Table of Contents
Task 1: Human Resource Management Responsibilities to Be Detailed in Anne’s Job Description. 2
Task 2: the HR Professional Map and its Application to Anne’s Professional Development 6
Part 3: Personal Development Plan. 7
Development areas to be a better HR practitioner 9
Task 1: Human Resource Management Responsibilities to Be Detailed in Anne’s Job Description
The specific challenges the Red-Hot-Food company is currently facing like unproductive first line manager (Wenger & Snyder 2000), increased levels of sickness and absenteeism, overstaffing and understaffing in some of the departments, informal performance management processes, and inconsistent pay rates, fall under the docket of human resource management. This means that the company’s new HR manager must consider those functions that would help improve individual performances within the company while at the same time paying attention to both the internal and external environmental factors that will have impact on fair management of the company’s workforce and processes (Huselid, Jackson & Schuler 1997). The table below summarizes the eight responsibilities relevant to proper management of Red-Hot-Food Company for the purposes of improving business operations as well as ensuring growth in employees’ welfare.
| HR Managerial responsibility | Job Description | Significance to the Company |
| Employees’ Recruitment | The company’s HR will take initiatives to develop job descriptions, advertise job positions, screen the applicants, perform interviews, make offers, and engage in salary negotiations | The recruitment process will ensure that Red-Hot-Food Company has the right set of talents that can raise the company’s profile, help the company achieve its profit objectives, and keep the processes running efficiently and effectively. |
| Staff training and development | The new HR will provide on-the-job and refresher’s training for both new and existing workers. Streamlining training across the company’s departments and monitor the progress of employees throughout the period of training. | Helps employees overcome some of the frustrations that may occur due to lack of training, facilitate communication and sharing of resources across the different departments, and improve on the adoption of new skills. |
| Job placement | The new HR will ensure that employees’ professional skills are matching the jobs assigned and the range of skills is successfully explored to improve particular processes. | Through job placement, the HR ensures that the company has the right resources in terms of employees to perform various tasks. Proper job placements ensure that employees remain responsible to the company’s functions. |
| Professional development | The Company’s HR allows and provides employees with opportunity for personal growth, leadership facilitation, and education; engages in career advancement seminars through sponsorship, and trains employees on issues of corporate social responsibility. | Professional training is one of the ways of making employees feel part of the system, and as a result will contribute to the general success of the company. |
| Benefits and compensation | The HR manager must adopt the new ways of giving benefits to the workforce like flexible working hours, higher vacation time, medical cover, paternity leave, and improved wage rates. | Through benefits and compensation, the company’s employees will feel appreciated and will always work towards improving in their performance levels. |
| Maintaining legal compliance | The HR has the responsibility of ensuring compliance with employment and tax laws, being aware of the legal environment, and how it affects the overall organizational performance. | Conforming to laws and policies ensures continued existence on the side of the company. |
| Performance decisions | As part of the company’s management, the HR manager will form part of the company’s executive committee, and will therefore engage in making influential decisions. | The decisions form part of the company’s progress since they improve on the company’s ability to manage some of the challenges experienced in the course of operation. |
| Firing | As much as the HR manager play a crucial role in determining the best part of the company’s workforce, the HR managers retains the power to fire an employee, especially where the employee’s behavior is not in line with the company’s performance values. | Through firing, the manager ensures that the company only retains committed employees within its premises. |
Task 2: the HR Professional Map and its Application to Anne’s Professional Development
The HR professional map outlines some of the ten fundamental professional areas and eight standard behaviors of HR managers across organizations. The map outlines the best practices HR managers and organizations can do in order to make a difference and drive their performances to a higher level (Konrad & Linnehan 1995). The most specific HR professional behaviors that outline the professional map are as shown below and remain relevant to all HR managers across the world in all sectors and organizations irrespective of shape and size.
http://www.cipd.co.uk/cipd-hr-profession/hr-profession-map/behaviours/curious.aspx
Specific to the challenges Red-Hot-Foods Company is currently facing, Anne should exhibit HR professional behavior related to courage, challenge, and decisive thinker, for the purposes of influencing employees and other team players positively (Boudreau & Ramstad 2005). By remaining courageous to challenge, Anne will be in a position to show confidence in her actions, remain diligent and speak skillfully during board meetings, and challenge other managers and employees when faced with resistance or unfamiliar situations.
Apart from remaining courageous, Anne should strive to be a decisive thinker and demonstrate different abilities to analyze problems, understand presented data and information quickly (Goh 2002). By being a decisive thinker, it would be possible for Anne as the new HR manager to use the company’s new and old information, insights, and knowledge in a more structured manner in order to identify, make proper recommendations, and robust decisions that will have positive impacts on employees’ performances (Goh 2002). Decision-making is fundamental to a company’s progress, especially if the company is facing challenges related to workforce management like in the case of Red-Hot-Foods Company.
