look towards ensuring that intrinsic reward is provided to the employees through recognition, promotion, and other ways so that the employees are able to associate themselves with the organization. Using the Herzberg theory of motivation and hygiene will also act as a mechanism through which accidents reduce and the organization is able to gain efficiency in gaining the maximum from the employees and will help to reduce the high turnover that the business is facing and will make the employees work for longer period

Top Paints Limited needs to identify the training tools and methods which will help to reduce the number of casualties that the business is witnessing. Top Paints Limited needs to identify the training requirements both on and off the job so that the employees understand the manner in which they should deal with different situations. They should look towards a processual approach that relies less on top-down strategy as it will help to reduce accidents and ensure better working conditions

Top Paints Limited through their process of training will also be able to motivate the workforce and ensure that all employees are able to come together and work towards a common purpose. They should look towards rating scales and surveillance to ensure that the workforce is able to learn during the training and don’t repeat the mistakes again. This will help the business to ensure that the inter-personal relationship between the employees improves and they are able to work as a team.

Equality & Diversity

Top Paints Limited needs to look towards having a mix of people from different cultures and backgrounds so that they are able to demonstrate diversity in the workforce. While recruiting and selecting employees they should look towards using informal contacts, formal contacts, notice boards, advertising, and external sources so that people from all backgrounds are picked in the organization. This will make the employees feel that the organization is looking towards all and will help Top Paints Limited to find new recruits easily.

Having equality and diversity in the workforce will ensure that the employees are able to associate with the company and will help to reduce the turnover rate. Special care should be taken through monitoring which will help to reduce discrimination through stereotyping, marginalization, and invisibilization. This will thereby help Top Paints Limited to prepare properly in the manner they will deal in the future and ensure that a strategy is developed through which the business can be developed.

Recommendations

Top Paints Limited needs to look towards bringing a change in which the compensation is provided by ensuring that performance is a key in determining the manner in which the employees will be compensated. Further, steps should be taken to ensure that turnover rates and accidents are reduced by taking steps where the business is able to ensure better results. Further, Top Paints Limited needs to look towards ensuring a restructuring in the manner the business is done by ensuring equality and diversity so that the business is able to ensure a strategy where they are able to work in all direction and ensure growth for the business

Top Paints Limited needs to work on different aspects of the business so that they are able to improve the manner in which business is conducted. This will help Top Paints Limited to ensure major changes in the manner work is done and will help to reduce the number of casualties and ensure better turnover rates which will help Top Paints Limited to ensure that the business is able to earn profits over a longer period of time.

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Human Resource Management

A collective term for all formal systems to manage employees and other stakeholders within a company

What is Human Resource Management?

Human Resource Management (HRM) is a collective term for all the formal systems created to help in managing employees and other stakeholders within a company. Human resource management is tasked with three main functions, namely, the recruitment and compensation of employees, and designating work.

Ideally, the role of HRM is to find the best way to increase the productivity of an organization through its employees. Despite the ever-increasing rate of change in the corporate world, the HRM role is not likely to change in a significant way.

Until recently, a company’s HR department was categorized in the lower rungs. This is surprising considering the crucial role that this department plays in replenishing and nourishing an organization’s resources.

Principles of Human Resource Management

The HR department has transformed significantly from the task-oriented nature of administration it used to be in the 1980s. It is now viewed as a strategy-focused extension of every firm. The HR department thrives on specific principles, as highlighted below:

1. Commitment

One aspect that the HR department tries to deal with is job security. To guarantee job security, many employees know that they need to show commitment to the company and their job duties. The HR management comes in to put measures in place that ensure that staffing levels correspond to the company’s needs and that, in the process, assure employees of their long-term positions within the organization. The firm demonstrates its long-term commitment to the workers by providing regular training, performance evaluations, and goal-setting activities .

