The processes of Human Resource

Management in Red Creatic

Associate Degree HRM

Date: 19 Oct 2022
Abstract

Human resources may be defined as the total knowledge, skills, creative abilities, talents,
and aptitudes of an organization’s workforce, as well as the values, attitudes, approaches,
and beliefs of the individuals involved in the affairs of the organization. It is the sum or
aggregate of inherent abilities, acquired knowledge and skills represented by the talents
and aptitudes of the persons employed in the organization.
The purpose of this report was to discover and compile information regarding The
processes of Human Resource Management in Red Creatic. This report was carried out for
the HRM Bachelor’s degree, at The Male’ Business School, to help understand and analyze
Red Creatic, current policies of HR and the significance of implementing HR practices and
policies. It has made me understand the importance of Human resource planning and how
it should be implemented.
Table of Contents
Abstract....................................................................................................................................2
Executive Summary.................................................................................................................4
Introduction..............................................................................................................................5
Human Resource Management: Defined............................................................................5
Introduction of Red Creatic..................................................................................................6
1.1 - Personal Management Vs Human Resource Management.......................................7
Differences between Personal Management Vs Human Resource Management..............7
1.2 Role and responsibilities of line managers in HRM.......................................................8
Line managers in HRM........................................................................................................8
Red Creatic Line manager...................................................................................................9
2.2 HR planning in organizations..........................................................................................10
HRP: Definition..................................................................................................................10
HRP at Red Cretic.............................................................................................................11
2.2 Stages involved in HRP requirement..............................................................................12
References............................................................................................................................14
Executive Summary

This article will provide key HRM decisions made at Red Creatic and how it has served the
company and an academic look into the process of HRM and how it can suggest ways to
improve the current practices and policies at Red Creatic.
Introduction
Human Resource Management: Defined
Resource, in its organizational context, is defined as ‘anything that could be thought of as a
strength or weakness of a given firm’ including tangible and intangible assets (Wernerfelt,
1984). There are three main organizational resources: human resources, financial
resources, and technological resources. The term human resource management has been
subject to considerable scrutiny and its philosophy and character has been the focus of
continuous debate, and a widely accepted definition does not exist, however, below are
some definitions of HRM from its early years to date which can be useful in capturing a
glimpse of its philosophy and use.
The purpose of HRM is to ensure that the employees of an organization are used in such a
way that the employer obtains the greatest possible benefit from their abilities and the
employees obtain both material and psychological rewards from their work (Graham, 1978).
“HRM is a distinctive approach to employment management which seeks to achieve
competitive advantage through the strategic deployment of a highly committed and capable
workforce, using an array of cultural, structural and personnel techniques.” (Storey, 1995).
The concept of Human resources is multidimensional in nature. From the national point of
view, human resources may be defined as the knowledge, skills, creative abilities, talents,
and aptitudes obtained in the population; whereas from the viewpoint of the individual
enterprise, they represent the total of the inherent abilities, acquired knowledge and skills
as exemplified in the talents and aptitudes of its employees.
In other words, HRM is concerned with getting better results with the collaboration of
people. It is an integral but distinctive part of management, concerned with people at work
and their relationships within the enterprise. HRM helps in attaining maximum individual
development, desirable working relationship between employees and employers,
employees and employees, and effective modeling of human resources as contrasted with
physical resources. It is the recruitment, selection, development, utilization, compensation
and motivation of human resources by the organization.
Introduction of Red Creatic
Red Creatic is an SME business that started as from photocopy servicing in 2016 and now
expanded into Large Format printing and production in 2018. Today it is still establishing its
place in the market while taking on the hurdles. In 2016, RED LLP was set up as a startup
partnership and has since acquired high-end machinery and professional tools to cater to
the Maldivian market.
Today they are a well sought out brand and can challenge large printing and production
companies such as Novelty, M7 print and Metal signs. The owner of the company is
Mr.Mohamed Yashfau one of the youngest CEOs in Maldives, who has the vision for the
Red Creatic, to be the first-choice printing and signage company across the nation, by
helping turn their customer’s ideas into printed reality by assuring affordable and quality
productions.
Their mission is to consistently observe the market gaps for ways to fulfill people’s artistic
needs by creating innovations to gratify them with a total quality management service. With
this ideology, they accommodate the most important needs of today’s modern Maldivian
society.
Red Creatic work as a team to support each department as there are limited staff. They
have a CEO, General Manager and Production Manager as the senior Management team.

