The Roles of Human Resource Professionals and Line Managers Essay

The Roles of Human Resource Professionals and Line Managers

Recruitment and Selection

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Human resource professionals are individuals in an organisation who are responsible of implementing strategies and policies relating to the management of individuals - The Roles of Human Resource Professionals and Line Managers Essay introduction. The ever increasingly competitive market has led to a need for a responsive recruitment activities in order to secure suitable, qualified and capable recruits at all levels in the organisation. A well defined organisation structures with sound job design, task and person specification, and a versatile selection process (Tallarigo, 1999, 15). The management should focus on recruitment and selection of employees who can succeed at their jobs in the organisation for along time and ensuring that the abilities of employees are nurtured and well developed. Recruitment is the internal or external attraction of suitable candidates to fill vacant position in an organisation, while selection is the process of choosing suitable candidates by means of the recruitment process. Thus a competitive company must recruit and retain efficient team of employees. In recruitment and selection, the human resource professional performs certain roles such as vacancy definition and specification of the person required o fill that position (Jurgita, 2008, 34).

            A vacancy is created when an existing employee leaves or a new position is created. The HR professionals then determine whether there exists a vacancy which ought to be filled. Recruitment is then done either through subcontracting, agencies or internally. Secondly, job analysis exercise helps in defining the information required by use of a check list and later collection of the information either through observation, interviewing or performance analysis. In job analysis, the human resource professionals write the task to be done into a job description so that the selectors know exactly what physical and mental characteristics applicants must possess the desirable qualities and undesirable characteristics (ABE & RCC, nd, 88). Further, the job description is another role. They describe the job in terms of its duties, purpose and responsibilities thus covering all the requirements and parameters of the job. It is an authoritative document which provides information to both the employer and employee and it should be unambiguous and succinct.

The person specification is drafted and it provides the recruiters with a perfect profile of the candidate the firm wishes to attract specifying the knowledge, skills, qualifications and experience needed in order to be able to do the job effectively. It is usually split into essential which a candidate must possess and desirable which are abilities that will enable candidates to perform beyond the set expectations. The candidates with the required qualification are short listed. They are later interviewed in different stages so as to obtain the best qualified for the post (Norman, 2010, 9). Making the job offer is done after comparing the performance of candidates in the recruitment and selection process against the requirements of the person specification. The best are to be offered with jobs without delaying before they receive other offers after which the ones in reserve can be rejected. Once they accept the offer the new employees should inducted so as to develop them into long term and loyal members of the staff.

            As a strategic partner; the HR managers should partner with the organisation in developing plans that will align the human resources of the firm with the long term corporate goals and vision of the organisation. Given that he is the eyes of the business in the outside world, he has to analyze the work processes and recommend improvements where necessary so that the best workforce can be recruited and selected in the business. A critical recruitment and selection process will play a big role in benefiting the organisation, management and also employees (Ulrich, 1996, 12).

            As an administrative expert, human resource professional is anticipated to manage the overall labour cost in the organisation and plan for administrative budgets. He act as an information manager per se, at all times the human resource manager should be having data relating to employees and make some available always. This data possess great significance in the recruitment and selection decisions given that shortages will be identified and later filled so as to improve performance of the business (Rowden, 1999, 24). In addition they should be good negotiators in times of salary decisions thus able to manage human resource budgets. This can be achieved by conducting research to find what is obtainable in other firms that makes them perform well and advice the management before coming with new strategies of recruitment and selection of new personnel.

            As a change agent the human resource professional is in the business of looking out for new ways of doing things which will ensure that the business prospers in its operation. The new strategies of recruitment and selection should put into consideration the changes taking place globally which will promote the business output.

            Lastly, as an employee champion, the human resource manager determines the long term human resource needs, assess current resources and find out the areas requiring change. He carries out performance appraisal so as to determine staff performance in their current responsibilities in order to find out possible employees who are to be recruited through promotions due to their exemplary performances (Carmeli, 2010, 342). He also conduct training needs assessment so as to come up with the best type of training that will benefit both the staff and the firm by aligning employees capabilities with the organisation requirements.