2. Competence

Competence is one of the core principles that supports a company’s growth and development. It is also an aspect that affects employees’ job satisfaction and how the company benefits society. The success of a firm depends on the competency of its employees. The HRM department tries to sustain workforce competency by providing training opportunities. It also schedules orientation programs, which provide avenues to enlighten new employees on a company’s mission and objectives.

Training and orientation are essential in improving employees’ skills, knowledge, and competency. The benefit of having a competent workforce is that it leads to the production of safe and reliable products and services that consumers can rely on. In the absence of a high level of competence, a company will be susceptible to lawsuits and legal claims resulting from the products and services that it renders.

Main Functions of Human Resource Management

1. employee recruitment.

Recruitment is the process of identifying talent gaps in a company and finding the right people to fill the roles. There are four stages in the employee recruitment process:

• Job analysis – This involves defining the various aspects of a job through job description and specification. Through job description, the HRM department identifies the tasks required for a specific job while the latter defines the requirements an individual needs to fulfill that job.
• Sourcing – This encompasses the different techniques a company employs to attract potential candidates to fill a given position. This can be achieved through internal and external advertisements.
• Screening and selection – This is the process of evaluating the candidates who apply for the job. The evaluation is performed to determine the skills, qualifications, competency, and job-related experience that potential candidates bring to the table.
• Selection of the right candidates – Once the best candidate has been selected, the next process that follows is onboarding. This is simply helping the new recruits become productive members of the company.

2. Employee Orientation

Another core function of human resource management is employee orientation. Also known as onboarding, it is the process of teaching new recruits the necessary skills, knowledge, and behaviors so that they can transition to the new company effectively.

Employee orientation is a broad process conducted by the HR department, and it’s done through different methods, including lectures, meetings, videos, mentoring, and team-building exercises. The main objective of the orientation is to provide new recruits with adequate information regarding the company’s targets, rules, policies, and activities.

3. Employee Development

Employee development refers to all the efforts for improving personal, team, and organizational effectiveness. One aspect the human resource department tackles is talent development. This involves aligning the employees’ skills with the company’s needs. In addition to hiring, training, and orienting employees, HRM should also improve their career opportunities.

Essentially, it is more economical to improve a company’s current workforce than to hire new employees in the future. So, employee development is a trade-off through which human resource management saves money by avoiding the potential costs of hiring new employees.

Human resource management refers to the process of recruiting and developing a company’s workforce. The HR department is concerned with identifying talent gaps in a company, advertising for positions, evaluating potential candidates, and hiring top talent.

Human resource management does not just handle the recruitment of new employees; it also oversees redundancy for companies that want to downsize. HR management also oversees orientation programs to introduce new employees to the company’s goals, objectives, and policies. Overall, human resource management guarantees the smooth running of employees within a company.

Related Readings

CFI is the official provider of the global Financial Modeling & Valuation Analyst (FMVA)™ certification program, designed to help anyone become a world-class financial analyst. To keep learning and advancing your career, the additional CFI resources below will be useful:

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Business Studies Grade 12

Business studies grade 12 | human resource function, human resource function.

The Human Resources function plays a crucial role in any business, and significantly impacts the quality of employees a company attracts and retains. This multifaceted function covers various disciplines and activities that are essential for achieving organizational goals. These include recruiting, hiring, onboarding, placement, salary determination, benefits, and compliance with legislation, which all further the achievement of the organization’s objectives.

The Human resource activities

Human resource activities include a broad range of essential functions within an organization, all directed towards managing and optimizing the workforce to effectively achieve organizational goals. These activities include:

1, Recruitment

Recruitment is the process used by businesses to identify specific job openings within the organization and attract suitable candidates to fill them. Businesses may choose to use either internal or external recruitment methods based on the nature and requirements of the job.