Part 3: Personal Development Plan
Personal SWOT analysis
| Strength:
· I am Able to communicate fluently and effectively · I have a positive attitude towards my managerial abilities · I have a positive understanding towards learning · I value teamwork and understand its importance towards improved improving performance
|
Weaknesses:
· I seem to lack self-confidence, especially when dealing with a huge group of people · I am quick tempered and cannot stand opposition for a long time · I lack assertiveness · I am always nervous when presenting new ideas, especially if I think the idea can be opposed
|
| Opportunities:
· Red-Hot-Foods is a highly competitive company and offers a strong base for innovation · As a human manager, I stand a chance of attending most conferences, and this adds to my management skills and ability to network with other employees · At times, I serve on behalf of other senior managers and this adds to my management skills · The company has a proper communication channel, and upholds the values of efficient communication hence the possibility of engaging in clear communications.
|
Threats:
· Some employees do not value teamwork and therefore managing them becomes a problem · I engage in discussions with other members of the board who seem to be experienced with the company processes, and this becomes a challenge since most of the time I would remain calm · The company is experiencing staff shortage and therefore some employees are multitasked, which is inappropriate.
|
Personal PESTLE analysis
| Political factors
· Government laws and new labor policies on |
Economic factors
· The company is facing market expansion since there are new companies getting into the industry |
||
| OPPORTUNITIES | THREATS | OPPORTUNITIES | THREATS |
| The policies allows for recruitment of qualified personnel, retained commintements, and growth through exploration of the skills | The laws are strict when it comes to compensation and safety of employees, and this means that many funds must be set aside to fulfil the compensation requirements. | The expanded market allows for an extended area of operation and therefore an improvement in revenues. | The emergence of new companies adds to the level of competition meaning that Red-Hot-Food Company must improve its services. |
| Socio-cultural factors
The new management program is employees’ cantered, but the fact that the company is diverse in terms of its employees affects the implementation of the program. |
Technological factors
The introduction of communication technologies has made interaction and management easier than before. |
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| OPPORTUNITIES | THREATS | OPPORTUNITIES | THREATS |
| The socio-cultural diversity means an exploration of different skills and experiences pooled together for the purposes of improving operations. | Every employee feels sufficiently endowed with skills, and may not be willing to acquire new skills. | There is improvement in communications and therefore managing employees from a central location has become much easier. | There is a need for continuous skill update to match changes in technologies, which adds to the cost of operation. |
Base on the discussed internal and external environmental factors, the need to engage in personal professional development is critical for the purposes of becoming a better HR practitioner (Billett 2001). Since Anne is new to issues of HR management, her preliminary study and personal development should focus on important aspects like time and project management, practical business research, communication and review skills, group dynamics and team issues as well as career management plan as illustrated in the table below following the principles of HR professional map (Billett 2001).
Development areas to be a better HR practitioner
| Development plan | Timeline | Purpose | Action | Review |
| Time and Project Management | 2 Months | To develop the relevant skills like cost-benefits analysis, project scheduling, and enhanced implementation | Attend a one month course work and engage in project formulations, facilitation, and implementation for the other one month | Being able to initiate projects and complete them in time and effectively; Being able to perform project appraisal to determine the net worth. |
| Practical Business Research | 3 Months | To develop skills for analyzing business environments to identify opportunities | Attend two moths course work, initiate business research programs, expand the company’s operations for more employment | Being able to identify new business opportunities; being in a position to create better employment policies |
| Communication and Review skills | 1 Moth | To be able to establish good communication skills and facilitated interaction with company’s staff members | Attend a one month course work alongside engaging in open forum discussions, debates, and experimental arguments | Being able to influence employees for positive thinking and performances; being able to communicate acceptable ideas that get approval immediately |
| Group dynamics and Team | 2 Months | To learn the importance of group functions, challenges, and motivations | Attending a one month coursework, engaging in team activities, playing the role of team leader is particular teams | Being able to understand each team member based on strengths and weaknesses; being able to influence the teams for positive performances |
| Career Management Development Plan | 4 Months | To learn how to manage the diverse company’s workforce, and be able to add to their careers through training and seminar sponsorship. | Attending two months coursework, opening up opportunity for career development, and providing sponsorship programs for employees training. | Being able to provide opportunity to career development; being able to provide sponsorship programs to employees. |
References
Billett, S., 2001. Learning in the Workplace: Strategies for Effective Practice. Allen & Unwin, PO Box 8500, St Leonards, 1590 NSW, Australia.
Boudreau, J. W., & Ramstad, P. M., 2005. Talentship and the evolution of human resource management: From professional practices to strategic talent decision science. University of Southern California, Center for Effective Organizations Working Paper.
Goh, S. C., 2002. Managing effective knowledge transfer: an integrative framework and some practice implications. Journal of knowledge management, 6(1).
Huselid, M. A., Jackson, S. E., & Schuler, R. S., 1997. Technical and strategic human resources management effectiveness as determinants of firm performance. Academy of Management journal, 40(1).
Konrad, A. M., & Linnehan, F., 1995. Formalized HRM structures: coordinating equal employment opportunity or concealing organizational practices? Academy of Management Journal, 38(3).
Wenger, E. C., & Snyder, W. M., 2000. Communities of practice: The organizational frontier. Harvard business review, 78(1).