Integrated strategic human resource management

Introduction Recruitment and selection process enacted by an organization determines the profitability and sustainability of the firm. Mainly, recruitment and selection is done to replace an employee, to fill a new position, or to instill change in the corporate culture (Banfield Kay, 2008, p.68). Indeed, recruitment approaches in a firm influence the kind of human resource in a firm. Selection entails matching the workforce and specific jobs; thus, fair and accurate assessment of applicant’s strengths and weaknesses is done in the selection process.Advertising We will write a custom essay sample on Integrated strategic human resource management specifically for you for only $16.05 $11/page Learn More According to Roberts (1997, p.4), â€Å"effective selection processes entails clear and precise specification, effective use of multiple techniques, elimination of redundant processes, measurement and evaluation and continuous improvement.† A quinas (2005, p. 361) on his part states that, â€Å"recruitment is a process of searching, stimulating and encouraging prospective employees to apply for a specific job in an organization.† Human resource managers can use either external recruitment methods or internal recruitment or both to fill positions in their organizations. Generally, recruitment and selection process is expensive, thus HR managers should ensure they obtain the right candidates for a specific job in order to avoid high turnover. According to Lashley and Lincoln (2003), the recruitment and selection approach varies depending on the type of employee required, organizational strategies, and human resource policies. An organization having a diverse workforce is able to benefit from skills from the diverse group. Additionally, the firms recognize the need of getting workers who can fit in the prevailing organizational culture. Therefore, Human resource Management not only seeks professional competency, but also personality attributes. Notably, selection in Sofinsco is not only based on the applicants’ involvement, training, and skills, but also on their personality and their approval of the firm’s values. Further, HR teams integrate equity and diversity during all stages of recruitment and selection. This paper will analyze the importance of different recruitment and selection approaches, equity, and diversity in relation to Sofinsco. Moreover, the significance of integrated approach to recruitment and selection in attainment of business goals is also discussed. Importance of different approaches to recruitment and selection approaches Internal recruitment method Internal recruitment involves filling positions by recruiting employees within the organization. Moreover, this approach simplifies and hastens the recruitment process especially for high level jobs. This is primarily due to the fact that the HR team is aware of the strengths and weaknesses of the candidates.Adv ertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Internal recruitment is carried out through direct appointment or promotion by management, a lateral transfer of an employee from one department to another or internal advertising (Nankervis, Compton Morrissey, 2009, p.48). Generally, internal recruitment is cost effective as it eliminates the cost of external advertising and sourcing (Brewster, Mayrhofer Morley, 2005, p.48). Internal recruitment is important as it boosts morale of employees to improve their performance in order to get a promotion. Therefore, internal recruitment acts as a reward system. Moreover, the employees are motivated to enhance their skills and competencies, the result of which is the evolvement in the firm. In this case, Sofinsco mainly focuses on internal labor market after realizing that, internal candidates are familiar with the firm’s corporate culture henc e they do not require adaption or integration period. Thus, internal recruitment is necessary in replacing supervisor positions in order to minimize instability that can be caused by abrupt changes. Importantly, HR teams that use internal recruitment method have an effective appraisal system to facilitate selection of eligible candidates. Whenever firms recruit internally, only entry-level vacancies are filled by external candidates, thus preventing experimenting high positions with new employees (Grobler Warnich, 2005, p.171). Through lateral transfers, employees are granted skill development opportunities and subsequent promotion. Importantly, internal recruitment helps in employees’ retention since the employee can see a future and advancement opportunity in the organization (Nankervis, Compton Morrissey, 2009, p.48). Besides, it is easier to assess internal candidates compared with external candidates, hence reducing selection or placement errors. Additionally, internal recruitment is used in conjunction with firm’s succession plan. However, internal recruitment does not meet the need of a firm’s human resource needs most of the times, hence there need to recruit from outside. Indeed, Sofinsco is compelled to employ two hundred new employees yearly in spite of its focus on internal market. Similarly, internal recruitment can attract unqualified employees since the scope of candidates is limited (Aquinas, 2005, p.363). Additionally, unsuccessful applicants’ morale and work performance can be affected negatively, or discontent can be bred if fair selection is compromised. Further, internal recruitment can cause instability, and increase operational costs due to constant movement of staff, subsequently; it affects the overall firm’s performance (Banfield Kay, 2008, p.73).Advertising We will write a custom essay sample on Integrated strategic human resource management specifically for you for only $16.05 $11 /page Learn More External recruitment method External recruitment refers to recruiting employees from outside the organization. Methods used in external recruitment include direct application, employees’ referrals, campus recruiting, and through employment agencies (Grobler Warnich, 2005, p. 175). External recruitment is very significant as it prevents disgruntlement and infighting caused by internal recruitment. Similarly, internal labor market may not provide all needs of human resource, thus necessitating external recruitment. Moreover, this method averts promotion of employees whose level of competence inhibits them from performing effectively. Nevertheless, firms benefit from new perspectives and ideas from new employees, hence promoting the firm’s competitive edge (McNaughton, Carlson Dietz, 1992, p.105). In addition, firms’ productivity is improved due to internal competition created by external recruitment. Besides, external recruitment aids management to restructure their firm, as it is a fast method of changing corporate culture. Another benefit is that the quality of the workforce is improved through injection of new talent and skills from new employees (Aquinas, 