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In the periodical literature, the question of what the recruiter should be like is still debatable. It's quite justified, because almost every specialist once faces with the challenge of finding work and wishes to meet on this road a real professional, who will help in finding a job where there is a chance to realize one's potential and meet one's needs. Recruiters get a setting for work from their direct supervisors, interact with the employers and job seekers and always bring to their work their own personality traits.
In this paper, I am going to analyze a vacant position in the University Of Melbourne. The University Of Melbourne offers a job of HR executive director, which is obviously a good chance to apply the obtained knowledge in HR theory towards the practice in a prestigious position at the serious and reputable educational establishment. This responsible position will involve planning, development and implementation of human resources initiatives and strategy that will contribute to the achievement of the University's objectives, which makes the offer challenging for my career life in the next 2-5 years. This paper will present an overview of the University Of Melbourne, and further focus on the role of HR executive director in benefiting organization's HR department functions.
The University Of Melbourne Overview
University of Melbourne is Australia's State University, the oldest in Victoria. It is the member of the Group of Eight and the sandstone universities. The University of Melbourne contains about 40,000 students and 6000 staff. The University is known for its highly developed arts, humanities, and biomedical sciences (About the University, 2011).
The University is included in the group of the world's most prestigious universities. University of Melbourne has become the only institution of higher education in Victoria and one of the six Australian universities included into Top 100 prestigious rankings formed annually by Shanghai University (Shanghai Jiao Tong University - SJTU). University of Melbourne is included in three of the five disciplines: medical, engineering and biological (About the University, 2011).
According to the University's Governance, it is particularly gratifying that the institution significantly improved its performance in the ranking of the medical field (from 76-108 positions in 2007 to 52-75 positions in 2008), which is a specialty research discipline at Melbourne University. It is also confirmed by the recently published rating compiled by the Council for evaluation and accreditation of higher education in Taiwan, according to which, the University of Melbourne occupies 64th position in the world and first in Australia (About the University, 2011). These high positions in various rankings prove the high reputation of Melbourne in the international scientific world.
In the prestigious international rankings, Australian universities have to rival with well-equipped educational universities of North America, Europe and Asia. That is why, the Melbourne University aims at working on continuous improvement in compliance with the strategic plan of scientific and research work.
Therefore, the university plans to hire a person with leadership skill able to implement governance, strategic development and policy in the HR area of the university. The position is also responsible for practice leadership, advice and support for HR practitioners located in local service areas in each Faculty, Graduate School or Administrative Division. In order to reach the set objectives at the position of HR executive director at the University of Melbourne, I will be focused on the three main areas: introduction and control of HR performance indicators, implementing psychological approach to personnel selection, and planning of HR personnel training.
HR performance indicators
Methodology of evaluating the HR performance distinguishes indicators of formation, use and development of staff in accordance with the basic subsystems of HR management in the organization. Effective HR management can be based on analysis of development costs and actual performance of employees, for which a special HR department is needed to collect and analyze the necessary data. Delpo (2007) recommends using no more than 20 key performance indicators, and Sharma and Bhatnagar (2009). offered no more than 10 indicators determined by the company based on its strategic objectives.
It is very important to define the factors of achieving labor results, indicators of professional conduct and personal qualities, such as work planning, process organization and regulation, work control. For example, the main indicator of staff performance is the cost of hiring one employee.
Performance standards define the limits, requirements or expectations to be reached at a certain level of efficiency. They are focused on results and include a robust assessment measures, such as (Delpo, 2007):
- Quality, measured by error rate, and coefficient of customer satisfaction;
- Quantity, assessed by in quantitative values, or the total amount expected;
- Cost effectiveness, measured on the basis of maintaining or reducing unit costs, reducing time spent on the production of goods or services, or reducing losses, etc.
Thus, the formulation of performance indicators is important in assessing the personnel management. Performance indicator must be set on individual HR manager performance, and the criterion for measuring performance should be the relation of the value of the specialist and the position for which he is invited to the company.
Psychological approach to personnel selection
It is no secret that professional level and psychological preparedness of personnel are the key to the success of an enterprise. To achieve best results in business, it is necessary to select every employee carefully analyzing many factors. The most popular methods of staff selection today is psychological approach that focuses not so much on professional qualities, as on personal characteristics of a potential employee.
Most effective assessment of psychophysical readiness of an applicant to a particular job may be done by recruiting sequentially in three phases: selecting candidates with suitable psychotype, their training, and improving skills in practice. The most important is the first phase when the overall suitability of a person to a vacant position is assessed, a candidate's ability to adapt to the existing working team. Psycho- and professiograms of a future employee are created (Goals for Successful HR Executives, 2007).
According to the results of the selection, candidates are grouped by priority: the first group includes leaders who fit the job by most of the parameters; the second group includes applicants who might work successfully, but without their own initiatives; the third group includes candidates who fit the job, but need a specific regime of work; finally, the last group includes people incapable of this job. Accepting the representatives of the first and second group will be the most successful, as their training will give good results, which in turn will bring large benefits to the enterprise.
Training HR professionals
Modern education industry offers training, retraining and raising the overall knowledge level of professionals working in diverse areas. The success of a company depends only on the level of employees' knowledge and capabilities. Smarter, faster, better are the basic principles of healthy competition in the modern world. Only constant improvement of the company, regular investment not only in advertising, but also in informative and material scope of the firm can lead to lasting and sustainable results.
Constant upgrading of equipment or complete periodical replacement of all the technical facilities cannot guarantee success, because the main driving force of any process is human knowledge (Sharabi, 2010). Updating knowledge of professionals is as necessary, as that of equipment. Regular training not only allows using new trends in the technology, but also expands the horizons of employees. All the best known and most powerful companies in the first place consist of proactive, responsible and devoted people.
To sum up, taking the HR executive director position in the University of Melbourne is a great challenge, which, however, involves an opportunity to apply HR theory in practice and thus, improve my knowledge and help me gain extra experience.
The University of Melbourne is a prestigious and large organization and thus, needs a competent HR executive director, who will be a skilled manager implementing organization and control of selecting and hiring personnel; motivation, compensation and benefits; personnel training and development; organization development; analysis of corporate culture, consulting on personnel management, etc. Thus, I'm planning to contribute to the university in three key areas (introduction and control of HR performance indicators, implementing psychological approach to personnel selection, and planning of HR personnel training) in order to help the university achieve its strategic objectives.
About the University (2011). The Official Site of the University of Melbourne. http://www.unimelb.edu.au/about/
Delpo, A. (2007). The Performance Appraisal Handbook: Legal & Practical Rules for Managers. NOLO.
Goals for Successful HR Executives: Top Human Resources Professionals on Motivating Employees, Measuring Progress, and Updating Team Goals. (2007). Aspatore Books Staff.
Sharabi, M. (2010). HR manager leadership in quality improvement in a college environment. Quality Assurance in Education, 18 (4), pp. 317-327.
Sharma, R., & Bhatnagar, J. (2009). Talent management - competency development: key to global leadership. Industrial and Commercial Training, 41 (3), pp. 118-132.