HRM: Selecting & Equipping Employees for Success - Essay Sample

Introduction

The Human Resource Manager (HRM) has a responsibility of selecting the right team from interested candidates to ensure that only the best and those that have a high potential of moving the firm towards its goals and objectives are brought in the workplace environment. Once employees are brought in the workplace, they are trained and equipped with the skills and knowledge they need so that they can successfully deliver what is expected of them (Gomez-Mejia, Balkin, & Cardy, 2007). The HRM organizes the training program by setting out what needs to be achieved at the end of the process, necessitating the trainers to take the right measures to cover all required aspects. This justifies why careful planning of the training programs is necessary from the HRM. Developing the training program requires a careful evaluation of the company policies, goals, and objectives of the organization, and the job function of each employee. This is because once employees are aware of the current position of the firm and where it seeks to place itself in the industry and in the market, and then the members of staff become intrinsically motivated and commit themselves towards the collective goals (Nick, 2008). Each individual becomes personally responsible for performing duties allocated to them, which contributes to the productivity of the organization. Training is a process that entails instilling discipline, new skills, and information to employees.

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Developing training has a direct impact on the efficiency of employees since the HRM provides a forum for them to learn and interact with professionals that instill them with the discipline needed in the workplace environment (Robbins & Judge, 2001). Employees feel some sense of responsibility as they perceive the HRM to have a high trust and expectation on them for selecting them to go through the training process. Employees are motivated to set both professional and personal goals during the training process, making sure they remain focused on both the short-term and long-term objectives of the company. It is during the training process that the HRM explains and expounds on the company mission and vision, affirming the role each employee will play in enabling the firm to reach its objectives. The HRM identifies the needs of the employees and the organization and then develops a training program that will benefit the entire team (Gomez-Mejia, Balkin, & Cardy, 2007). This means that an HRM must select the most appropriate training module and enforce it on the employees. For instance, if employees operate in the manufacturing industry and a new machine has been purchased for use in the production process, then the employees receive training on how to use the equipment or how to run tests to ensure there are no delays. The employees in such a production department benefit directly since they receive technical knowledge on the operation of different machines.

An HRM develops a training schedule during the development process (Nick, 2008; Robbins & Judge, 2001). This is because some of the knowledge that employees need to grasp at the end of the period might be too technical, meaning some programs may take a longer time than others. The training schedule acts as an outline of what needs to be achieved at the end of a specific time-frame, and also ensure that the entire process does not take more time than anticipated or incur more expenses than had been allocated. The HR officers are aware that training programs are investments for an organization since the skills acquired will be implemented in the firm, which will have a direct impact on the profits reported at the end of each financial period. While developing the training schedules, the HRM should ensure that they have little or no disruptions to the daily activities that take place in a work environment. For instance, in a school environment, the HRM can ensure that teachers receive their training during holidays so that learner's lessons continue as expected during the normal schedule.

Developing the training requires the HRM to first identify the needs of the company and then designing an execution plan that will help transform the organization both in the short-term and in the long-term after the process (Robbins & Judge, 2001). The HRM identifies the opportunities an organization has by selecting members of staff that have a high potential of leading. This is because every workplace has both strong and weak employees (Gomez-Mejia, Balkin, & Cardy, 2007). The strong and promising employees are allowed to go through the training process as they are expected to demonstrate their prowess to the rest of the team through actions. Once the entire team has received its training, an organization is equipped to position itself in the market and compete with other firms in the industry. It is important to note that during the training process, the HRM implements the program based on the urgency of skills needed in the organization (Nick, 2008). Therefore, gaps are identified and then priority assigned based on their urgency or the effect they have on the profitability of the company.

Conclusion

In conclusion, developing training shapes the organizational culture in a firm since the HRM selects the most appropriate strategies that will be implemented within the specified time-framework using the allocated resources. At the end of a training process, employees must have gained skills and knowledge which they implement and apply in the organization as they perform their duties, meaning that positive change is realized in terms of improved productivity and morale amongst members of staff. Constant communication between the HRM and the employees ensures the training process is completed successfully. New skills gained during the training process enhance the interaction amongst employees as each of them feels like an important part of a team.

References

Gomez-Mejia, L. R., Balkin, D. B., & Cardy, R. L. (2007). Managing human resources. Upper Saddle River, NJ: Pearson/Prentice Hall.

Nick, B. P. (2008). Effective Training: Systems, Strategies and Practices. Pearson Education India.

Robbins, S. P., & Judge, T. A. (2001). Organizational behavior, 14/E. E: Pearson Education India.