Figure 1 - Red Creatic Organization Chart

1.1 Personal Management Vs Human Resource Management

The major difference between personnel management vs. human resource management is
that personnel management is the traditional approach and human resource management
the modern approach toward managing people in an enterprise.
Comparing personnel management vs. human resource management, personnel
management is a predominantly administrative record-keeping function that aims to
establish and maintain equitable terms and conditions of employment, whereas human re-
source management integrates the traditional personnel management functions to
corporate goals and strategies, and performs additional people centered organizational
developmental activities.
Significant differences exist between personnel management and human resource
management in terms of scope, approach, and application.

Differences between Personal Management Vs Human Resource

Management

Dimension Personal Human Resource

Management Management
Contract Written contract Beyond contracts

Rules Importance of Impatience with rule

organizing

Behavior norms Customs & practices Values / mission

Managerial task with Monitoring Sustaining

respect to labor
Key relations Labor Management Customer relations

Speed of Decision slow Fast

Job Design Division of labor Teamwork
Training & Development Controlled access Learning organizations
Conflict Handling Temporary Solutions Manage climate and
culture
1.2 Role and responsibilities of line managers in HRM

Line managers in HRM

The first level of management above the front-line employees is line manager. They are
responsible for their division or area of the company. They oversee and assess each
employee's contribution, performance, and development when managing one or more
employees. Line managers communicate and disseminate information between senior
leaders, HR, and employees. They are the initial point of contact for their direct reports.
They also have project organization responsibilities. From team leader through supervisor
to the first tier of middle management, it is a logical progression. Only those workers who
are one level below them in the organizational structure are cared for by them.

Key role and responsibilities of a Line Managers include but is not limited to

 Daily employee Duty management

 Managing operational costs
 Providing technical expertise
 Allocating work and rotas
 Monitoring work and checking quality
 Dealing with customers/clients
 Measuring operational performance
 Developing employees’ skills
Red Creatic Line manager

At Red Creatic the Line manager is the General Manager of the company. He is
responsible for all the daily operations of the company. This includes all the functions of
HR, procurement, finance management, daily accounting, and quality assurance of the
entire operation. To help in this enormous task he utilizes the managers of each department
and creates a cohesive and efficient team under the guidance of CEO.
The daily monitoring of the operation is done on cloud-based software. This allows all the
employees to coordinate in real time such as, connecting all the customer requests, to the
design and production team. Additionally, all the accounting is also done on a cloud-based
version of QuickBooks and this is managed by GM.
The General Manager therefore is responsible for developing systems, handling information
and reporting. He is expected to balance that with people management too. As first-line
manager he does the following

 Report on employee performance and evaluation to Management

 Communicate objectives and daily goals
 Conduct annual reviews
 Conduct interviews, hire and fire
 Guide staff through disciplinary
 Lead meetings and one-on-ones
 Identify knowledge gaps and arrange training
 Coach and mentor
 Recruit, induct and settle new staff in
 Maintain and evaluate processes
 Communicate changes from CEO
 Communicate mission, vision and values

Figure 2 - Some products made by Red Creatic

2.2 HR planning in organizations

HRP: Definition
According to Schuler, personnel and HRP are involved with forecasting human resource
needs for the organization planning the step necessary to meet those needs (S. Schuler,
1981). Employment planning is the process of determining organizations human resources
(DeCenzo & Robbins, 2010).
Human Resource Planning (HRP) is forecasting the organization's future requirements for
labor, skills, and competences & planning to meet them through plans for recruitment,
employment, development & retention. HR planning is essential as it helps to reduce
turnover (DeCenzo & Robbins, 2010).
HRP requires that an estimate of the present and future needs of the organization should
be compared with the available manpower and future predicted manpower. Appropriate
steps are then taken to bring demand and supply into balance (Goddard, 2022). The
outcome of this planning is a well 'thought out' and logical manpower demand plan for
varying dates in the future which can then be compared with the crude manpower supply
schedules. The comparisons will then indicate what steps should be taken to achieve a
balance (Horwitz & Budhwar, 2015).
HRP at Red Cretic

