Academic Development

 

Job Evaluation

Job evaluation is a systematic strategy used in the determination of the relative worth of a job within a firm. It is used in the development of equitable salaries and wages in organizations. Job evaluations are done in two main ways which include: Job ranking where jobs are ranked against each other. In the other method, points are awarded to each job, for instance, the education and experienced need to perform specific tasks. The objectives of job evaluation are establishment of standardized procedures for the determination of wages and remuneration, ensuring of equal salary for a job and reasonable wages in different jobs and the hierarchy within companies (Guest, 2017). Additionally, job evaluation helps in determining job rates in comparison with other firms in the industry, assists in the evaluation of inequalities in wages, used in the determination of bonuses and incentives and provides a benchmark for progression of careers and promotions within organizations.

The job evaluation process is based on certain factors such as:

Know –how

Know-how involves the skills, knowledge, and experiences needed for standardized and acceptable job performance. It incorporates the professional and technical skills and the time required for organizing and working through a team.  Know how is based on three dimensions, the technical know-how, managerial and the human relations knowhow (Guest, 2017).

Education

It is the formal education required when to perform tasks in a particular job position. To avoid overlap with experience, the education level of a new incumbent is considered for external recruitments (Hoert et al., 2018).

Experience

Experience incorporates the period of technical expertise and managerial familiarity in addition to formal education.

Complexity

Complexity is used as a measure of the time taken in learning and adjusting to the particular job requirements, the thinking required in rapidly adapting to dynamic situations and innovations (Nankervis et al., 2016). Others include accountability, the scope of the job, and problem-solving. Job evaluations can be applied in the work environment where there are competing opportunities for job promotions and salary raises. An evaluation will ensure that the process is transparent, has equality and is fair to all parties (Nankervis et al., 2016).

Performance Management and Employee Management

A performance management system is an interaction between the employee and the organization from when a job is defined by the organization to a point where the employee leaves the organization. The components of the management system include the development of job descriptions and recruitment plans, recruitment of potential employees and conducting of interviews (Guest, 2017). The most qualified candidate is offered the salary and compensation benefits, paid time off among other payments as negotiated.

Secondly, the employees are oriented to the organization, assigned a mentor and introduced to the organizational culture.  The employee undergoes, continuous training, coaching and education to improve his/her performance and career prospects. (Nankervis et al., 2016)  Also, quarterly performance development is conducted to keep the employee in check. The organization can also develop effective recognition and compensation systems to appreciate and reward employees for their contribution to the organization. Moreover, they provide promotion and development opportunities such as transfers and lateral moves (Hoert et al., 2018).

Management of employees in firms deals with organizational policy, practices, and policies. The policies and strategies are formulated to establish employee performance expectations, and monitoring and evaluation of results (Hoert et al., 2018). An effective performance management system plays a strategic role in retention and attracting of performing employees in an organization. The system also helps organizations in improving their business performance.

Employee Health and Wellness

Wellness programs in organizations help employees to make the right decisions while improving their health. The success of these programs is dependent on the organization’s culture and its intrinsic attitudes of the firm. The wellness programs differ from health insurance and other medical policies given by the organization (Guest, 2017). The typical aspects in a wellness program include the alleviation of stress, giving of advice, sufficient spaces for fitness activities and proper nutrition plans for the employees.  Wellness programs in organizations are significant investments because they aid in increasing productivity, which leads to an increase in the general performance of the organization (Nankervis et al., 2016). In this case, employees also have a heightened state of mind and body which leads to decreased absenteeism due to fatigue and lack of motivation at the workplace. Wellness programs to be established need be sensitive to the needs of the employees, and therefore a medical physician can be called to assess the employee needs.

The human resource should be tasked with overseeing the program by regular monitoring and feedback to improve the sessions. Sometimes the programs fail because of poor follow up by the management (Guest, 2017). In the work environment, health and wellness are essential in ensuring that employees have a conducive environment for working by promoting a positive psychological atmosphere. Additionally, those who may contribute to work-related disease can be held accountable.

Concepts in Human Resource Profession

The human resource is composed of various concepts and processes such as recruitment which involves attracting employees with particular job criteria. Next is selection, which is filtration and the main aim is to shortlist the candidates with matching qualifications (Hoert et al., 2018). The next step is hiring the final applicant who is finally trained to upgrade skills and abilities required for the job. Another function of human resource is the determination of employee remuneration and benefits packages. They decide how salaries will be awarded in regards to the job activities, skills and technical know-how (Guest, 2017). Another function is employee relations. The human resource professionals are tasked with ensuring that there is low employee turnover. Turnover is expensive and tedious for organizations in highly competitive fields. The human resource managers should ensure that employees have a conducive working environment, there are minimal conflicts between employees, compensation of workers, wellness and assistance programs (Guest, 2017).  They can also offer occupational counseling because of work-related stress that slows performance. The strategies, concepts, and theories in the human resource are not independent, and therefore, require a cohesive approach for them to be successful.

Professional Development

Participation in Networking Events

A professional development plan is important in giving direction and to help an individual to remain focused after graduation.  One of the ways is through attending networking events. Such events include workshops and seminars on human resource management.  They create an avenue for networking with professionals as well as promote growth in the field (Nankervis et al., 2016).  The sessions provide a networking opportunity and help one to build relationships with clients, speakers and other persons. Additionally, one can get a mentor from workshops which are imperative for successful career growth. The mentors can also inform the mentees when there are job openings, give tutorials as well as share important information.