2005, p.366). Additionally, through external recruitment, firms are able to source highly qualified and experienced employees, therefore eliminating cost of training. Further, the experienced workforce facilitates in improving productivity and performance of an organization. Despite the positive aspects, external recruitment has its own demerits. First, it denies employees career development and advancement hence reduce employees morale and productivity (Aquinas, 2005, p.367). Moreover, selection and recruitment errors occur more frequently since the HR teams do not have adequate time to assess external candidates. Further, there is uncertainty whether new employees will fit in the prevailing corporate culture. Additionally, there is increased transitio n and adjustment period (Grobler Warnich, 2005, p. 170). Equality and diversity in recruitment and selection process It is essential for recruiting teams to maintain equality and diversity principles at all stages of recruitment and selection (Wilson, 2005, p.258). Thus, the guiding factors during selections should be job specifications, suitability, and ability of a candidate to perform the outlined duties.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Through upholding equity and diversity in the recruitment and selection process, a firm is able to benefit from increased global competitiveness and productivity. Equality and diversity plays a vital role in driving a firm towards attainment of competitive advantage in spite of tightly contested international market. Moreover, the firm will be able to attract and retain the most qualified employees in the labor market. Equality and diversity are also significant in a company that looks forward to maintain its good record, and in the process attract and retain customers for company’s sustainability. Further, a firm can enhances its corporate reputation and hence profitability. In some instances, an organization can be sued if an applicant has solid grounds of discriminations during selection, in addition to an organization’s reputation being tarnished and loss of money in the lawsuits (Williams, 2005, p.7). Further, by having a diversified workforce, the firm is in a po sition to identify the diverse needs of its customers. Finally, continued development of staff will be vital for improved and efficient performance. Integrated approach of recruitment and selection Primarily, organizational development and growth commences with  an integrated approach to recruitment and selection. Basically, integrated approach to recruitment and selection produces substantially valuable HR decisions. The integrated approach implies a continuous supply chain, i.e. development and training of potential candidates, deployment of employees to specific jobs. Moreover, integrated approach is appropriate in the rapidly changing economic market. By implementing an integrated approach to recruitment and selection, Sofinsco will become the employer of choice. Similarly, procedures for recruitment and selection are more accurate and less susceptible to bias and distortion in integrated approach technique (Jirasinghe Lyons, p.10). Further, the organizations need to incorpor ate training or mentorship programs where new employees are trained by experienced workforce. Additionally, the firm’s recruitment policy should reflect all diverse needs of the organization. Since recruitment is a continuous process in any organization, solid plans should be enacted to facilitate selection and recruitment (Pynes, 2008, p.118). Conclusion The purpose of selection is to match employees to specific jobs which they can do effectively. Banfield and Kay (2008) note that, it is important to make correct recruitment and selection decisions as employment decisions affect quality of the workforce. In addition, the process of correcting hiring mistakes is difficult due to employment rights. It is paramount to get recruitment and selection decision right since wrong decisions can affect a firm’s productivity, and wrong decisions are costly to correct. HR can recruit internally (from within the organization) or externally (from people outside the organization). HR derives benefit from internal recruitment due to motivated personnel who perceive opportunity of career development in the firm. Additionally, internal recruitment reduces the costs of external advertisement and duration of recruitment process. Importantly, there are few chances of recruitment errors since management is familiar with the capabilities of candidates. Further, internal recruitment ensures stability and avoids difficulties associated with transition. On the other hand, external recruitment provides a wide scope of candidates where a qualified and experienced employee can be sourced. Moreover, the method improves productivity of an organization due to improved quality in the workforce. Similarly, external recruitment promotes internal competition among the employees hence the improved bottom line. Equality and diversity is essential in recruitment and selection process since it promotes the firm’s reputation. Thus, a firm is able to attract and retain the top qua lity of personnel who would greatly enhance the firm’s competitiveness. Finally, organizational development and growth commences with  an integrated approach to recruitment and selection since this approach facilitates production of valuable HR decisions. References List Aquinas, P. G., 2005. Principles of Management. New Delhi: Anmol Publications PVT. LTD. Banfield, P. Kay, R., 2008. Introduction to Human Resource Management. Oxford: Oxford University Press. Brewster, C., Mayrhofer, W. Morley, M., 2005. Human resource management in Europe: evidence of convergence? Oxford: Butterworth-Heinemann. Grobler, P. A. Warnich, S., 2005. Human Resource Management in South Africa. SA: Cengage Learning EMEA. Jirasinghe, D. Lyons, G., 1996. The competent head: a job analysis of heads’ tasks and personality factors. Bristol: Routledge. Lashley, C. Lincoln, G., 2003. Business development in licensed retailing. Oxford: Butterworth-Heinemann. McNaughton, D., Carlson, D. Dietz, C., 1992. Building strong management and responding to change. Washington: World Bank Publications. Nankervis, A., Compton, R. Morrissey, B., 2009. Effective Recruitment and Selection Practices. Sydney: CCH Australia Limited. Pynes, J., 2008. Human Resources Management for Public and Nonprofit Organizations: A Strategic Approach. San Francisco: John Wiley and Sons. Roberts, G., 1997. Recruitment and Selection Process: A Competency Approach. London: CIPD Publishing. William, K., 2005. Positive Recruitment and Retention CMIOLP. Oxford: Elsevier Wilson, J. P., 2005. Human Resource Development: Learning Training for Individuals and Organizations. London: Kogan Page Publishers. This essay on Integrated strategic human resource management was written and submitted by user Kyron N. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Free Essays on Great Expectations-Wemmick