Finding competent and skilled employees Maldivians in the production and printing
business is very challenging. One of the main reasons for this is the equipment and tools
used in this field cannot be taught in schools or universities, the main way to learn these
skills is from experience. As large-scale production equipment is owned by a handful of
companies in Maldives such labors are a rare and if competent companies bend over their
back to hire and retain them. Therefore, the only practical way to employee such skilled
workers is either by foreign labor or recruiting and training them. The latter option is very
challenging and those that are trained leave the company once they acquire enough
experience to larger organization as compensation is better (Yashfau, 2022).
Therefore, to develop the skills, experience and competency of employees and retain them
the key strategy is HRP. Proper HRP will increase the probability of keeping such
employees in the company roaster (Goddard, 2022). In essence, organizational strategy
and human resource planning are joined at the hip. Delivering business strategy requires
having the appropriate people resources in the appropriate place for the work at hand.
After a pleasant interview and onboarding process, candidates for a position will form a
favorable opinion of the organization and the position they are seeking for. The opposite is
also true; a bad interview experience will make them think less favorably than they did
before about the organization and the job they're seeking for (Dimovski, 2022).
Moving forward, human resource planners will not only have to face the adoption of new
digital processes and technologies, but they will also have to accommodate new methods
of doing business, and new realities such as the ongoing COVID-19 pandemic, with its
movement restrictions and emphasis on remote working and collaboration. They will likely
have to develop new methodologies for nurturing and retaining existing skills and cast a
broader net in discovering new talent (Goddard, 2022). This is very true for Red Creatic as
they have essential one key employee (General Manager), to ensure all the aspects of HRP
in addition to daily operations and many other responsibilities.
2.2 Stages involved in HRP requirement

Human resource planners must have a thorough awareness of their firm, be able to
estimate labor needs, and have a comprehensive understanding of numerous other issues
and factors. According to smartsheet.com, there are seven key steps in the planning
process, which may be applied in terms of their relevance to the circumstances of a specific
enterprise (Simon, 2021).
Rapid technology advancement, ongoing product innovation, economic globalization, and
generational and cultural transitions are all becoming more prevalent in our environment.
As a result, company concepts and products are living shorter lives. Businesses must
change. Human capital effectively adjusts to this new reality more so than physical or
monetary capital. A company's human capital is simultaneously at the greatest risk of
depreciation or obsolescence, and if it wants to continue and prosper, it can't afford to take
that chance (Simon, 2021).

Stages Explanation

Step One: Analyze A key component of a successful human resources plan is the
the objectives of alignment of HR practices with strategic goals. In a perfect world,
your organization human resources management collaborates closely with other
senior managers to establish a clear grasp of overall objectives
before concentrating on the human capital required to achieve
those objectives.

The HRP must cover every aspect of the business, including

product development, sales, and expansion strategies.

Step Two: Make an Use of an updated human resource information storage (HRIS)
inventory of system, to assess the number of employees the company
current human presently have, as well as their qualifications, performance, and
resources future potential.

Once this has been identified the positions that need to be filled
considering forecast, this will evaluate whether they company
 have enough internal candidates to meet the position needs or if
the company need to turn to outside resources or employ other
strategies to increase staff.
Step Three: Forecasting the demand for human resources entails determining
Forecast your HR the quantity and quality of future employees with an eye toward
demand the company's long-term strategic plan.

The most important and challenging aspect of human resource

planning is demand forecasting. It is difficult for numerous
reasons, but it is made more difficult by the fact that there are no
surefire ways to complete it.

Step Four: Once company forecasting is complete, it will show what the future
Determine the demands of the company are and whether the company need to
number and extent engage outside personnel full- or part-time or as contractors to fill
of skills gaps them. If the company have the proper quantity of workers but they
lack the necessary abilities, the company can use training and
development to fill the skills gaps or the company could need to
reassign them to different positions.
Step Five: Draw up Finding firm surpluses or deficits is crucial to the human resource
an action plan plan. The company must decide whether they need to start hiring
or training new employees, make a transition, or create
procedures for voluntary retirement and redeployment in the event
of a surplus. Include important planning considerations and
priorities in the plan.
Step Six: Integrate The hardest part of any human resources strategy is this. The
and implement the company frequently spends time and resources developing plans
plan that are never implemented. The idea needs to be accepted, buy-
in must be given, and the organization must be brought on board.
By implementing parts of the plan gradually, the company hecan
overcome any potential employee resistance to the process and
assist staff in adjusting to the changes.
Step Seven: Maintaining strict progress tracking makes it easier to spot
Monitoring, problems with the plan and keeps from making rash changes. To
measurement, and maintain fidelity, it is crucial to assess how the plan is being
feedback carried out in comparison to activities.

