HND人力资源管理导论Outcome2.docx

HND人力资源管理导论Outcome2.docx

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HND人力资源管理导论Outcome2

“EscapetoWild”是一家成功的公司，专门通过邮购和小型的零售专营店来销售户外休闲服饰。

它作为一家私营公司小规模的经营了超过15年的，一直到六年前，一位经理被聘请来扩展公司业务。

首先，公司增加了邮购目录上的商品数，并且用了更大的仓库来存放和配送货物。

四年前，“EscapetoWild”开了第一家自己的零售专营店，到现在，已经有了10家零售专营店，并有计划再多开五间店。

两年前，公司建立了自己的网站，实现了网上购物，这部分的业务发展迅速，还带了了很多海外的订单。

这位新经理上任以来，公司员工已由原来的20人发展到300人，业务也变得更大更复杂，持续需要加强员工来源已经成为这家户外服饰专营公司最强烈的需求，需要更多的员工是这家公司的当务之急。

“EscapetoWild”公司没有明确的人力资源部门。

部门经理们根据自己部门的职责招聘新人，负责确定他们的薪酬水平。

薪酬管理业务已经外包，员工培训一般是临时组织的，财务主管负责处理员工的合同和特殊情况，例如产假和加薪。

在这个快速发展的时期，公司已经开始将更多的精力投入到服务正在增加的客户群中。

到目前为止，公司中员工的关系比较良好，但是，公司的现状表明是时候建立规定和程序从而能用更系统的方法去解决人力资源的问题。

在最近的公司管理层会议上，部门经理们不断的抱怨说他们花了太多的时间在处理一些日常的行政问题上，而这些问题明明都可以由人力资源部门来解决，如果公司能有一个这样的部门。

不断增加的员工数量使得财务部门花大量的时间来处理与人事相关的问题。

同时，部门经理们也会因为工作描述，招聘和甄选的实际操作，以及员工的薪酬待遇等问题产生矛盾。

一个管理层的人员最近参加了一个关于员工法案的研讨会，法律的复杂性带来的实际问题是公司更加需要一个专门的部门来公平的处理员工的问题。

同样，员工们也开始抱怨一些条款和条件中的矛盾，有一些人离职了，因为他们对自己遭受到的人力资源问题觉得不满意。

所有的管理队伍都同意引进更系统的管理方法。

总经理已经表达了愿望：

希望公司能用更战略的方法来招聘，培训和发展员工，从而保证留住这些为公司创造成功和利益的人力资源。

ThehumanresourcemanagementforEscapetotheWild

Introduction:

ThisreportisanadvantagereportforEscapetotheWild,init,wewilltalkaboutitshumanresourcemanagementandhowtomanageitmorebetter.Wewillalsogivesomeadvantagestoitslinemanager.Itwillalsotalkaboutthejoyfulinfluenceforthiscompany.

1.

Thehumanresourcemanagementcanbedefinedasastrategicandcoherentapproachtothemanagementofanorganization’smostvaluedassets:

thepeopleworkingtherewhoindividuallyandcollectivelycontributetotheachievementofitsobjectives.

Therangeofhumanresourcemanagementactivitiesarehumanresourceplanning,recruitmentandselection,jobanalysisanddesign,traininganddevelopment,employeerelations,payandreward,employeewelfare,performancemanagementandappraisal,ensuringfairemploymentpractice.

Inthisreport,Iwilltalkaboutfouractivities:

humanresourceplanning,recruitmentandselection,jobanalysisanddesignandtraininganddevelopment.

（1）Humanresourceplanning

Thehumanresourceplanning’sfunctionandpurpose:

Toensurethatfirmhasrightnumberofpeople,intherightplace,withtherightskillsattherighttime.

Tosupportfirms’expansionstrategy.

ToensuringHRresourcesupplementshumaneresourcedemands.

Tosethumanresourceobjectivesanddecidinghowtomeetthem.

