Believing in the principle that any organization may it be profit oriented or nonprofit, the most vital asset is its employees. And for these organizations to maximize their assets, they should manage the employees’ working condition with intelligence and efficiency (Ulrich, 1998). They must be allowed to be involved in making work-related decisions to further enhance the organizational structure (Delaney & Huselid, 1996). Furthermore, the structure of tasks among the employees should strengthen the organizational performance (Wilson & Rosenfeld, 1990). It is therefore necessary to understand the employees for the organization to be effective (Schneider, 1983). The development, building, motivation, enhancement and enrichment of the employees largely depend on the leadership, mandate and vision of the organization (Rainey & Steinbauer, 1999).
In relation to this case, the principal problem that occurred is the failure of the management to undergo, complete, and evaluate the step-by-step process of employee selection and recruitment in relation to the new trainees. Evidences are present on the new trainees’ incomplete applications completed or their transcript on file and the fact that none of them had been sent to the clinic for the mandatory drug screen. In could be said that the problem had rooted from the inefficiency of the HR staff to implement the basic HR functions within the boundary of the organization.
Basically, the first responsibility of HRM is for attracting a quality workforce. This is the recruitment and selection of employee. It is very significant for a company to hire the best people to occupy the position. According to David (2003), recruiting is part of the over-all management function of staffing and is a major role player in ensuring that company strategies would be implemented. Spencer (2004) also emphasized that staffing requires both the process of attracting and selecting prospective personnel’s capabilities and competencies with the company position. This principle is the first step in the process of staff development. It is also considered as the most critical step because wrong recruitment and selection can lead to a waste of company time, resources and finances (Spencer, 2004).
In relation to this case, I am proposing a “back-to-basic policy” to be implemented the soonest time possible. Due to time constraint and the consequences that may occur during the process, Mr. Robins can immediately call up the new trainees and ask them to report in the office and process their incomplete applications. They must also adhere with the pre-employment standards designated by the organization. This is the simplest yet most sensible solution for the sudden onset of the problem. This is also the most immediate antidote that will try to control the aggravation of circumstances. Considering that there are already planned undertakings involving the said trainees, Mr. Robins must maximize his resources, time, and effort to catch up with the limitations of time. The commitment with Ms. Carrolls might cause troubles to the organization’s working relationship with each department. Furthermore, the rooms are now for the entire month of June for computer training seminars for the new database software implementation. Thus, if things turn to worst, every plan at hand will be considered worthless and it might result to losses in the organization’s performance.
Mr. Robins himself might also be considered as the problem. His inexperience in HR processes leads him to risky situations involving the welfare of the workforce and the whole organization. In connection to this, I recommend that Mr. Robins must be trained for further completion and study of the regulations and policies of an effective HR function. Six month in service is not enough for someone to practically materialize the theories of HRM. The organization may train Mr. Robins. Training of employees is basic to every organization. The value of human capital is enhanced by gaining higher performance potential such as new tasks, functions, and KSAPs (knowledge, skills, abilities, personal attributes) obtained and cultivated during trainings. This is where the importance of employee training recognized as a crucial issue for businesses. It has been suggested that organizations are likely to increase their reliance upon the utilization of employee training programs in years to come (Hornsby & Kuratko, 2005). The effectiveness of training interventions in organizations is likely to become even more salient in the future (Schermermon, 2001).
Recruiting and staffing is a far more complex activity than in previous times when HRM staff could rely on recommendations from current employees or a “help wanted” sign in front of the business (Sims, 2002). Thus, an accurate recruitment and selection is important in all levels of the organization because it influences all organizational processes as well as its future. Proper selection and recruitment process save the company precious time, resources and money spent on staffing. This is the best advantage as companies need also those components to develop other aspects of their businesses. Other strengths would be an increase in staff morale, increase in production, decrease in staff turnover and enhanced performance effectiveness and efficiency. Further, the manager’s outlook is to help the supervisor in establishing policy in staff selection such as detailed planning and recruitment preparation. Moreover, the principle clearly recognizes recruitment and staff selection as an interdependent, non-separate, continuous process which should be given adequate and immediate follow-up action (Spencer, 2004).
In this case, the primary problem identified that involves the trainees must be taken into full action and implementation right away. The second that involves Mr. Robins will be reconsidered by the management of the organization depending on the outcomes of future situations. All in all, HRM plays a crucial role in the organization. Failure to confirm with predetermined principles can result to losses and even failure for the whole organization encumbering its way to ladder of organizational success.
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