The human resource strategy is a dynamic document that adapts

to changing conditions. The organization will continue to work
towards its stated strategic goals through ongoing measurement,
reporting, and continuous improvement initiatives.
HRP requirements of Red Creatic

Stages Explanation

Step One: Analyze To begin the HRP of, the management need to identify the key
the objectives of objectives of the company and create a strategic human resource
your organization plan.
The HR Strategic Plan Template (appendix 1) can be filled in to
identify the Red Creatic, specific requirements or to concentrate
on a particular topic, like retirement or compensation benefits.
When stakeholders wish to evaluate key elements of the plan,
they will value this template as it clearly shows the objectives of
the company and clearly sees the reason behind the decisions
made.

Step Two: Make an Once the HR Strategic Plan has been completed it is time to start
inventory of the inventory status of the current employees. As this will help to
current human identify the skill gaps and additional employees that will be needed
resources to fulfill the skill gaps.
The Employee Evaluation Form (appendix 2) can be used to
easily get a better understanding of the duties for each position by
identifying gaps in performance and staffing when you review
information in the aggregate. This template documents
performance against set goals, employee evaluation, and
professional development plans for the upcoming year.

Step Three: There are two categories of forecasting methods: quantitative and
Forecast your HR qualitative. So now RED Creatic will need to choose between
demand qualitative or a quantitative approach to identify the HR demand.

One of the best ways to do this is by using a classic SWOT Matrix

(Appendix 3), that provides a clear view of your compiled findings
as they relate to your human resources plan.

Step Four: Training is relevant for both employee success and team member
Determine the retention. Though training takes time and effort, it's essential to
number and extent have a plan in place to ensure a productive ramp-up period for
of skills gaps new employees or existing employees who are learning the tasks
and responsibilities of a new role.

With this adaptable employee training schedule template

(Appendix 4), the company can create training activities lists, add
details about which team members need help to complete each
task, track status, and provide a way for the manager and
employee to enter feedback.

Once this is done Moving team members to fill different roles can
be the ideal solution to filling workforce gaps. When making these
changes, ensure to maintain the information and knowledge the
employee had in the initial role.
Step Five: Draw up The Action Plan Template (appendix 5) provides sections for
an action plan goals, and the company can add more sections to customize it to
complete RED Creatic human resources plan. Goals are
translated into actionable steps that can track to check progress.
Assign start and end dates for each action and take notes about
each part of the plan.
Step Six: Integrate This the most challenging and time-consuming step.
and implement the Recruitment is one of the top responsibilities of any human
plan resources team. Searching for, vetting, and finding the right talent
to join your team are all crucial steps to ensure the success of
your organization.

Having a staffing plan (appendix 6) in place makes the team

aware of the available recruitment sources, hiring goals, and
budget.

Step Seven: Monitoring all the changes that are need to while executing a
Monitoring, complicated human resources plan can be time consuming. Here
measurement, and it is highly suggested to use an HR software that supports this.
feedback There are a few software in the market such as Fusion, Eches HR
and HR Matrix just name a few.

HRP plans should be reviewed annually, just after the business

completes its strategic planning and forecasting for the year.
Conclusion

As highlighted in this report empowering the employees to go above and beyond with a
flexible platform designed to match the needs of your team and adapt as those needs
change.
Therefore, Red Creatic need to invest in HR Software or at least a dedicated HR Manager
to for the Planning of the HRM of company. When teams have clarity in the work getting
done, there’s no telling how much more they can accomplish in the same amount of time.
This will ensure the company objectives are met and more revenue and brand recognition
will soon increase making the stakeholder of the company more satisfied with the
investment.
References
DeCenzo, D. A. & Robbins, S. P., 2010. Human Resource Management. 10 ed. s.l.:Wiley.
Dimovski, A., 2022. 30 Helpful HR Statistics Every Recruiter Must Know in 2022. [Online]
Available at: https://goremotely.net/blog/hr-statistics/
[Accessed 15 10 2022].
Goddard, W., 2022. Why Is Human Resource Planning Important? itchronicles.com.
[Online]
Available at: https://itchronicles.com/human-resources-2/why-human-resource-planning-is-
important/
[Accessed 14 10 2022].
Graham, H., 1978. Human Resources Management. s.l.:Macdonald and Evans.
Horwitz, F. & Budhwar, P., 2015. Handbook of Human Resource Management in Emerging
Markets. s.l.:Edward Elgar Publishing.
S. Schuler, R., 1981. Personnel and Human Resource Management. 1 ed. Michigan:
llustrated.
Simon, B., 2021. Use Human Resources Planning to Forecast for (Less) Risky Business:
smartsheet.com. [Online]
Available at: https://www.smartsheet.com/human-resources-planning-process
[Accessed 18 10 2022].
Storey, J., 1995. Human Resource Management: A Critical Text. London: Routledge.
Wernerfelt, B., 1984. A Resource-Based View of the Firm. Strategic Management Journal,
5(2), pp. 171-180.
Yashfau, M., 2022. Challenges of employing competent labour [Interview] (12 10 2022).
Appendix

