Using Information in HR (UIN) Assessment Assignment Sample

Introduction of Using Information In HR (UIN) Assessment Assignment

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1. Context

Discussion of the issue

Most of the risks and threats experienced by HR managers throughout the recruiting, selection, and training process were identified and evaluated by the researcher during research. Today's top recruiting difficulty is a lack of qualified candidates. A survey by the "National Federation of Independent Business" revealed that 87 per cent of HR professionals reported "little or no eligible candidates" for the jobs they were attempting to fill. In the worst-case scenario, this situation will only worsen. McKinsey Global Institute's Research estimates that corporations in Europe and North America would require between 16 and 18 million additional educated workers in 2020 (Abolade, 2018). For companies, a talent pool is a list of people who are interested in working there. The HR manager will be able to fill vacancies more quickly and cost-effectively if he or she has a talent pool to pick from.

When it comes to allocating training costs, it's very rare for organisations to put training effectiveness first. This isn't surprising, given that time-saving training that delivers on all of its learning promises helps both employers and employees. Despite careful budgeting, many companies nevertheless discover that their training is ineffective in helping them achieve their goals. Training and development issues are the most common culprits in most of these situations (Anwar et al., 2020). It is necessary to deal with a workforce that is time-poor and often dispersed, as well as to reduce costs while simultaneously improving employee involvement. In this regard, the researcher has chosen to perform and complete this study in order to address and alleviate these issues in the workplace.

The research aims and objectives

Research Aims

Generally, this research study aims to demonstrate the knowledge and information regarding the reduction of the employee recruitment, selection and training challenges and the process of its reduction by the HR manager during their organisational business operation.

Research Objectives

To demonstrate the importance of resilient recruitment, selection and training system in the workplace.
To identify the challenges of recruitment, selection and training that are faced by the organisations.
To implement different kinds of strategic approaches to reduce the challenges.
To measure the impact of recruitment, selection and training challenges on organisational performance.

2. Planning

Stakeholders

An effective selection and recruitment process cannot take place without the involvement of the important stakeholders. The stakeholders are the candidates that are applying for the vacant job positions, HR managers, including all the professionals that are accountable for carrying out the process of selection and recruitment effectively and efficiently and lastly, the applicants that are selected for the vacant job positions (Vilches, 2021; Stone, Cox and Gavin, 2020). These are some of the stakeholders that are identified in the planning phase. There is a huge requirement of having effective and quality job applicants that are applying for the various job positions, and it is the applicants that aid in allowing the Human resource managers to select and recruit the best candidate among all the applicants (Klepi?, 2019).

The second important identified stakeholder is the human resource managers, and they are responsible for creating an effective job description to attract the right candidate for the vacant job positions, interview rounds, background screening as well as the orientation programme; the human resource managers engage in all this procedure to ensure that the business organisation is getting the right candidate to carry out the business operations effectively and efficiently (Villegas et al., 2019). Another identified stakeholder is the applicants that are selected for the further round as per the recruitment and selection procedure created by the Human Resource of the business organisation. These selected candidates are also important recognised stakeholders since these individuals are going to be trained to accomplish the different goals and objectives of the business organisation.

Proposed methodology

For carrying the research forward, the two methods which will be utilised are Primary Data as well as Secondary Data.