Dohumanresourceplanningneedtoemployeesneedforacompany,itincludeinsideandoutsidepredict.Theprocessofhumanresourceplanningincludesthreesteps:

Howmanyemployeeswillweneed?

Theexpecteddemandforcompany’sproductofserviceismostimportantwhenforecastingpersonnelneeds.

Howmanycandidateswillbesuppliedinsideoforganization?

Aqualificationsinventorycanfacilitateforecastingthesupplyofinternalcandidates.

Forecastingthesupplyofoutsidecandidates.

Iftherearenotenoughqualifiedinsidecandidatestofillanticipatedopenings,employersfocusnextonprojectingsuppliesofoutsidecandidates.Thismayrequireforecastinggeneraleconomicconditions,locallabormarketconditions,andoccupationsmarketconditions.

Thisactivityisveryusefulforthiscompany,becauseitcanenablethattheemployeemovementsinto,within,andoutoforganizationaresmooth/lessdisruptiveandsoundHRMdecisionmaking.Throughtheseparts,theycaneffectonmanypartsinthecompany,atlast,itcanbecomethecompetitiveadvantage.

EscapetotheWildislakeofhumanresourceplanningthroughitsdevelopment,iftheydoitwell,thenthecompanywillhasitsowncompetitiveadvantage.

（2）Jobanalysis

Jobanalysisistheprocedurethroughwhichyoudeterminethedutiesofthesejobsandthecharacteristicsofthepeoplewhoshouldbehiredforthem.Itincludestwoparts:

jobdescriptionandpersonspecifications.Itspurposeistoproduceinformationonthejob’sactivitiesandrequirements.Ithasthreeprocesseslikenext:

Collectingjobanalysisinformation.

Tocarryoutjobanalysisneedcomprehensiveinformationaboutcertainjob.

Writingjobdescription.

Ajobdescriptionisawrittenstatementofwhatthejobholderdoes,howheorshedoesit,andunderwhatconditionsthejobispreferment.

Writingpersonspecifications.

Personspecificationshowsdetailsofthepersonalqualitiesanindividualwillneedtoperformaparticularjob.Apersonspecificationsetsouttheskills,characteristicsandattributesthatapersonneedstodoaparticularjob.

Itcanenablethatcompetent,motivatedemployeeswithpositivejobattitudes,job-relatedHRMandminimizedHRM-relatedlawsuits.

Inthiscase,throughitsdevelopmentthecompanyisbeguntodoit,becauseofthis,thecompanyisdevelopingfastandbecomebiggerthanbefore.Thejobanalysisletsomecompetitiveadvantagestothiscompany.

（3）Recruitmentandselection

Recruitmentistheprocessofidentifyingtheneedforanewemployee,definingthejobattractingcandidatesandselectingthosebestsuitedforthejob.

Selectionistheprocessofchoosingwhichpersontoappointfromthosethatapplyforajobvacancy.

Recruitmentandselectionareusuallyconsideredasoneprocess.However,wewillmakethedistinctionherebetweentheinitialactionsandconsiderationswhenplanningstaffrecruitmentandtheprocessofselectinganindividualfromapoolofapplicants.

Thepurposeofrecruitmentandselectionisthat.Recruitmentinvolvesattractingtherightstandardofapplicantstoapplyforvacancies.Selectioninvolveschoosingthemostsuitablepeoplefromthosethatapplyforavacancy;thisensuresthatthoseselectedforinterviewhavethebestfitwitthejobrequirements.