Appendix 1 - The HR Strategic Plan Template

Appendix 2 - Employee Evaluation Template
Appendix 3 – SWOT Matrix Template

Appendix 4 – Employee Training Plan

Appendix 5 – Action Plan Template
Appendix 6 - Staffing or Recruiting Plan

STAFFING PLAN TEMPLATE

RECRUITING SOURCE BUDGET HIRE GOAL FUNDED STATUS ASSIGNED TO COMMENTS START FINISH LESSONS LEARNED

2023 Re c ruiting Pla n $460,400 155

Gra p hic d e sig ne r $7,800 30 YES In Prog re ss Ale x Brig ht Q1 o f 2023 Q1 o f 2023

G ra p hic d e sig n e r 1 $1,000 10 YES O n Tra c k re la t io n sh ip e st a b lishe d , re a d y fo r p o st ing s g re a t h ire s, se nio r a n d t e c h nic a l

G ra p hic d e sig n e r 2 $1,000 10 YES O n Tra c k re la t io n sh ip e st a b lishe d , re a d y fo r p o st ing s g re a t p la c e t o g e t m a na g e m e n t c a n d id a t e s

G ra p hic d e sig n e r 3 $4,800 5 YES O n Tra c k a ll p o sit io ns g e t p o st e d he re

Ve nd o r Ag e nc ie s $15,600 60 YES In Prog re ss Ja c o b Se nma rk

<<List a g e nc y 1>> $25,000 5 YES O n Tra c k

<<List a g e nc y 2>> $30,000 8 YES At Risk no t fu nd e d ye t t h is c a le n d a r ye a r, fin d in g fun d in g

<<List a g e nc y 3>> $10,000 3 YES O n Tra c k slo w a t d e live rin g , lo o k fo r ne w a g e nc y

Ca mp us Re c ruiting $52,000 13 YES In Prog re ss Anthony Grue ne lli

Ta rg e t e d In-St a t e C o lle g e s $7,000 7 YES O n Tra c k She ila Eric kso n

Na t io na l Sc ho o ls $15,000 3 YES In Pro g re ss De re k Bro w n p o t e n t ia lly a d d o n e a d d it io n a l h i-p ro sc h o o l

In t e rn a t io n a l Sc h o o ls $30,000 3 YES In Pro g re ss De re k Bro w n w o rkin g w it h le g a l d e p a rt m e n t t o fix issue s

Job Fa irs $10,000 10 YES Anthony Grue ne lli

<<e n t e r jo b fa ir lo c a t io n >> $5,000 5 YES In Pro g re ss p a rt ic ip a t ing in Ju n e fa ir, fina lizin g c o n t ra c t

<<e n t e r jo b fa ir lo c a t io n >> $5,000 5 YES O n Tra c k Ja n ua ry e ve n t a ll line d up w it h p a rt ic ip a n t s

Unive rsity Pa rtne rship s $5,000 4 YES Anthony Grue ne lli

C e n t ra l $2,500 2 YES No t St a rt e d She ila Eric kso n

Ea st e rn $2,500 2 YES O n Tra c k De re k Bro w n

Ta rg e te d Re c ruitme nt $20,000 7 YES Sha ri Wise

Div e rsit y Re c ruit ing $10,000 5 YES O n Tra c k

Exe c u t ive Re c ruit ing $10,000 2 YES O n Tra c k

Inte rnship s $325,000 6 YES Ke nne d y Ke rrig a n

10 En g ine e rin g Po sit io n s $250,000 5 YES In Pro g re ss She ila Eric kso n

3 Ma rke t in g Po sit io n s $75,000 1 YES O n Tra c k De re k Bro w n

Re c ruiting Eve nts $15,000 15 YES Fra nk Ca rlson

Silic o n Va lle y $5,000 5 YES O n Tra c k

Se a t t le $5,000 5 YES O n Tra c k

Va n c o u v e r $5,000 5 YES At Risk no t fu nd e d ye t t h is c a le n d a r ye a r, fin d in g fun d in g

Emp lo ye e Re fe rra ls $10,000 10 YES On Tra c k Ke nne d y Ke rrig a n

Em p lo ye e Re fe rra l Pro g $10,000 10 YES O n Tra c k