Week 5 Assign Granth

Strategic Human Resources Management – Week #5 Lecture 1

Staffing and Training

Staffing is a key strategic HR activity which significantly impacts organizational profitability. Recruitment and selection issues are discussed, including interviewing, testing and references. The outsourcing of staffing functions can present both benefits and costs to an organization, and must be analyzed appropriately before implementing. International assignments, as well as diversity issues, are becoming more important in managing the staffing function (Mello, 2015). Before a manager can staff a position, he or she must decide whether or not the position will be temporary or permanent. Temporary employees who are obtained from an agency normally cost more per hour, have no benefits, and are not paid if there’s no work to complete. On the contrary, permanent employees have a lot of benefits, which costs the organization more in the long run. Many businesses outsource because it reduces cost for the business by using contractors instead of part-time or full-time employees. By doing this, the business does not have to pay for benefits or compensation, and they are also not liable for any accidents on the job.

Methods of recruiting include:

·       Informally or formally

·       Internally or externally

·       Targeted advertising in selected media

·       Recruiting on Internet

·       Outsourcing to staffing agencies

·       Private Industry Councils (PICs)

·       Executive search firms

·       On-campus recruiting (Mello, 2015)

 

Individual Development Plan (IDP)

Individual development plans (IDP) are part of an employee’s growth and professional development. It is recommended that managers encourage employees to update their annual (IDP) to include the courses the employees need in order to grow professionally, which gives the employees an opportunity to set milestones and career goals. Minter and Thomas (2000) found employees whose management does not allow them to participate in real-time opportunities for solving problems and making decisions view their management support to their career attainment as artificial. Using career development programs can provide an effective means for leadership to develop the workforce and support employee career goals. Employees should be involved in keeping current their IDP because it outlines and identifies the necessary trainings for success and career progression.

Training

Training and development represent the ongoing investment in employees as assets with initiatives designed to increase that value through employees acquiring knowledge and skills (employee training), as well as through learning with a more long term approach to employee careers and the organizational strategy (employee development). Organizations now largely favor the term “learning” over training, because learning implies continual growth and development, emphasizing results rather than process (Mello, 2015). Employee training and development play a role in developing skills and increasing worker value to the organization. From new-employee training, known as "on-boarding," to classes on selling, safety, new company initiatives and customer service, HR conducts, evaluates and maintains attendance records on training programs. It is the role of the HR office to choose the format (video, webcast, role-playing, and lectures), location, vendors and speakers to meet objectives and budget restrictions. Employee development is a critical component of success for growth within an organization because it gives the employee opportunities acquire additional knowledge and skills, and shows the employee that the organization is willing to invest in his or her future.

Organizations that invest in employee training and development also retain qualitied and knowledgeable employees. McNamara (2006) states ―Effective management development programs help students (learners) take a system‘s view of their organizations, including review of how major functions affect each other. Assignments include recognizing and addressing effects of one action on their entire organization‖ (para. 5). An effective training program must include practical applications and follow-up techniques that build proper habits, and be a part of the strategic planning process. According to Aalbregtse (2007), a blended learning approach has to be a well-coordinated training program consisting of: (a) enabled knowledge – documents, articles, notes, and technical expertise; (b) enabled distance learning – training modules, video conferences, and Webcasts (c) enabled collaboration – interactive peer-to-peer learning; (d) team-based simulation – computer simulations; and (e) customized programs and workshops (McElroy, 2003; Senge, 2006). Byrd (2006) explained, “trained and educated employees are better able to communicate with management. They ask thoughtful questions.

They make informed decisions for improved work performance” (p. 7). Employees can access training through various methods within the organization. The first is to review his/her job description and individual development plan to determine if the position and the employee require a specialized training or certification that must be attained within a certain time frame of being in the position. The employee can also work with his/her manager or take the responsibility of finding training for him/her. This process gives the employee the responsibility of limiting themselves to certain trainings, but also acquiring knowledge in other fields. Many organizations coordinate training through their HR office, or based on the topic, their Employee Assistance Program office.

References

Aalbregtse, J. (2007, June). The graying of an industry. ICIS Chemical Business Americas, 271(2), 24-25.

Byrd, D. (2006). Organizational agility: Ongoing employee education is key. American Society for Quality, 2(2), 7-9.

McElroy, M. W. (2003). The new knowledge management: Complexity, learning, and sustainable innovation. Burlington, MA: Butterworth Heinemann.

McNamara, C. (2006). Historical and contemporary theories of management. Retrieved from http://managementhelp.org/management/theories.htm

Mello, J.A. (2015). Strategic human resource management. (4th Ed). Cengage Learning

Minter, R. L. & Thomas, E. G. (2000). Employee development through coaching, mentoring and counseling: A multidimensional approach. Review of Business, 21(1/2): 43-47.

Senge, P. M. (2006). The fifth discipline: The art & practice of the learning organization. New York, NY: Doubleday.