Human resource development and Management Techniques

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This report deals with the strategies of human resource management and talent management and personnel management and distinguishes between all of the above. It also deals with the intricacies and complexities of staff recruitment and the disciplinary actions in the human resource management practices.

The term Human resource management is now fast replacing the term personnel management and the concept of human resource management is perceived with a totally different perception as it has a strong relationship with unique activities of management. There are also symptoms for the eroding of the personnel management. This is a time where there are revolutions in this field that emphasize that the field of managing resources could be revolutionised by moving towards a more strategic orientation towards the management of human resources.

There is consensus that the concept of personnel management lags in strategic relevance as it involves mostly administrative functions (Drucker, 1968 & Watson, 1977). There exist many controversies in the association with some of the managers because human resource management is inclusive of all types of roles of the managers.

Moving from personnel management to HRM:

This concept started to gain momentum during the industrial revolution as the managers were criticised for the control tactics (Watson, 1977). There are many steps that are taken to overcome the complaint of the domination exerted by the managers and one of the proposed solutions is the suggestion to be integrated on a strategic basis (Legge, 1978 & Alper and Russell, 1984). This has also continued throughout the previous two decades and only in the recent years there is enough proof to show that there is a transfer of responsibilities in many of the aspects of managing personnel towards a more responsible approach of strategic human resource management (Brewster and Smith, 1990). Because of the accelerated alterations in the field of business circumstances and also due to the impact of globalisation and increasing competition in the global market a platform has been created for implementing a strategic approach towards the management of human resources (Drucker, 1988)

Talent Management

Furthermore carter goes one step ahead to define the process of talent management and she states that the term "talent management" is more appropriate for referring the employees who have high potential and talent and it emphasises that the activities of the team of talent management should be in such a way to attract as well as retain the employees of great talent. The phrase of talent management is almost synonymous with the term human resource management. Though there is an interchangeable use of both terms it is predicted that there will be more emphasis towards the concept of talent management and an increasing support would be gained for the practices of talent management (Carter, 2010)

Personnel Management:

The employees, human capital are the significant resources for any business organisation in the present competitive environment and the style of management should be in a way that it realises the actual potential of the humans. The personnel management involves the attainment of the goals of business by means of the people of the company via leadership and employee care ( McGrann etal, 2007)

The major role and responsibility of the personnel manager is with the process of staffing. This involves the conduction of interviews for the applicants and care should be taken towards the screening for the appropriate set of skills in the individuals for the appropriate positions in the firm. Another role of the HR manager is that he should also provide a helping hand in the developing of programmes for the training of the newly recruited employees of the institution.

The policies of the company and other procedures that are related to the recruited people is also an important function of the processs of personnel management. This is inclusive of the drafting of the holidays and leaves for the employees, and other processes of bereavement. The team also manages the programs for health care in the organisations (

Recruitment and Selection Procedures:

The defines the process of recruitment as the way the personnel are identified for an organisation from the lot of applicants who are available for the organisation. The next step is the selection of the appropriate candidate for the specified post and training the person in the specified job with the correct set of skills the technical know-how and the right set of attitudes that are needed for a concern to accomplish the same. Proper recruitment of the individuals for the positions in a business would be done by the process of internal recruitment in the team or by the process of recruiting externally from outside areas. (

The advantages of the process of internal recruitment can be specified as follows:

There could be lot of savings and the recruited individuals would possess prior knowledge of how the business could be run and would thus require less time to actually fit into the business

There would not be many disruptions in the organisation by someone who is already an employee of the organisation.

Promoting the staff to higher positions within the firm would drive the other staff put in much more hard work and it would also motivate them to perform better.

There would be prior assessment of the weaknesses and strengths of an employee and this can be put to proper use. While recruiting a outside employee there is always a risk that he might be success only theoretically. (

Person specification

The process of specifying a person involves the analysis of tasks by the outlining of the skill sets, the know-how, the amount of experience possessed that a candidate should possess. This can further be used in the process of guidance while designing the advertisements and also while interviewing the people and in the assessment of the work of the employee. There should not be any set requirements which the employee would not be able to achieve. There should be inclusion of the proper set of training and education and also the right set of abilities. There should also be proper understanding of the unique interests of the employee and proper motivation and facilities like the availability of transport facilities etc. (Staff recruitment)

The Process of External Requirement:

The process of external requirement is defined as the process that facilitates the usage of a vast range of talent that gives the chance to bring in novel experiments and ideas in the business process. The disadvantages vested with this process is that the costs involved are higher and there is also the risk of ending up with some individual who might prove to be not that effective as they portrayed themselves in the occasion of interview

The Process of Job Analysis:

This is defined as the examination of the job so that the principle requirement of every job can be analysed. There are a lot things to be taken into consideration that are as follows:

The job title

The person whom the employee should report to

And the people who the employee is responsible for

brief outline of the responsibilities and roles of the employee in a firm (

The uses of doing a job analysis could be mentioned as follows:

it helps to select the employee from the available ranks or by the selection from the outside staff

To establish the requirements of training for the job

Make information available so that proper decision making should be done on the required type of equipment and the materials to be used in the job

To recognise the nature of experience and the profile of the employees in the tasks taken by them and this information could be used as proof for the development of staff

To recognise the risk areas and the dangers involved in the work

The pay rate for the job at hand should be fixed.