Employees are a business’s most valuable asset and effectiveness of recruitment processes influence business success. Recruitment aims to attract/source the best applicants with required skills, knowledge, qualifications, competencies, and experience to fill vacancies

Recruitment is typically a continuous process due to employees leaving for new opportunities, advancing within the company, retiring, or the emergence of new technical skill requirements. The process begins with the active search for and identification of potential candidates for job vacancies and concludes with the effective integration of the chosen candidate into the company.

The recruitment procedure

The following key steps constitute the recruitment procedure,

1, Evaluate the Job and Prepare a Job Analysis The first step in the recruitment process is for the HR manager to evaluate the job thoroughly. This involves preparing a detailed job analysis that includes both the job specification and job description. The job analysis is crucial as it helps identify the specific recruitment needs by outlining the necessary skills, qualifications, and responsibilities associated with the position. For example, for a marketing manager position, the job analysis would include responsibilities like developing marketing strategies, managing the marketing team, and analyzing market trends.

2, Indicate Job Specifications and Key Performance Areas Once the job analysis is complete, the HR manager must clearly define the job specifications and key performance areas. These details are essential to attract suitable candidates. Job specifications outline the required qualifications, experience, and skills, while key performance areas highlight the primary responsibilities and expectations for the role. For instance, for a marketing manager role, the job specification might include a bachelor’s degree in marketing, 5 years of experience in a similar position, and strong leadership and analytical skills.

3, Choose the Method of Recruitment The HR manager must then decide on the method of recruitment to be used, choosing between internal and external recruitment. This decision is based on where the most suitable applicants are likely to be found. Internal recruitment can save time and resources, while external recruitment can bring in fresh talent and new perspectives. For example, if the company has a strong internal talent pool, internal recruitment via job postings or employee referrals might be the preferred method.

4, Select Recruitment Sources If the decision is made to pursue external recruitment, the HR manager must select appropriate recruitment sources. These sources can include recruitment agencies, tertiary institutions, newspapers, and electronic media. The choice of sources should align with the target audience to ensure that the job posting reaches the most qualified candidates.

5, Internal Advertisement of Vacancies Before resorting to external recruitment, it is important to advertise the vacancies internally. This can be done through various internal communication channels such as internal email, word of mouth, posters, and office notice boards. Internal advertisements give current employees the opportunity to apply for the position, which can be beneficial for morale and career development within the company.

6, Consider External Recruitment if Necessary If internal recruitment efforts do not yield suitable candidates, external recruitment should be considered. This step ensures that all possible avenues are explored to find the best fit for the job, especially when internal options have been exhausted.

7, Prepare the Advertisement Once the recruitment method and sources are determined, the HR manager should prepare a comprehensive advertisement. This advertisement must include all relevant information such as the name of the company, contact details, and the contact person. A well-prepared advertisement is essential for attracting the right candidates.

8, Place the Advertisement The final step is to place the advertisement in the selected media channels. This strategic placement ensures that the job posting reaches the intended audience and attracts the best possible candidates. Whether through newspapers, online job portals, or social media, the aim is to maximize the visibility of the job advertisement to find the ideal candidate for the position.

Job Analysis

What is Job Analysis?

Job analysis is a tool used by the human resources (HR) function to gather and evaluate information about a business’s workforce. This process helps to ensure that the right person is recruited and placed in the right job, thereby aligning employee skills and capabilities with the specific needs of the organization.

A job analysis consists of a job description and a job specification. It is crucial for the employer to have a clear understanding of the type of work a potential employee is expected to perform in order to create a suitable job description and job specification.

Business functions and the activities of the business.

The differences between a job description and job specification

The differences between a job description and job specification are as follows

1, A job description outlines the duties and responsibilities of a specific job, whereas a job specification details the minimum personal qualities, skills, and qualifications required for the job.

2, A job description provides a written summary of the job and its requirements, detailing the nature and type of the job. In contrast, a job specification outlines the specific qualifications, skills, and experience required for the job.

