Three key HRM activities of Solar Industries Business Essay

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Three key HRM activities of SOLAR INDUSTRIES:

Before identified three key HRM activities of SOLAR INDUSTRIES, it is needed to define human resource management. Human resource management can be defined as the activities of administration sector in relation to the subject matter of planning, hiring, selecting, orienting, training, performance appraising, motivating and compensating etc within the organization (Business

In general, the function of human resource management consists of the various activities. Among these activities, key activities of HRM are: determining the needs of staffing and for the purpose of fulfilling these needs employees can be hired, recruiting employees and trained them for doing best and make sure that they show their performance efficiently, appraising the performance of employees. Except these activities, other functions of human resources management: managing the benefits of employees and ensure the compensation of them, keep records of employees and strictly follows the policies of personnel.

In referencing to SOLAR INDUSTRIES, there also have three key activities of human resource management and theses activities are: 1. Recruitment and selection 2. Training and development and 3. Performance appraisal.

These three activities of HRM are described below:

Recruitment and selection:

Recruitment and selection can be defined as the process of determining and attracting potential candidates as a group through the way of internally or externally for the purpose of fill up the vacancy. When the identification of potential candidates is ended, on that time selection process is started for choosing right employees on right position. The functions of recruitment and selection process are gathering, appraising and assessing candidates' qualification information in relation to the certain position. These processes are mainly used for the purpose of find out the right employees with appropriate skills and abilities for right position.

The recruitment and selection process of SOLAR INDUSTRIES contains four stages and these stages are:

1. Aptitude test:

Aptitude test can be defined as the test which designing for the purpose of measuring the person's abilities in order to the skill development or knowledge achieving. In SOLAR INDUSTRIES, the first step of recruitment is to take aptitude test of candidates. At first, the authority of the company collects all the application form whether the candidates apply by online or by directly. After that they choose some application form and arrange an interview for selecting right candidate for right position.

2. Interview:

Interview is considered as a formal meeting between interviewee and interviewer where interviewer ask question to the interviewee for assessing and evaluating the candidate's qualification. After collecting the application form of candidates, the company takes the interview for selecting the employees for filling the vacancies.

3. Assessment of work experience:

In SOLAR INDUSTRIES, after conducting the aptitude test and interview of the candidate, the company also assesses the experience of the applicant. Before announcing about the selected person, the authority considers about the educational qualification along which work experience is also consider by them.

4. Job offer:

After completing all forms of testing, interview and assessment of work experience, job will be offered by the authority of the company. In fact, the selected candidates will get a call or appointment letter from the company for the purpose of joining the selected position.

Training and development:

Training and development can be defined as the process of learning which contains the knowledge acquiring, skill sharpening in relation to the concepts, rule or attitude or behaviour change in order to increase the employees' performance. On the Solar Industriessis of the commitment of the firm, the program of training and development is designed maximizing the employees' potentiality.

Performance appraisal:

Performance appraisal can be defined as the process which is designed for the purpose of appraising the performance of employees in comparison to the standard of past performance with present performance, and then analysis comparison result and these results are used to give response to the employees. In SOLAR INDUSTRIES, performance is appraised of the employees by giving promotion or compensation.

Justify how the objectives of these were achieved by effective management of human recourse.

Way of achieving the objectives of recruitment and selection:

As referencing to SOLAR INDUSTRIES, the employees should have some qualification for applying the specific position of SOLAR INDUSTRIES. Suppose for example: for applying to the position as an apprentice, the applicant must have the qualification of GCSE on which Grade C is required. In GCSE, the subject should be Math, English, and Science etc. After matching with the required qualification, the applicants fill up the application form and send it to the specified email address. There is also other option available. This option is that the applicant can apply to SOLAR INDUSTRIES through the website of the company by filling the online application form. After receiving the application form from the applicant, the company checks that whether the qualification and skill of employees meet the requirement of the specified position.

Way of achieving the objectives of training and development:

In SOLAR INDUSTRIES, training and development is mainly provided by the company to the employee for the purpose of increasing the employee potentiality. At British Airways, there are long range of resource of training in the hand of employees which is designed for fulfil the requirement of the position. The resource of training and development includes interactive learning which is computer Solar Industriessed, facilities of learning, materials which are referenced, tapes of audio and video in relation to learning.

Way of achieving the objectives of performance appraisal:

At SOLAR INDUSTRIES, the objectives of performance appraisal can be achieved by the discussion with a face to face meeting where the work of one employee's work is analysed, assessed reviewed by other employees with a designed and planned framework. In fact, employee performance appraisal is conducted by the line manager of the company along with colleagues can also appraise. The appraisal in 360 degree is used for the purpose of reviewing the performance of the employees by the line managers of the company.