The analysis of job should be done by the process of observing the employees who are at work by the analysis of the data by interviewing the people holding the job. The manauals for training can also be used or there could be a direct gleaning of information from a supervisor, in case of large companies the job analyst are employed but in smaller firms the job analysis is considered to be a part of the general set of skills(

Retention of Staff

The process of staff retention involves retaining of the staff that constitutes the most valuable resources and this one of the key factors that leads to the success in the international arena is the capacity for recruitment and selection of staff that have an interest and the creativity to incorporate the global concept in the process of planning a career. The requirement to recognise the main people in the major people in the agenda as and when business is on the verge of controlling costs. Previously, the options were looked upon as the proper way to lock the major staff and also to ensure the efficient way of getting the major staff and also to assure that they laid the focus of the efforts which promote the value of the share holder.

But, there was a major change in times and sharing of options that are no longer attractive even if they do. This offers the meaning that management has to get back to basics while optimising the value of the businesses that were derived from costs of employment and at the same time the lid on the disruption would be kept tight.

The simple approach takes into account that there would be a significant association between a increased pay and well motivated staff but this is not true in most of the cases. As there is a effort from the side of many firms to see to the fact that why rest of the people stay. There is also a failure from their part to proper provide appreciation for the fact that in case of a working life the priorities of people undergo constant change.

But the fundamental aspects affect much more people and there are little things that are important like the recognition for good work and praise them for that so that there is a sense of feeling good about themselves and get a feeling of satisfaction which would be better than a incentive that adds to their bank statement.

For most people, it is easier to get out of bed each morning if they are faced with an exciting, challenging and enjoyable day than because it pays the bills. There will always be those for whom the dollar is king, of course, but often they also find challenge and reward in the way they earn their pay.


The theme of rewarding is centred on a human element and this allocates the creation of an office circumstance that would be valued by the employees that would not find a good job. It also allows the keeping of the costs relatively low and these results in the alignment of the work of the employees’ work and the goals of the company would be rewarded. The constituents of the final reward are the original remuneration and the concept of experience in work. This would be constituted by recognition in work a proper balance in work and life, the culture of the corporate environment, development of the employees and also the environment in the work.

The concept that involves ‘total reward’ is only emerging in the recent times and in times of uncertainty in the economic times this leads to optimise the retention of the employees and also in the process of motivation and at the same time exerting a control over the bottom line. This is a critical concept and thus even the most efficient managers find it difficult to manage (

Methods of Handling Employee Turn Over

As stated in research the costs involved in the turnover of the employees would frustrate a small business owner more. Turnover rates that are high or low would prove to be damaging for the concern. There should be proper calculation and assumption on when and where to curtail the employees who revolve the door of exit in the business.

There could be variation in the turnover rate of the employees depending on the industry and the place of location of business. As an illustration, the industry of food service has an experience of turning over of 100- 300 percent. The stress that is associated with employee turnover in small businesses is greater than that involved in big businesses. The determination of the price paid by the company for the employees who are lost is important. (Zahorsky, 2010)

Reducing Employee Turnover

Hiring of the proper demographic

The question of is there a recruitment of people from the appropriate age group should be addressed and there should be proper matching of the profile of the company with the right hiring group. If advancement in career could not be offered to the people working, then there should be no hiring of staff that is actually oriented to the career. Then a better idea would be involving of the employees who have less concern on development in job.

Comprehension of employee motivation:

A proper understanding of what the employee consider as important will go a long way in staff retention. A proper look at the outward motivators like incentives and recognition should be there. There should also be involvement of the internal motivators that are passion as well as purpose in work.

Reading between the Lines

In the exit interview the right reason that is involved in the turnover of the employee would not be found. The conventional response that is found in the employees who leave would be that they actually move for a better job with a good pay. There should be a proper enquiry into the association of a deep meaning for the job. A probe into whether it was a lack in support or a unreasonable structure of the commission. Sufficient time should be allotted to get to the basic problem. (Zahorsky, 2010)

Disciplinary procedures:

During the occurrence of a problem there should be proper assessment of the seriousness of the problem so that the necessary steps required could be taken. There should be fair treatment of the manager towards the employees. When considering a employee who is constantly late to work and a employee who is late only one day, there should be a difference in the treatment. There should not be any discrimination due to the race, gender and colour of the employee.

Disciplinary Action on Mr. Paul Wilkinson:

As the employee has been warned earlier the past record of Mr. Wilkinson would be reviewed and the duration for which he has been coming late would be assessed.

A thorough investigation on if he is deliberately doing it or if it is his circumstances that is forcing him to come late would be done

If he has been coming late for a long period of time and he has been doing deliberately doing it deliberately a personal interview with him would be conducted.

If he shows apologetic behaviour, then he will be given serious warning and a memo. On the contrary, if he has been coming late due to his lethargy and carelessness and if he would not be apologetic also, then he would be given a short suspension period.

Disciplinary action on Ms. Sheena Johnson:

As she has been found stealing from the department and on getting enough proof of her charges, she would be immediately dismissed.