Although ideas and methods related to human resource management have been used in many organizations worldwide, the separation of HRM into a separate discipline occurred relatively recently in 1980. Since then, specialists from psychology and sociology began to be included in the study of new human resource management methods, which resulted in a large number of management methods. This paper will look in more detail at the components of management with people, how to assess the needs of candidates, and the relationship of needs with learning activities and SMART methodology.
Needs Assessment
Regular planning of personnel needs is a prerequisite for the stable functioning and development of the company. Assessment of the company’s need for personnel can be studied in the column of requirements and primary responsibilities of the candidate. As an example, we can take the requirements for the position of a business partner for customer service – CARE in the company Maersk (Southern New Hampshire University, 2022). The main requirement for the candidate is to support the client from the beginning of the organization of the required workflow in the business until the desired result is achieved. Also, the responsibility and control of all financial operations in the client’s business and the organization of logistic processes for the client’s company are included in the requirements. With the above requirements, the company assigns many different tasks to one employee, which will help the company save money on additional employees. In addition, the company will assist a potential candidate in gaining extensive experience in the business field, developing his hard and soft skills, and training a person in the company’s corporate ethics. Thus, both the candidate who gets a lot of experience and the company, which can grow professionally, benefit.
Learning Activities
Today external conditions are changing very rapidly, as well as the internal states of the organization, which puts most companies before the need to prepare staff to work in a new environment. Experimental methods of personnel training are considered to be effective. To be effective, it is necessary to observe adult training principles (Snell & Morris, 2019). The regulations include awareness of a person’s need for new knowledge, self-awareness of the learner, willingness to learn, the proper attitude toward learning, and motivation. Observance of the above principles will help the manager with personnel to increase the effectiveness of learning new methods by personnel (SHRM, 2009). The experimental approach is based on 4 points: obtaining theoretical knowledge, creating a behavioral simulation related to the theory, analyzing the activity in the simulation, and including the results in the work. It can be incorporated into the workflow when studying sales-related personnel work. Simulate a call to a passive client, and try to sell services using psychological techniques. The principles of adult education can be included in the work with candidates for a job; with the proper interest, the potential candidate will better absorb the information.
Training Needs Assessment
In today’s market environment, organizations regularly invest in employee development. Training staff in new methods of work should be carried out systematically, for example, every four months, to support employees in a tone of voice constantly. It is also necessary when a company decides to restructure its work format with clients or introduce a new range of services. In this case, the company’s employees need to undergo further training. In addition to training new technical processes, it is necessary to improve employees’ social skills constantly, even if the work is minimally related to communication (Groysberg & Abbott, 2013). The value of these methods is the constant efficiency of the trained personnel; this will help the company adjust to the outside world’s changes. The higher the efficiency and quality of the work performed, the greater the number of customers and the financial uplift of the company.
Training SMART
SMART allows us to formulate a realistic and measurable goal and define the terms and necessary resources to achieve it. SMART is an acronym for Specific, Measurable, Achievable, Relevant, and Time-bound (Stonehouse, 2018). Goal specificity plays a vital role in planning the task because if everyone can consider the goal in their way, it will not bring adequate results but can create problems in achieving the goal. The following criterion is the measurability of the plan; it is necessary to be able to track progress in achieving the result. For example, instead of the project “to increase the number of clients for the year,” you can set the goal “to increase the number of clients to 100 thousand for the year”. Achievability of the plan is necessary so that management can set realistic goals for employees, not something impossible. It is essential to find a balance between the ambition of the purpose and its implementation so that the team can save time and managers get the necessary results. The plan’s importance must be determined to prioritize other tasks. When choosing the significance, it must be ensured that the destination does not interfere with the company’s development strategy and takes the company to a new level in its work processes. The last criterion is Time-bound, the essence of which is the analysis of the time costs for the goal. Essential goals that take about a year to achieve can be divided into intermediate steps to keep the team focused. Correct time-bound analysis helps to determine the team’s progress and plan tasks for a specific period.
Personnel management is considered in independent business processes: planning of personnel demand, recruitment, adaptation of personnel, personnel development, personnel assessment, motivation, and release of personnel. In practice, there are other processes associated with human resource management: change management, personnel satisfaction monitoring, personnel risk management, and talent management. Competent management is guaranteed to bring positive company results in the labor market and among competitors.
References
Groysberg, B., & Abbott, S. L. (2013). A.P. Møller – Maersk group: Evaluating strategic talent management initiatives.
Snell, S., & Morris, S. (2019). Managing human resources (18th ed.). Cengage Learning.
Social For Human Resource Management. (2009). Unit 6: Training Methods, Experiential Learning and Technology [PowerPoint slides].
Southern New Hampshire University. (2022). OL 211: Customer service -CARE business partner job posting.