â€Å"Perhaps, properly speaking, Dickens had no ideas on any subject; what he had was a vast sympathetic participation in the daily life of mankind; and what he saw of ancient institutions made him hate them, as needless sources of oppression, misery, selfishness, and rancour.† –George Santayana Rules. Guidelines. Laws. From the beginning of time, people have lived under the heavy thumb of expectations placed upon them by others. What to do and when to do it, what to say and when to say it somehow societies have come up with their own rulebooks for what is permissible and what is to be looked down upon, leaving each man to choose between his inner yearnings and the clarion call of the organized civilization. This problem faces John Wemmick in Charles Dickens’ Great Expectations. On the surface, Wemmick appears as a dedicated worker and an upstanding member of society who maintains a healthy domestic lifestyle. Upon closer inspection, we see that Wemmick plays host to two polar personalities: the hard working, upstanding worker in bustling London, and the amiable, carefree resident of Walworth. Through careful examination of Wemmick’s character, Dickens prompts his reader to reflect upon the two sides of humanity as a whole. In Victorian society, employees were expected to carry themselves with a degree of professionalism and excellence. Caring for others and becoming emotionally involved in work were seen as signs of weakness. Mr. Jaggers, Wemmick’s employer and literary counterpart, appears completely eaten up by his work. He takes his courtroom attitude with him everywhere, to the point that others avoid conversation with him for fear of being cross-examined. Wemmick passes on this soame air of intimidation to Jagger’s clients as he collects funds and â€Å"portable property.† However, this attitude is not truly characteristic of Wemmick. He says, â€Å"[The way I carry myself in] the office is one thing, private life ... Free Essays on Great Expectations-Wemmick Free Essays on Great Expectations-Wemmick â€Å"Perhaps, properly speaking, Dickens had no ideas on any subject; what he had was a vast sympathetic participation in the daily life of mankind; and what he saw of ancient institutions made him hate them, as needless sources of oppression, misery, selfishness, and rancour.† –George Santayana Rules. Guidelines. Laws. From the beginning of time, people have lived under the heavy thumb of expectations placed upon them by others. What to do and when to do it, what to say and when to say it somehow societies have come up with their own rulebooks for what is permissible and what is to be looked down upon, leaving each man to choose between his inner yearnings and the clarion call of the organized civilization. This problem faces John Wemmick in Charles Dickens’ Great Expectations. On the surface, Wemmick appears as a dedicated worker and an upstanding member of society who maintains a healthy domestic lifestyle. Upon closer inspection, we see that Wemmick plays host to two polar personalities: the hard working, upstanding worker in bustling London, and the amiable, carefree resident of Walworth. Through careful examination of Wemmick’s character, Dickens prompts his reader to reflect upon the two sides of humanity as a whole. In Victorian society, employees were expected to carry themselves with a degree of professionalism and excellence. Caring for others and becoming emotionally involved in work were seen as signs of weakness. Mr. Jaggers, Wemmick’s employer and literary counterpart, appears completely eaten up by his work. He takes his courtroom attitude with him everywhere, to the point that others avoid conversation with him for fear of being cross-examined. Wemmick passes on this soame air of intimidation to Jagger’s clients as he collects funds and â€Å"portable property.† However, this attitude is not truly characteristic of Wemmick. He says, â€Å"[The way I carry myself in] the office is one thing, private life ...