3, A job description outlines the key performance areas of a specific role, including the job title, duties, working conditions, location of the workplace, and the job’s relationship with other positions within the company. on the other hand, a job specification details the essential requirements needed by the person who will fill the role, such as formal qualifications, willingness to travel, and availability to work unusual hours.

Methods of recruitment There are two primary methods of recruitment that a business may employ, namely internal and external recruitment and the choice of recruitment method is dictated by the nature of the job and its specific requirements.

Internal recruitment Internal recruitment is the process of sourcing from a company’s current workforce for open roles within the organization.

Sources of internal recruitment

Below are the most common sources of internal recruitment:

1, Internal Emails/Intranet/Websites to Staff This method involves sending out emails, posting on the company intranet, or advertising job openings on internal websites to notify current employees about available positions. It ensures that all employees are informed about new opportunities within the organization.

2, Word of Mouth This approach relies on informal communication among colleagues or managers to spread the word about job opportunities within the company. It leverages personal networks and direct conversations to disseminate information about open roles.

3, Business Newsletters/Circulars to Staff This strategy includes job openings and opportunities in regular newsletters or circulars sent to employees. By incorporating job announcements in these communications, the company keeps staff updated on available positions as part of their routine informational materials.

4, Internal/Management Referrals This technique encourages current employees or managers to refer potential candidates from within their networks or among acquaintances. Referrals often come from trusted sources, potentially leading to higher quality candidates.

5, Office Notice Boards This practice involves posting physical notices or job advertisements on bulletin boards within the office premises. It provides a visible and accessible way for employees to learn about new job opportunities while moving around the workplace.

6, Internal Bulletins This method uses internal communication platforms to publish announcements or updates regarding job openings. Bulletins can be regularly updated and are typically accessible to all employees, ensuring timely dissemination of information.

7, Recommendation of Current Employees This tactic is similar to referrals, where current employees may recommend or endorse their peers for open positions. It relies on employees’ knowledge of their colleagues’ skills and suitability for specific roles.

8, Headhunting within the Business/Organizational Database This method involves actively seeking out potential candidates within the company’s existing talent pool or employee database, which may include qualified individuals who haven’t necessarily applied for a specific role.

The Impact of Internal Recruitment

Positives/Advantages

1, Promotion and Transfer of Existing Employees The business recruits existing employees through promotions and transfers, providing a clear career progression path and retaining valuable talent within the organization.

2, Motivation Through Promotion Opportunities for promotion serve as a reward for good work, motivating current employees to perform at their best, knowing that their efforts can lead to career advancement.

3, Retention of Reliable Staff Reliable and key staff members are retained when they are promoted or transferred within the business, ensuring that their experience and institutional knowledge continue to benefit the organization.

4, Increased Staff Morale and Productivity Staff morale and productivity increase when suitable staff members are promoted regularly. Recognizing and advancing internal talent fosters a positive work environment and encourages employees to stay engaged and committed.

5, Understanding of Business Operations Current employees already understand the operations and functions of the business, reducing the learning curve and increasing efficiency when they transition into new roles.

6, Knowledge of Candidate’s Personality and Abilities The business is already familiar with the personality, strengths, and weaknesses of internal candidates, allowing for more informed and confident hiring decisions.

7, Faster and Less Expensive Recruitment Process The recruitment process is faster and less expensive when candidates are known to the business. There is no need for extensive advertising, and the vetting process is streamlined, reducing overall hiring costs and time.

Disadvantages of internal recruitment

The following disadvantages may be experienced when a business recruits internally.

1, Internal recruitment may limit idea generation Current employees may not bring new ideas into the business, leading to a limited influx of fresh perspectives and innovative thinking.

2, This method can cause resentment among employees Promoting a current employee may cause resentment among existing or other employees, potentially creating tension and dissatisfaction within the team.

3, Internal recruitment has a limited pool of applicants The number of applicants is limited to current staff only, which may restrict the business from finding the best possible candidate for the position.

