This week we delve into specific and more “traditional” HR.

This week we delve into specific and more “traditional” HR… This week we delve into specific and more “traditional” HR functions. Reflect for a moment on our week 1 discussions focused on the strategic nature of HR. We determined that for an organization to be successful today, HRMs need to be part of the corporate strategic planning process. Once the organization’s strategic goals have been identified, HRMs then work with their team to develop the HR Strategic (long term) plan. Based upon the HR strategic plan, HRM’s next develop the HR operational or day-to-day policies and procedures for recruiting, hiring, compensating and developing the organization’s employees. There should be a process flow cascading from the corporate strategic policy to the HR strategic policy which then determines the HR policies and procedures for the organization.Recruiting and selection are the functions most people consider as the “typical” HR functions. What I hope you will develop as you watch and read the learning materials, is an appreciation for how the recruitment process has changed over time. Today’s HRMs use metrics and detailed analyses to develop specific job descriptions and determine the fitness of the applicant during the recruitment process. HRMs plan and manage the employee recruitment efforts and activities based upon well-defined job analyses. Think of the job analysis effort as the scaffolding upon which the recruitment effort is built. Once the job analysis is complete, HRMs begin writing specific job descriptions. I think we are most familiar with these. A well-written job description means the organization has a better chance of recruiting the “right” employee for the job. We will explore all these topics very generally this week. UMGC offers HRMN 400: Staffing, Recruiting, and Performance Management for a more in-depth study of recruiting and selection. In addition to the technical skills in developing job descriptions, HRMs need to understand the employment laws that affect hiring practices. The EEOC commission oversees workplace equality. HRMs want to ensure our corporations are in compliance with EEOC laws. (Some of the supplemental articles last week focused on the EEOC laws. If you didn’t read them, now is a good time to do so!)Finally, all of this data needs to be effectively organized and managed in a human resource information system, which is essentially a type of database that tracks employee and applicant data. This data can help HRMs generate reports and relevant metrics for analysis and planning. For example, HRMs want to be cost effective in their recruitment process. The HRIS can help them calculate important metrics such as time-to-hire and cost-per-hire. How can HRMs use metrics to measure the success of the recruiting and selection processes? List 3 metrics that you view as most relevant. Explain your opinions. Be sure to include an expert’s ideas (with proper citations) to support your argument.Business Management Human Resource Management HUMAN RESO 300

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