Reconsider Planting Leyland Cypress in Your Yard

Reconsider Planting Leyland Cypress in Your Yard The rapidly-growing Leyland cypress tree, or  Cupressocyparis leylandii,  quickly outgrows its space in a typical yard, unless properly and regularly trimmed. These trees have the potential to grow to 60 feet tall. They are not a practical tree to plant as a small yard hedge on tight, six- to eight-foot  centers. Tight spacing of the plant means that you must commit major time and effort to constant pruning. Leyland cypress is a  short-lived conifer, with a typical lifespan of 20 to 25 years, and will eventually have to be removed. Even properly-spaced trees left to grow may have limited root support, and are subject to being blown down during high winds if planted on wet soils. Consider the work needed to maintain a Leyland cypress before planting one. Why Not Plant Leyland Cypress? A study of Leyland cypress done at the University of Tennessee indicated that a lot of damage on these trees is simply environmental, and not always directly caused by a disease or insect. The study indicated that stress from a harsh winter can cause sporadic limb die off among Leyland cypress trees. Leyland cypresses grow into large, mature trees at 60-plus feet tall with a potential 20-plus foot spread. When they are planted as hedges on tight centers less of than 10 feet, there will be a major competitive  struggle for nutrients and shading. When needles turn brown or drop, the tree is reacting to environmental stresses. Leyland cypress trees do not tolerate many diseases and insects well, especially when environmental stressors are present. Spacing and soil may create an environment that can cause future stress on these trees. Planting Leyland cypress too close together or too close to other trees and structures that shade them can decrease vigor and increase pest damage. Caring for an Existing Tree Eliminating moisture stress on Leyland cypress through watering techniques can help lessen the occurrence of canker diseases. In particular, Leyland cypress is susceptible to Seiridium canker. There is no control for this disease other than to prune out the infected plant part. Watering is a long-term commitment for the Leyland cypress owner. These trees should be watered during any period of dry weather and should receive at least 1 inch of water per week. Pour the water at the base of the tree, and do not spray water on the foliage with sprinklers or watering techniques that can cause various  tree disease. As these tree age and lose lower foliage, consider removing Leyland cypress individually as they deteriorate, and replace each with a deciduous evergreen tree like wax myrtle.

3BM070 Strategic Corporate Finance ASSIGNMENT 2 Essay

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Coca Cola's Global Business Strategy Research Paper

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United Grain Growers Essay Example for Free

United Grain Growers Essay United Grain Growers Limited (UGG) is the third-largest grain handler and distributor of crop inputs (seed, fertilizers, herbicides, and pesticides) in Canada. UGG was formed in 1906 and, until 1993, operated as a farmer-owned cooperative whose primary business and income came from grain handling in western Canada. Western Canada has more than 100,000 farms, and in 1997, farm expenditures on crop inputs and feed totaled approximately C$4 billion. In the late 1990s, Canadas share of world wheat trade was 22 percent, virtually all produced in western Canada. UGG fulfills a key role in the â€Å"seed-to-supermarket† food system. It provides a reliable supply channel, with on-time delivery to exacting specifications. Canadian law requires that all wheat and barley destined for human consumption be sold through the Canadian Wheat Board (CWB). These are known as â€Å"Board grains,† for which UGG is paid a preestablished handling tariff per tonne. UGG also buys â€Å"non-Board grains† (e. g. , canola, flax, linola, peas, feed barley, and other grains not subject to the CWB monopoly) and markets them domestically and internationally. UGG earns a margin on non-Board grains based on the efficiency with which it markets and manages inventory and hedges its positions on world futures markets. UGG serves as the link between the CWB and the farmer for handling Board grains, and between the farmer and the market for non-Board grains. UGG delivers Board grains, purchased on behalf of the CWB, to meet CWB sales contracted on domestic and international wheat and barley markets. UGG sells non-Board grains, purchased directly from farmers, on its own account in domestic and international markets. United Grain Growers Ltd. (UGG), a Canadian grain distributor, audited its exposure to a number of key risks, especially the impact of weather on grain volumes and operating income. Understanding these risks was crucial because the company was in the midst of a major modernization and diversification program. But although UGG already managed traditional risks through a variety of control processes, it was still faced with the problem of how to deal with the biggest risk; the weather.

Write an evaluation of how effective you think the Dubble campaign has

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