4, This method may lead to promoting unqualified employees Employees who do not have the required skills for the new job may be promoted, which can result in inefficiencies and performance issues in the new role.

5, Internal recruitment can be costly and time-consuming Current employees may need to be trained or developed before they can be promoted, which can be both expensive and time-consuming for the business.

6, This method can demotivate employees who are not promoted Employees who are not promoted may feel demotivated, which may hamper productivity and reduce overall morale within the organization.

External recruitment.

External recruitment refers to the process of hiring individuals from outside an organization.

Sources of external recruitment.

• Traditional Print Media Businesses can utilize traditional print media like newspapers, flyers, and magazines to reach a wide audience, effectively targeting diverse demographics.
• Electronic Media Platforms They can also make use of electronic media platforms such as radio and TV to broadcast job openings to a large audience, enabling them to attract candidates from various backgrounds.
• Social Media and Online Job Boards Another approach is to leverage social media, social networks, internet job boards, and business websites to reach a vast online audience. These platforms offer targeted advertising options and facilitate interactions with potential candidates.
• Recruitment Agencies and Staffing Firms Businesses can partner with recruitment agencies or staffing firms to access their extensive candidate databases and benefit from their expertise in sourcing and screening applicants.
• Walk-in Applicants They may also consider accepting walk-in applicants who directly approach seeking job opportunities, allowing for spontaneous interactions and immediate assessments of potential candidates.
• Headhunters and Executive Search Firms Engaging headhunters or executive search firms to actively seek out and recruit highly qualified candidates, often from competitor organizations or specific industries, is another option.
• Professional Associations Connecting with professional associations relevant to the industry or job role to access their networks and advertise job openings to qualified professionals is also a viable strategy.
• Networking Networking with industry professionals, colleagues, and acquaintances can help spread the word about job opportunities and attract potential candidates through referrals.
• Educational Institutions and Training Centers Collaborating with educational institutions and training centers to target students, graduates, and professionals seeking career advancement opportunities is another effective method.
• Posters and Billboards Lastly, businesses can use posters and billboards placed just outside the business premises to attract the attention of passersby and potential candidates in the local area. These visual displays serve as effective marketing tools to promote job openings.

The impact of external recruitment

Positives or advantages of external recruitment.

A business may experience the following advantages when it decides to recruit externally

1, New talents, ideas, experiences, skills, and knowledge: External recruitment broadens the talent pool by bringing in individuals who offer fresh perspectives and skills. For instance, a marketing firm may hire a candidate from a different industry who can introduce innovative strategies learned from their previous experiences.

2, Meeting affirmative action/EEA and BBBEE targets: External recruitment can assist businesses in meeting diversity and inclusion goals mandated by affirmative action, Equal Employment Opportunity Act (EEA), or Broad-Based Black Economic Empowerment (BBBEE) regulations. For example, a company aiming to increase its representation of minority groups may actively recruit candidates from those communities.

3, Larger pool of candidates: By looking beyond internal resources, businesses have access to a broader range of candidates with varying backgrounds and experiences. This increases the likelihood of finding the ideal candidate for the role.

4, Acquiring suitable candidates with required skills/qualifications: External recruitment allows companies to find candidates who possess the specific skills, qualifications, competencies, and experiences needed for the role. This reduces the need for extensive training or development programs, thus lowering associated costs. For instance, a technology company may recruit an experienced software engineer who already possesses the necessary coding skills, saving time and resources on training.

5, Minimization of unhappiness/conflict among current employees: External recruitment can prevent internal conflicts that may arise when promoting from within. By hiring externally, the organization avoids potential resentment among existing employees who may have applied for the position but were not selected. This maintains a harmonious work environment and preserves morale.

6, Enhanced efficiency and productivity: When the new hire effectively contributes to the organization, it leads to increased efficiency and productivity. For instance, a manufacturing company may recruit an operations manager with a track record of optimizing production processes, resulting in streamlined operations and higher output.