Two HRM models:

In human resource management, there are so many models such as: best practice, resource based, best fit, operating model etc. Among these models, best fit and resource based models are appropriate for British Airways.

Best fit model:

The best fit model creates a close link of relationship between the human resource management and strategic management. In between the business strategy of organization and the policies and practices of human resource management, there exists a vertical integration which is assessed through the best fit model (Schuler et al, 1993). At this model, the strategies of human resource management are identified by the organization which is appropriate for the business such as: labor, size, market, structure etc. The maturity of human resource is signed by the best fit model.

Best fit model is appropriate for British Airways because of some reasons. These reasons are: we know that in case of best practice model, organization neglects the interest and benefit of the employee. From this perspective, SOLAR INDUSTRIES doesn't provide the higher level compensation to attract employees. The main problem is that cost maximization. Although SOLAR INDUSTRIES is moving towards individually determined remuneration, there are still elements of standardized pay unrelated to individual performance

Resource based model:

The view of resource based model is indicated to the thinking of human resource management's paradigm shift. An organization's internal resources are the main key points of the resource Solar resource based model. It doesn't analyse and assess the performance of the employees externally (Belbin, 1996).

From the view point of SOLAR INDUSTRIES, the company has concentrated its training efforts entirely within the parameters of organization cultural change. The company has also made a substantial investment in the development of employee and has established a lots of programs of training and development. The main trend in the approach of SOLAR INDUSTRIES to the development and training of employee has been to move away from non specific training towards direction educated programmes. This trend has been designed to satisfy the intention of establishing a pool of candidates within the company that will be capable of responding to unforeseen business circumstances.

Task 2:

Key approaches of learning and development in SOLAR INDUSTRIES:

In case of training and development in SOLAR INDUSTRIES, systematic approach is used which can help to ensure supervisors are getting the most out of themselves and their employees. A systematic approach is the process which takes time to analyze what performance the organization expect from its employees, if employees are completing their task and what training and development approaches are required by employees to return better performance on this task. This approach includes analysing approaches before, during and after training to ensure whether the employees are truly benefited or not and whether this training are enhancing the performance of employees or not. Effective training and development comprised of applying sound principles of performance management and basic training techniques.

2.4 Basic Overview of Systematic Approaches to Training and development:

A systematic approach consists of an inevitable training process that remains concentrate on the requirements of the organization. The process includes the following phases:

Analyze: this approach analyze the organization's expectations from the employees and identify the purpose of training so that employee's skills can meet the organization's needs. Typically, this phase also consists of identifying when training should occur and who should attend as learners.

Design: this approach designs a training system where learner and trainers implement it for meeting the learning goals. Basically, it includes analyzing learning objectives, required funding, content of course, lessons and sequence of lessons.

Develop: it develops the training materials and resources which called 'training packages' and this package include developing audio visual, graphics, manuals, etc.

Implement: this approach implement the training packages which include providing the training, take group feedback, providing training materials, taking tests and conducting the final evaluation.

Evaluate: it includes evaluating and analysing before, during and after implementation of training.

Recommendation on improving learning and development strategy:

Solar Industries strategic planning is designed on the Solar Industries of store roll out though they adopt the programme with rapid growth. This form of program might be helped to advance the competencies on the leadership and delegation. SOLAR INDUSTRIES has a given a high priority to staff development. Willie Walsh, who is the chief executive of the airline, has publicly supported the notion that if the business success is to be achieved then there must be a significant investment in the organization's human resources. This recognition has been led to several interesting and innovative changes in the way the airline manages its human resources. These changes have been associated with a conscious attempt change the culture of the company with the focus of attention firmly placed upon the customer service.

In relation to the inventory of skill of the SOLAR INDUSTRIES, here employees tended to be recruited on the Solar Industries of analytical skills of intellectual capacity rather than management experience in a service industry. The need to ensure that staff would provide a consistent high quality service to customers as well as achieving efficient operations, required more than simply learning new management skills. It required fundamental change in the company's approach to management.

The new attitudes and management styles that would be necessary were more closely associated with a total change in organization culture than with a simple acquisition of mew management skills. To tackle this problem, SOLAR INDUSTRIES developed 'managing people first', a one week residential training course. This programme was specifically designed to break down the bureaucracy which has developed underlying values of order, rationality, dependability and systems control. The old system was rule bound, designed to operate on this assumption that people need to be controlled through the application of strict behavioural boundaries. In order to design this training program, which would facilitate the desired cultural change, SOLAR INDUSTRIES commissioned a further program of research that highlight the skill requirements of employees and also training program.