Apart from what is learned in the classroom, practical lessons can be gotten from such professional events. More knowledge is gained in the field of focus. Further, through workshops and seminars expertise is acquired, which is important when looking for job opportunities. It also creates an opportunity for innovation and development of new ideas.  In workshops and seminars, a graduate is likely to meet diverse people, therefore, building inspiration and motivation towards the career (Nankervis et al., 2016). Through sharing enthusiasm with peers, one can grow and be inspired to be better.  Lastly, seminars and workshops are a different environment from what one is used to. It is time to be sociable and interactive.

Development of a Job Search Strategy

A job search strategy is critical, especially for graduates who wish to acquire good jobs after graduation. A job search strategy prepares one to be ready for interviews, communicate effectively and be prepared for stressful situations such as job interviews. An effective job strategy requires that one understands their priorities and individual stories (Nankervis et al., 2016).  For instance, knowing one’s accomplishments and how specific experiences have prepared the person for other roles.  For fresh graduates, they may use volunteer opportunities as part of the experience as well as the attachment period. It is imperative to also focus on one’s aspirations in terms of responsibilities, organization’s mission, and vision in line with individual beliefs and the targeted salary among others.  The above factors will be vital in enabling one to prioritize (Ammendolia et al., 2016).

Secondly, in the job search, it is important to focus on the organization rather than the job openings.  One should have more interest in working for particular organizations as opposed to jobs.  For instance, one could proactively approach such organizations before jobs are posted. This will enable the graduate to be in the talent pool of the organization, and one may be considered for job openings (Nankervis et al., 2016). The graduate can create a list of organizations they would wish to work with and proactively reach to these organizations. The network is vital in helping one know when there are openings, or when their particular skills and expertise is needed.

Lastly, in developing a job search strategy, one must have a plan. For graduates, especially 20 hours is recommended for job searching. One can divide the activities into the identification of the organizations, getting new contacts and attending networking events such as workshops and seminars. Other activities include identifying the targeted organization, getting new beneficial contacts and attendance of networking events (Nankervis et al., 2016). One can set weekly or monthly milestones for a fixed period to have a vivid idea of the aim and the need to take a just course. For accountability purposes, one can also join a job search group to provide support to each other.

Professional Human Resource

The professional human resource body is suitable for entry-level personnel, especially recent graduates, who have a focus on human resource career development in mind. It is also important for already experienced professionals who want to be sure of their basic competencies. The body is certified by the human resource certification institute (IHRCI, 2019). The basic requirement for registration in this body is 2-4 years’ experience as a human resource manager. However, students with one year prior to their graduation can also join the body after passing the professional human resource exam. The organizations’ mission is enhancing employee professionalism by promoting human resource science and technology. Also, certification is globally recognized (IHRCI, 2019).

Registering in such an organization will enable the human resource practitioner to focus on the impact that management practices have especially on the observable organizational outcomes. The decisions are thus supported by available scientific evidence (IHRCI, 2019). Technology is vital in any department in an organization. It makes work easier, saves time and is cost effective.  Therefore, organizations with the ability to utilize such technology have desirable outcomes.  Human resource professionals need technical know-how in advanced technology (Ammendolia et al., 2016). They also have the required conceptual knowledge required in selecting, managing, innovations, and evolutions in the advancements in human resource career.

The certification of these professionals shows that the persons have the required competencies in performing professional responsibilities.  Besides, it is a way of standardizing the practice. The professionals should have a standardized way of operations and also be competent as per the training (IHRCI, 2019). Ill-prepared professionals are ultimately disqualified from entering the human resource field (IHRCI, 2019). For the graduates considering to join the field, the professional human resource also offers tutors who guide the practitioners on the steps towards advancing their career growth, how to create networks among other career-related issues. It is important that recent graduates consider joining professional bodies. They will be certified as human resource professionals who are globally recognized. Moreover, they become a unique lot and stand out in interviews because of the exceptional skills they possess (IHRCI, 2019). The professional body may also defend the human resource practitioners in case of legal cases that are within their mandate.

 

 

 

 

 

 

 

 

 

References

Ammendolia, C., Côté, P., Cancelliere, C., Cassidy, J. D., Hartvigsen, J., Boyle, E., … & Amick,              B. (2016). Healthy and productive workers: using intervention mapping to design a               workplace health promotion and wellness program to improve presenteeism. BMC                Public Health16(1), 1190.

Guest, D. E. (2017). Human resource management and employee well‐being: Towards a new                   analytic framework. Human Resource Management Journal27(1), 22-38

Hoert, J., Herd, A. M., & Hambrick, M. (2018). The role of leadership support for health                          promotion in employee wellness program participation, perceived job stress, and health                behaviours. American Journal of Health Promotion32(4), 1054-1061.

IHRCI. (2019). The Associate Professional in Human Resources (aPHRi) | International Human              Resource Certification. Retrieved February 20, 2019, from      https://www.ihrci.org/certificate/aphri.

Nankervis, A. R., Baird, M., Coffey, J., & Shields, J. (2016). Human resource management:                    strategy and practice. Cengage AU.

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