Negatives or disadvantages of external recruitment

A business may experience the following disadvantages when it decides to recruit externally

1, High Costs associated with external sources: Utilizing external sources for recruitment, such as recruitment agencies or advertisements in newspapers and magazines, can incur significant expenses. For example, recruitment agencies typically charge fees based on a percentage of the candidate’s salary, adding to the overall recruitment costs.

2, Risk of selecting ineffective candidates: Despite thorough selection processes, there’s always a chance of hiring an ineffective or incompetent candidate. This can happen due to factors such as poor interview techniques or insufficient assessment methods, leading to mismatches between the candidate’s skills and the job requirements.

3, Reliability of information on CVs/referees: Information provided on CVs or by referees may not always be accurate or reliable. Candidates may exaggerate their qualifications or experience, or referees might provide biased or incomplete assessments, making it challenging for recruiters to make informed decisions.

4, Increased time and expense due to background checks: External recruitment often requires extensive background checks to verify candidates’ credentials and ensure they meet the organization’s standards. This process adds to the time and cost involved in recruitment, prolonging the hiring timeline and increasing expenses.

5, Longer adjustment period for new hires: External hires typically require more time to acclimate to a new work environment compared to internal promotions. This adjustment period can impact productivity and may delay the new hire’s ability to fully contribute to the organization.

6, Need for in-service training: External hires may require additional training to familiarize themselves with the organization’s processes, systems, and culture. This training period can temporarily decrease productivity and increase training costs for the business.

7, High volume of unsuitable applications: External job postings often attract a large number of applicants, many of whom may not meet the required qualifications or fit the organizational culture. Sorting through these unsuitable applications can be time-consuming and may slow down the selection process, delaying the hiring of suitable candidates.

Selection is a crucial process for the efficient operation of any business. It aids in choosing the most suitable candidate for a position based on job analysis. Implementing effective and accurate selection procedures ensures that a business can recruit the most competent candidates. On the other hand, improper application of these procedures can result in the squandering of valuable resources, such as finances and time, thereby limiting the business to attain its organizational objectives.

What is selection?

Selection is the process of choosing a qualified candidate or applicant for an available position based on the requirements determined by job analysis.

The Selection Procedure:

The following are the steps of the selection procedure

• Establish Fair Assessment Criteria:

Before beginning the selection process, it’s crucial to define clear and fair assessment criteria. These criteria should directly align with the job requirements and essential skills needed for successful performance in the role. By establishing transparent and objective criteria upfront, the selection process becomes more standardized and ensures equal opportunities for all applicants.

• Use the assessment criteria to assess all CVs/application forms received

Once the assessment criteria are in place, the next step is to conduct a preliminary screening of all received CVs and application forms. This involves evaluating each applicant’s qualifications, experiences, and suitability for the position based on the established criteria. Preliminary screening helps to narrow down the pool of applicants and identify those who are most likely to meet the job requirements.

• Document Verification:

To maintain the integrity of the selection process, it’s essential to verify the authenticity of the documents submitted by applicants. This includes checking for any forged certificates, degrees, or achievements. Document verification ensures that only genuine and qualified candidates progress further in the selection process.

• Make a preliminary list of all applicants who qualify for the post.

After completing the initial screening and document verification process, a preliminary list of qualified applicants is compiled. These are the candidates who have successfully met the established assessment criteria and passed the initial screening stages. This stage marks the transition from reviewing applications to assessing candidates for further consideration.

• Reference Check:

To gain additional insights into the candidates’ backgrounds and suitability for the role, reference checks are conducted. This may involve contacting previous employers, checking criminal records, assessing credit history, and reviewing social media presence. Reference checks help verify the information provided by candidates and ensure that potential red flags are identified before proceeding further in the selection process.

