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Human Resource Management

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Human Resource Management

There are different strategies that an organization adopts when coming up with a human

resource department. The creation of an HR department is based on whether the firm is brand

new or has been operational. Human Resource policies provide written formal guidelines for

employees and managers on the best way to handle a pool of employment issues. Human

resources play a strategic role in an organization (Rivenbark, 2005). In creating a human

resource management policy, the primary considerations are recruitment, selection, benefits,

compensation, and performance evaluation. The purpose of this paper is to create a human

resource management policy.

Recruitment

Employees are the most critical asset to an organization. Every organization desires to

recruit the best talent from a pool of potential employees. However, only a robust recruitment

policy will ensure that an organization gets the best human resource. For an effective recruitment

policy, there should be clarity on a strategy for the hiring procedure. The policy should not be

biased; there should be defined responsibility pertaining to recruitment, the recruitment should

be merit-based, and there should be a clear job description.

Selection

Employee selection is a critical aspect of a company's success. There should be a

plausible and workable Human resource selection process within an organization. A robust

selection process will ensure that competent and loyal individuals are hired as employees in an

organization. While coming up with a plausible selection process for an organization, the HRM
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needs to understand the job role, use multiple interviews, consider compatibility and develop a

robust onboarding process. The human resource management should make sure that it selects the

required personnel, and when there is no match, they should start again with the selection

process.

Benefits and compensation

Benefits and compensation include anything that organizational employees receive for

their work. An organization should have a functional and working benefit and compensation

strategy for sound human resource management. The HRM personnel need to ensure that the

organization promotes fair compensation that will entice talented individuals to work for the

firm. A sound HRM should make sure that systems are set up to include expertise, performance

and number of years worked as basis of compensation. Some employee compensation includes;

pay, health benefits, bonuses, sick leave and vacation time (Mathis & Jackson, 2008). 

Performance Evaluation

Performance evaluation by human resource management is the formal and productive

procedure to measure an employee's work and output. Human resource management must use

plausible policies for performance evaluation. The HRM should consider setting clear and

specific performance expectations for each employee, given that every individual is unique. The

policy will make sure that individuals work towards improving their performance.

Development of Employees

Training and development are one of the primary roles of any human resource

management. Human resource management hires talents and still needs developing and training
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them. The department must set policies to build the hired talent to feel catered for and grow.

Employees with a development feeling are generally happier in their roles, and retaining them

becomes more manageable. Some development and training programs include; team building

activities and job skills training.

Formulation of Human Resource Procedures

There are different procedures in the formulation of human resource procedures. They

include identifying areas where the policies are required, collecting data, evaluating alternatives,

communicating the policies and evaluating the policies and procedures (Mathis & Jackson,

2008). 
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References

Mathis, R. L., & Jackson, J. H. (2008). Human resource management. Thomson/South-western.

https://books.google.com/books?hl=en&lr=&id=-

ihBCgAAQBAJ&oi=fnd&pg=PR3&dq=human+resource+management&ots=nlcY2L-

YXm&sig=i_raK1O6tYDMTGrMP6dHZxDUt8U

Rivenbark, L. (2005). The 7 Hidden Reasons Why Employees Leave. HR Magazine, May.

http://findarticles.com/p/articles/mi_m3495/is_5_50/ai_n13721406.