Career Development

Developed workforces have the capabilities, confidence and motivation of continually contributing to the present and future business success. Employees are in the business of career development so that they may be able to make decisions on their own and to be self driven. After qualified and competent personnel have been attracted in the company, their careers are later developed through provision of a fulfilling and stretching experience (McLean, 2005, 16). This is attained by giving employees the support and resources they need so that they may grow and contribute positively to the business success. Career development is done by line managers in an organisation through effective coaching and training.

            In the early stages of introduction in the company, the line managers offers mentorship, management skills trainings, opportunities for short term placements in the various business functions, career development workshop and also dialogue (Oyedele, 2010, 16). This is aimed at equipping new employees with an understanding of the structure of the business and the relationship between various departments so as to increase the personal effectiveness and provide support in developing ones career. The line managers also offer team management training and strategic leadership training and this helps employees to be able to lead teams and deliver business strategy thus enabling a worker to be self sufficient. This communication helps to create a good attitude in the minds of employees especially when their issues are acted upon.

The line managers are responsible for the short listing of qualified and suitable candidates in the final selection process. This will help them to build knowledge and understanding of those candidates who will later be valuable to the organisation, thus planning on how to develop their potentials. Furthermore, the line managers are to be involved in the final interview panel thus there presence in the preliminary stages is vital. Another key role played by line managers is that they must know the requirements for all job position in the organisation (Gilley, 2010, 8 ). They are supposed to interact on daily basis with all job holders in order to know what is required for each job. In case of a new position which has been created, they are to know the details of the activities the post holder will be doing. In a nutshell, they define new roles and responsibilities for the business so that the company may remain to be competitive in the long run. Moreover, the line managers handle grievances from employees informally. This helps to avoid complications and protects the good personal relationship between managers and employees.

Lastly, they promote a good environment for working which is free from unhealthy behaviours thus creating a favourable working condition. Through effective training, the employees careers are well developed by the line managers increasing employees output. Thus they should be given maximum support by management if they want to experience great output in there productivity. They assist the human resource professionals to come up with a job description. In addition, by settling grievance informally allows quick settlement of complaints and fosters good working conditions which help in developing careers of employees. The line managers are to inspire older workers through effective and openly communication of the internal corporate policy which are aimed at developing their careers. Additionally, an appropriate rewarding structure will motivate employees hence achieving their goal of career development. In fostering career development, line managers communicate regularly to their staff members. In a nutshell, the roles played by line managers in career development is of much benefit to the firm given that by employees being competent in their fields guarantees less supervision and hence more productivity. This will cut down the cost of attracting new workers since employee’s loyalty is being fashioned.

References

ABE and RCC (nd), Discipline and Grievance, 75-254

Carmeli, A 2010, The Importance of Innovation Leadership in Cultivating Strategic Fit and

Enhancing Firm Performance, The Leadership Quarterly, Vol. 21, issue3, p. 339-349 Viewed 13

August from http://www.sciencedirect.com/science/journal/10489843

Gilley, J 2000, Organizational Learning, Performance, and Change:  An Introduction to

Strategic Human Resource Development. Perseus Books, Cambridge, MA

Jurgita, S 2008, Line Manager Involvement in Human Resource Development 32-37, Viewed

August 13, 2010 from

<http://www.ktu.lt/lt/mokslas/zurnalai/vpa/vpa25/VPA_Nr.25_J.Siugzdiniene_p.32-37.pdf>

McLean, N 2005, Organisation Development: Principle, Processes, Performance, The Rosen

Publishing Group, New York

Norman, S 2010, The Impact of Positivity and Transparency and Trust in Leaders and Their

Perceived Effectiveness, The Leadership Quarterly, Vol. 3, p. 350-364, viewed august 13 from

<http://www.sciencedirect.com/science/journal/10489843>

Oyedele, O 2010, How Managers can Motivate their Employees, viewed August 10 2010 from

http://www.scitopics.com/How_Managers_can_Motivate_their_Employees.html

Tallarigo, R 1999, Job and Work Design: Organizing Work to Promote Well-being and

Effectiveness, Personal Psychology, Vol. 52, p. 12-17

Rowden, W 1999, Potential Roles of the Human Resource Management professional in the

Strategic planning process, Sam Advanced Management Journal, Vol. 64, p, 22-36

Ulrich , D 1996,  Human Resource Roles: Creating Value, Not Rhetoric, Human Resource

Planning, Vol. 19, p. 12-17

 

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