Task 3:

Talent Management:

Talent management refers to the process of developing and integrating new workers, developing and retaining current workers, and attracting highly skilled workers to work for a company. Talent management, in this context does not refer to the management of entertainers. The term was coined by David Watkins of Softscape  published in an article in 1998. The process of attracting and retaining profitable employees, as it is increasingly more competitive between firms and of strategic importance, has come to be known as "the war for talent."

In fact, talent management is mainly consisted of the recruiting and selecting employees and as well as appraising their performance through different methods such as: incentives, motivation, pay, promotion etc.

Definition of recruitment:

Recruitment is a process which aims to attract appropriately qualified candidates for a particular position from which it is possible and practical to select and appoint a competent person or persons.

Three phases of recruitment: there are three phases of recruitment (Barber, 1998):

Generating applications: attracting people for applying to the company.

Maintaining application status: encouraging people to stay interested while the company goes through the selection process.

Influencing job choice: encouraging a person to take a job if offered.

Definition of selection:

Selection is a process which involves the application of appropriate techniques and methods with the aim of selecting, appointing and inducting a competent person or persons. Selection decisions should be based on a careful weighting of the evidence. But despite efforts to make selection 'objective' and 'scientific', decision processes are inevitably effected by human subjectivity.

Methods of selection: the process of selecting employees in a organization involves three stages:

Reading the application form: this might have been filled in advance, or when the person arrives at the organization. It will be needed to find out a range of information about the candidate: age, qualifications, training, previous employment and interest. It will be used to check if the person is suitable for the post. The form will also ask for the name of referee- someone who is willing to say whether the person is likely to make a good employee. As an alternative to an application form, the candidate might have a CV, that is a short account of their qualifications and experience so far.

Interviewing the candidate: This will help to provide the employer with additional information about the candidate, and to see if the employee will fit into the organization. Some of the general question that might be asked to the candidate and the general appearance of the candidate will help the employer decide whether they offer the job to that candidate.

Offering the job: If the interview is successful, the person is likely to be offered the job there and then, although the employer might wait to receive any references from the referees. These help to check that the candidate has done what they have said they have done, and that they have the right character in terms of honesty and reliability.

Suggest ways to improve the Talent Management of Solar Industries:

There are several ways of developing the methods of monitoring the performance of human resource management which are also adopted by British Airways. These ways are:

1.good work in team and coordination in order to the analysis, discussing and polls of opinion. Through this way, the employee of the organization can give his valuable suggestion for the purpose of increasing or enhancing the performance of the organization or increase work effectiveness.

2. it should be ensured by the authority of the organization that the goal and objectives of that organization is clear and understandable by the employees. And for achieving this objective, it is needed to task alignment.

3.keep monitoring and controlling the work of employees and give suggestion the way of improving work.

4.motivate employees to give or show their better performance in order to handling the customer or marketing client and meet the needs of the customer.

In general, the organization monitor the performance of the employees and the authority of the organization check that whether the employees do their job effectively. Not only this, it is also shown by the authority that the work deliveries through the employees are done on timely or not. Along with this, the monitoring program also consists of seeing the performance development of the employees of that organization.

Individual employee development is a part of a broader concern that SOLAR INDUSTRIES has developed for the individual employee. As a part of the overall concern with organizational culture, SOLAR INDUSTRIES's philosophy has focused much more attention upon individual performance and this has led to the introduction of a company-wide appraisal scheme. The main purpose of this scheme was to improve the relationship between reward and performance and this has been reflected in a linked element of performance related pay. The number of employees affected by this system is growing: all employees in management grades receive performance pay and the scheme is being extended to employees in administrative grades. Although SOLAR INDUSTRIES is moving towards individually determined remuneration, there are still elements of standardized pay unrelated to individual performance.

The main proportion of salaried staff earnings is Solar Industriessed upon pay rates which are governed by a job evaluation grading system. There is also a company-wide performance related bonus scheme paid to all employees and there have been offer of free and bonus shares. SOLAR INDUSTRIES has also introduced a novel scheme which gives an opportunity for all employees to purchase tax free shares through trust using their company performance bonus.

Most of SOLAR INDUSTRIES's managers have now experienced the managing people first program and most employees who have a critical role involving customer contact have experienced the putting people first program. It is hard to say how much impact the program has had; it is commonly understood in training circles that it is difficult to measure the value of training . However, SOLAR INDUSTRIES believes that this program has been successful that a significant cultural change at all levels of the organization and this cultural change has made a significant contribution to the steady improvement in business performance.