Evolution of HR Role from Administrative to Strategic
Human resource over the years has transformed and redefined itself as a profession in terms of the role it plays in business. In the formation path of the HR function, the major concern of the profession was having enough workforces, with efficient skills at the right time and place. According to Lengnick-Hall, Lengnick-Hall, Andrade, and Drake, (2009) during the administrative stage, HRs were more concerned with the qualification and motivation of employees to attain organizational goals.
Nonetheless, the role of HR changed with the introduction of Strategic HRM where the personnel now manage and develop human capital, as they deal with the competitive performance of the organization. Boxall, Purcell, and Wright (2007) explain that HRM is divided into three: Micro HRM, Strategic HRM, and international HRM. The Micro HRM consists of all aspects to do with work and people, Strategic HRM involves HR measurements and strategies, while International HRM comprises of all aspects to manage a multi-national workforce.
The transformation of the HR professional is as a result of varying factors including the role of HR in establishing and maintaining the organizational culture, application of technology in HR, and the modernized duties of HR at companies (Lengnick-Hall et al., 2009). The transformation is also influenced by self-serve digital tools, diverse employees, and new employment regulations, which allow the professionals to undertake more strategic roles. For example, in this era, HR software is more affordable making it easy to find the right human capital. In addition, the experience of employees has drastically changed due to the advancement in employee engagement. Currently, HR requires skill sets, which combines technological skills with industry-specific skills. Some of the new skills in HR that were absent previously include onboarding, performance management, human resource information software, and teamwork and collaboration. Unlike during the administration era, Strategic HR prioritizes employee development, motivation, and organizational culture.
Reflection on the HR Function in my Current Organization
During my internship, I was operating in an organization, which had a straightforward people’s strategy. The business had a high-performance but most importantly, it was the best place to work in. Due to this, there was low turnover, highly implemented disciplinary procedure levels, and low absence rates. The most effective strategy for the company was its transparency and ability to share its story. The effectiveness was because they shared their history with all employees.
Functional Areas of HR
One functional area of HR is compensation and benefits where organizations are required to stay current on salary trends to attract and retain their employees. Gupta and Shaw (2014) identify that a comprehensive compensation strategy consists of base pay, as well as, other benefits like paid time off, disability insurance, dental, life, and health among others. The second functional area is staffing and recruitment where many organizations find it challenging to locate the right employees. One strategy is applying electronic screening programs, which assist in background checks of employees, screening, as well as, application process. The third functional area is training and development, which helps a company to maintain a high level of employee’s performance. The success of this function is through the organization and department orientation.
The effectiveness of the HR Function
During my early days in the profession, I was working in a company that effectively monitored the performance of the employees. They attained this by putting the workforce at the frontline in decision-making, as well as, motivational strategy. The managers assisted employees in making SMART goals and provide timely feedback on performance. They applied a performance-related strategy, which was beneficial in identifying the strengths and the weaknesses of employees to boost engagement.
Personal Experience in the Recruitment Process
I applied for an HR assistant position from the company’s website, which was followed by an interview after two weeks. During the interview process, I was faced with curveball questions to identify how I formulate responses. Before the offer, the company required me to undertake an assessment test. The tests included behavioral tests, personality, and abilities tests. The company undertook varying types of tests for varying needs. For example, I undertook an aptitude test, which according to Peterson (2004) is essential in checking academic knowledge of an applicant. I approximately undertook five tests before hiring.
The second job I was hired as an HR manager and the recruitment process was in four rounds. The first was the coding round, which identifies the problem skills of the applicant. This was followed by the first technical interview, which explored the general knowledge including internships. A second technical interview followed, which comprised of questions from my resume, as well as, real life-based issues. The last round was the HR round, which was to identify the cognitive ability in solving problems and relating to others.
My Organization’s Recruitment and Selection Process
The company applies both internal and external recruitment methods but mostly relies on the internal recruitment process. The strategy is reliable as it helps the company to maintain a talent bank that meets internal hiring needs. Nonetheless, in emergency recruitments, the company does external hiring. On the second job position, the company applies an external recruitment procedure where a hiring company interviews candidates. This is beneficial as it assists the company to hire the right employees.
In 2017, I enrolled in company X as a human resource coordinator working in a full-time job. I was working in human resource management under a human resource manager. The company was situated in Orange County in California (pseudo location) with a pay grade of Level VI. As an HR coordinator, my role was to administer human resource programs and activities including workplace safety, training, benefits, compensation, and staffing. In staffing, my role was to post job listings to fill vacancies, as well as, review applications and resumes to ensure the individual meets the basic qualifications before turning the same to the hiring team. It was also my responsibility to answer any human resource questions from employees including the organization’s policy, hiring procedures, retirement plans, payroll, and insurance. It was the responsibility of the HR coordinator to maintain security information for employees.
Job Description Based on Job Analysis
Job analysis is beneficial for a company in terms of law or legal issues. One core reason why HR managers should consider a job analysis is that the law expects businesses to apply the selection device. This strategy measures the individual for the job, rather than the person in the abstract, which is in accordance with Uniform Guidelines on Employee Selection Procedures, which forbids the validity suppositions of employees. Through this, it is possible to conduct a validity analysis by reviewing the job description information, which a company follows during their selection process. Employees and potential candidates may apply a job description to sue for any form of description where a company employs based on the person abstract.
Retention as a Major Focus for HR Managers
One of the major roles of HR is attracting and retaining committed workers where they keep employees happy and engaged. Gupta and Shaw (2014) explain that a committed workforce is 87% likely to remain in the organizations and 25% likely to perform better. Employee engagement and performance are essential, as they are directly related to higher performance and high customer satisfaction. In attempts to increase retention rate, HRs are responsible for developing schemes that motivate the top performers in their companies. One of the strategies that are employed by HRs is defined benefits, which attracts and retains workers.
Retention Program for My Organization
It is crucial for an HR to give attention to all areas of the organization. For example, the onboarding and the orientation process should be provided to all new employees after they are hired. During this process, the employees should not only be trained in the job process but the company’s culture. The second strategy to employ is mentorship programs where each employee should be paired with a mentor. The mentors should not act as a supervisor, but rather as individuals offering guidance (Armstrong and Taylor, 2014). Retention can also be increased through compensation where employers offer attractive compensation packages in a competitive labor market. Peterson (2004) recognizes that it is essential for companies to have recognition and reward systems as they increase performance.
Armstrong, M., & Taylor, S. (2014). Armstrong’s handbook of human resource management practice. Kogan Page Publishers.
Boxall, P., Purcell, J., & Wright, P. (2007). Human resource management: scope, analysis, and significance. Oxford Handbook of Human Resource Management, The, 1.
Gupta, N., & Shaw, J. D. (2014). Employee compensation: The neglected area of HRM research. Human Resource Management Review, 24(1), 1-4.
Lengnick-Hall, M. L., Lengnick-Hall, C. A., Andrade, L. S., & Drake, B. (2009). Strategic human resource management: The evolution of the field. Human resource management review, 19(2), 64-85.Peterson, D. K. (2004). Recruitment strategies for encouraging participation in corporate volunteer programs. Journal of Business Ethics, 49(4), 371-386.
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