Theprocessofrecruitmentandselectionislikenext:

Vacancyreview

Applyingtofillavacancy

Preparationofjobdescriptionandpersonspecification

Preparingarecruitmentadvertisement

Placingtheadvertisement

Receiptofapplications

Arrangeselectioninterviewsandotherselectionactivities

Writetosuccessfulandunsuccessfulcandidatesatvariousstagesoftheprocess

Evaluationoftherecruitmentandselectionprocess

Itcouldensurerecruithigh-qualityapplicants,ifacompanyhashigh-qualityemployees,thenproductiveemployeescanincreaseoverallproductivityandimprovedchancesofselectingbestqualifiedandtrainingneedsandcostsareminimized,throughthesebestpartsandcombinewiththiscompany’ssituation,ifitcanhavehigh-qualityemployeesandtakelowcostfortheemployeestraining.Thosearehelpingthecompanydevelopingwell.

（4）Traininganddevelopment

Traininganddevelopmentreferstoa“plannedeffortbyanorganizationtofacilitatethelearningofjob-relatedbehavioronthepartofitsemployees”.Traininganddevelopmentisalsoameanstoprovideemployeeswithrelevantskillssoastoimprovetheefficiencyoftheirorganization.

Thegoalsandfunctionoftraininganddevelopingarelikenext:

Toimproveanindividual’slevelofself-awareness

Toimproveanindividual’sskillinoneormoreareasofexpertise

Toincreaseanindividual’smotivationtoperformhisorherjob

Togrowitsownmanagersandpromotefromwithin

Tohelpretaingoodqualityemployees

TheprocessesofT&Darelikenext:

Identifyingtrainingneeds

ProducingT&Dplanning

ImplementingT&Dplanning

Evaluatingtheprogram

ThroughgoodT&D,thecompanycouldimproveemployeecompetence,permanentchangeinKSAsofnewemployeesandpermanentchangeinKSAsofcurrentemployees.

Inaword,EscapetotheWildcanthroughthesepartsinitsowncompanytoimprovehisproduceandhisquicklydevelopmentintheworld.

2.

（1）

Throughthecasecompany,wecanseethatthemanagementstructureisn’twonderfulforthiscompany.Inthiscompany,ithas300staffs,butitsstructureofthehumanresourcemanagementfunctionisn’thavingfullfunctioninthisfirm,soweneedtoimproveittohelpthecompanydevelopingbetter.Iwilltakesomeadvantagestoit.

Fromnextpicture,thecompanydidn’thavethelastdepartmentinitsstructurethatisHRdirector,thisdepartmentisthiscasecompanyarebuildingnow.

Becauseof300staffsinthisform,insomeoperations,theratioofHRdepartmentstafftothenumberofemployeesisoneforevery100employeesoroneforevery200employees,soitsuitableto1:

100managementsituation,soweonlyneedtoaddtwoorthreeHRdirector’smember,sothenewstructurepictureislikenext,ithasfivedepartmentsandtheHRdirectoristhenewone.

ThepositionsofHRdepartmentarealwaysincludingthese:

Directorofhumanresources

Laborrelationsspecialist（directoroflaborrelations）

Employmentmanager

Payrolladministrator

Benefitsadministrator

Directoroftraining/trainingmanager

Throughthefactofthiscompanyandthetheory,sowecanseethenextstructureismuchmoresuitableforthecompany.

ManagingDirector

MarketingAdvisorPersonalAssistant

FinanceDirectorOnlineandMailOrderRetailOutletsPurchaseandHRDirector

SalesDirectorDirectorDistributionDirector

1accountant2IT/webspecialists10store1warehousemanager1training

2finance1mail-ordermanagers1buyingmanagermanager

supervisorsmanager20assistant3distribution1HRrecruiter

8finance1assistantmail-storemanagerssupervisors

assistantsordermanager150full-time/5buyers

2secretarial3salesteamleaderspart-time/casual15dispatch/

supportstaff30full-time/part-timeretailstaffwarehousestaff

customerservicestaff4secretarial/4secretarial/

4secretarial/adminadminstaffadminstaff

staff

TheHRdirectorguidesandmanagementtheoverallprovisionofhumanresourceservices,policies,andprogramsfortheentirecompany.HeoriginatesandleadsHRpracticesandobjectivesthatwillprovideanemployee-oriented,highperforma