• Preliminary Interviews:

Preliminary interviews are conducted to further assess the suitability of candidates for the position. These interviews provide an opportunity to evaluate candidates’ communication skills, personality traits, and alignment with the company culture. Preliminary interviews help to identify top candidates who will be invited for the next stage of the selection process.

• Notification:

After completing the preliminary stages of the selection process, all applicants are informed about the outcome of their application. This includes notifying both successful candidates who qualify for further consideration and unsuccessful candidates who will not proceed to the next stage. Providing timely and transparent feedback to all applicants maintains a positive candidate experience and upholds the organization’s reputation.

• Shortlisting:

Based on the assessment of preliminary interviews and application materials, a shortlist of approximately five candidates is compiled. These are the candidates who have demonstrated the strongest potential to excel in the role based on their qualifications and performance in the initial stages of the selection process.

• Interview Invitation:

Shortlisted candidates are invited to participate in further interviews, which may be conducted in-person or virtually. Interview invitations include details about the interview format, schedule, and any additional information candidates need to prepare. Inviting shortlisted candidates for interviews marks a critical stage in the selection process, where final assessments are made to determine the best fit for the role.

• Selection Tests:

In addition to interviews, shortlisted candidates may be required to undergo various selection tests, such as skills assessments or psychometric tests. These tests provide objective measures of candidates’ abilities and help assess their suitability for the role based on specific job-related criteria. Selection tests complement the interview process and provide valuable insights into candidates’ capabilities and potential for success in the position.

Once the selection process is complete, a written offer is extended to the selected candidate(s). The offer includes details about the position, compensation package, benefits, and any other relevant terms and conditions of employment. Extending a written offer marks the final stage of the selection process, where the chosen candidate is formally welcomed to the organization and begins the onboarding process.

Option two of the Selection Process.

The selection process may also be carried out using this option, which is shorter and consists of the following steps.

• Receive Documentation:

The first step in this selection process is to collect all relevant documentation from applicants, such as application forms and CV’s. This documentation is then sorted according to the specific criteria of the job. Sorting applications at this early stage ensures that only candidates who meet the minimum requirements proceed further in the selection process, making it more efficient and manageable.

• Evaluate CV’s and Create a Shortlist:

Once the applications are sorted, the next step is to evaluate the CV’s in detail. This involves assessing each candidate’s qualifications, experience, and skills in relation to the job criteria. Based on this evaluation, a shortlist of the most promising candidates is created. Screening applicants in this way helps to focus on those who are most likely to succeed in the role.

• Check Information and Contact References:

After shortlisting candidates, it’s essential to verify the information provided in their CV’s. This includes contacting references to confirm previous employment details, roles, responsibilities, and achievements. Reference checks provide an additional layer of validation, ensuring that the candidates’ claims are accurate and reliable.

• Conduct Preliminary Interviews:

Preliminary interviews are then conducted with the shortlisted candidates. The purpose of these interviews is to identify applicants who, despite meeting the basic job requirements, may not be suitable for the role. This stage helps to filter out candidates who may not fit well with the company culture or who may not have the necessary soft skills or attitudes.

• Assess/Test Senior Position Candidates:

For candidates applying for senior positions, additional assessments or tests may be required. These assessments could include leadership evaluations, strategic thinking exercises, or other role-specific tests. The goal is to ensure that the best candidate is chosen for these critical roles, as they have a significant impact on the organization.

• Conduct Interviews with Shortlisted Candidates:

Next, formal interviews are conducted with the remaining shortlisted candidates. These interviews provide a deeper insight into the candidates’ abilities, motivations, and fit for the company. This stage is crucial for making final decisions, as it allows the hiring team to explore candidates’ experiences and skills in more detail.

• Make a Written Employment Offer:

Finally, a written employment offer is made to the selected candidate or candidates. The offer includes all necessary details about the position, such as salary, benefits, start date, and any other terms of employment. Making a formal offer marks the conclusion of the selection process, transitioning the candidate from the recruitment phase to the onboarding phase.

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