Discuss about the HR Management Case Study for HS Furniture Co.
The HS Furniture Co. is a small company facing bankruptcy. Before this financial misfortune, the organization was characterized by the following strengths, weaknesses, opportunities and threats.
Strengths
Weaknesses
Opportunities
Threats
Many Human Resource departments in organizations face a number of problems either in running the unit or enforcing the policies. HS Furniture Co. is no exception. Some of issues faced by the firm are discussed in this section. One of the primary problem is employee retention issues. Most people perceive that the primary goal of HR is to look for new talents. This is not entirely true because most of the activities of the department involves retaining the already trained workers (Leonard, 2018). HS Furniture Co. faced this problem when its workers contemplated termination of their contracts and as a result went on a strike. The ultimate result would be to train more workers which would cost a lot of money.
Another problem is in the recruitment function of the HR department. Selecting and employing the best qualified personnel was a big issue for the HS Furniture Co. The organization could not get the appropriate professionals for the vacant positions that were available in the Darwin Office. The Human Resource therefore, ended up hiring university graduates for all the 11 positions. This decision was influenced by the weak labour market in the region. It ended up costing the organization a great deal because of the employee’s inexperience despite their high salaries (David, 2018).
Another critical HR issue faced by HS Furniture Co. was on employee training. Training new workers on their job requirements and expectations is imperative. However, Jane, the head of HR, left the new recruits on their own because of her confidence in their skill set. At first, the office worked out fine, but it later ran into major financial problems.
The case study addresses the four primary roles of a HR manager: strategic partner/contributor, administrative expert, employee advocate and change agent. As a strategic contributor, the HR manager of HS Furniture Co. fails to plan for his functions claiming that a strategic plan would make the firm inflexible. Similarly, lack of employee goal setting led to lack of responsibility and accountability in the organization. These cases prove this role of a HR manager. As an administrative expert, Jane was required to be in charge of the new recruits and oversee their training. however, she let them figure out their jobs themselves. As an employee advocate, she was responsible for paying the high salaries to her subordinates. Finally, as a change agent, she was responsible for taking disciplinary measures to those workers who went against the company policies. She fired the worker who violated the internet surfing policy. These cases result in policy changes in the firm.
Recruitment and selection is a process of attracting, screening through interviews and selecting qualified candidates for a position while incorporating employment equity principles and practices. The primary purpose of selection is to enable the team doing the hiring to apply the best practices of recruitment. Poor selection processes and procedures causes the organization to incur unnecessary costs. Recruitment and selection practices are guided mostly by the changing nature of corporate structures, production strategies, and international Human Resources Management policy orientation.
The process of recruitment and selection, training, development and performance management is critical towards job satisfaction. The recruitment and selection procedure of based on employee’s personality and explicit job requirement is an archaic strategy that used by HS Furniture Co. This method has proven to be unreliable because it overlooks some of the critical areas of considerations such as experience and professionalism. On the other hand, an unreliable method of assuming that employees will carry out what they are supposed to without proper training was used by the HR manager of HS Furniture Co. Special training is key especially for vital departments like the finance and accounting. In addition, Schein (2010) the job analysis procedure needed to clearly state the process of performance evaluation and appraisal.
However, the procedure for recruitment and selection, training, development and performance management used by HS Furniture Co. were effective to some extent. Recruiting and selecting workers based on their attitudes ensures that the employees can relate well with their managers, customers and other colleagues. This creates a good working environment. This explains why the employees of HS Furniture Co. were friendly to each other and their immediate community (Dhar, 2008). Conversely, failure to train new employees and conduct a performance appraisal or management process is an ineffective way of running an organization. It reduces accountability and responsibility of the workers. The consequences of lack of performance appraisal was the employee’s strike that really hurt the business.
As a HR consultant, I would change the nature of recruitment and selection of HS Furniture Co. from that based on employee’s personality and explicit job requirement to include consideration of a worker’s experience and professionalism. I would emphasize on training of new employees by recommending additional investments on training programs. I would also implement performance appraisal and management strategies such as rewards and bonuses to excellent workers to encourage them and others to work hard (Battaglio, n.d.). Having incentives motivates human beings to improve their job performance. Another important change would be to ask the company executives to implement an independent human resource department to handle the recruitment, selection, training, payment of workers, and employee contracts among others. Explaining the benefits of an HR department would be key to seeing this proposal through.
References
Battaglio, R. (n.d.). Public human resource management.
Dhar, R. (2008). Strategic human resource management. New Delhi, India: Excel Books.
David J. W (2015) Employment Law for Human Resources Practice. CENGAGE Learning
Leonard K. (2018). Human Resources Management Strategies. Personal Management. GRIN Publishing.
G.Aquinas (2009) Human Resources Management – Principles and Practices. Vishal Printer, New Delhi
Schein, E. (2010). Organizational Culture and Leadership. New York, NY: John Wiley & Sons.
Truss, C., Mankin, D. and Kelliher, C. (2012). Strategic human resource management. Oxford:
Oxford University Press.
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