Secondary sources	Information needed	Research source	Justification for the source	Advantages of the source	Disadvantages of the source
	About the importance of resilient recruitment, selection as well as recruitment system in the work environment	“Klepi?, I., 2019. Correlation of recruitment and selection of human resources and the performance of small and medium enterprises. Naše gospodarstvo/Our economy, 65(4), pp.14-26.”	To discuss and understand the importance of recruitment, selection and the system of recruitment comprehensively as well. This source aid in explaining the various stages of the recruitment and selection procedure and how these procedures can contribute to the success of the business organisation.	Demonstrate why recruitment and selection are important The different processes of recruitment for the successful procedure of hiring.	Data is only limited to 2019. It is focused on small as well as medium scale enterprises.
	Different types of strategic approaches for reducing the challenges	“Stone, R.J., Cox, A. and Gavin, M., 2020. Human resource management. John Wiley & Sons.”	The recruitment strategies are very crucial and important for any business organisation to overcome the challenges of recruitment and selection. The use of new technological advancements for recruiting and selection is also included in the source.	Opening up new opportunities for the effective strategies of recruitment and selection Explanation of different recruitment and selection strategies comprehensively.	The data is limited to the basics of human resource management.
Primary methods	Information needed	Research method	Justification for the method	Advantages of the method	Disadvantages of the method
	Challenges of selection, recruitment, and training that are being faced by the business organisation.	The research methods will be primary research.	The primary data can enable the UK based business organisation to attain the information from the target audience via interviews, surveys etc. and getting the original data.	· First-hand data · Up-to-date	· Requires huge financial resources · Time-consuming procedure
	To measure the impact of recruitment, selection and training challenges on organisational performance.	The research methods are primary research, and the quantitative methods will be utilised.	For measuring the recruitment, selection as well as training impact, the qualitative data and the primary research will aid in measuring the impact by doing surveys and getting the qualitative data out of it.	· Easy to analyse the numerical data · Gaining detailed data from a small sample.	· It can be limited due to the focus on numerical only. · It can be subjective as well as misleading.

Action plan

TASKS	TIMESCALE
	Weeks
	1	2	3	4	5	6	7	8
Planning the research
Setting the aim, research questions and the various objectives of the research.
Preparing a literature review
Determination of the suitable methodologies
Collection of secondary data
Collection of Primary Data
Analysing the Secondary Data
Analysing the Primary Data
Discussion of the results attained from the primary and secondary research method
Refining the results
Reaching suitable conclusions.

3.Research activity and findings

Research activity summary

The research will be based on the recruitment, selection as well as training, and the main focus of the research is to demonstrate the information as well as the training regarding how to reduce the challenges of recruitment, training and selection and the procedure by which the HR manager affect the overall business operations of the business organisation. The two methodologies will be utilised for conducting the research, which will be primary as well as secondary research methods (Sileyew, 2019). The primary research and the quantitative research method will be conducted on 20 employees belonging to a UK based business organisation. It will be in the form of a survey which will be carried out via the utilisation of the Google Forms in which 20 employees will be asked to participate in the survey, and the research will respect the privacy of those 20 individuals and will not share the original identity of anyone, and the name of the UK based business organisation will not be revealed as well (Nayak and Narayan, 2019). The survey will be sent to all the 20 employees in their mailboxes, and there will be seven questions in the survey that the employees are needed to respond to as per their experiences.

In addition to that, the secondary data will also be utilised for understanding the importance of resilient recruitment, selection and training systems in the workplace and implementation of different kinds of strategic approaches to reduce the challenges regarding recruitment, selection and recruitment (Coe et al., 2021).

Research findings

Primary Quantitative Data

Survey

Through conducting the survey among the 20 employees, who have been gathered from different organisations in the UK through Google Form, the researcher has been able to identify that “around 15% of employees stated that they belong to the age group of 18 to 28 years old. Moreover, around 30% of employees stated that they belong to the age group of 28 to 38 years old. On the other hand, approximately 30% of employees stated that they belong to the age group of 38 to 48 years old. Furthermore, around 15% of employees stated that they belong to the age group of 48 to 58 years old. In addition to this, approximately 10% of employees stated that they belong to the age group above 58 years old.”

Through conducting the survey among the 20 employees, who have been gathered from different organisations in the UK through Google Form, the researcher has been able to identify that “around 35% of employees have 2 to 5 years of experience within their organisational job practices. Moreover, around 25% of employees have 5 to 8 years of experience within their organisational job practices. On the other hand, approximately 15% of employees have 8-11 years of experience within their organisational job practices. Furthermore, around 15% of employees have 11 to 14 years of experience in their organisational job practices. In addition to this, approximately 10% of employees have 14 to 17 years of experience within their organisational job practices.”

Through conducting the survey among the 20 employees, who have been gathered from different organisations in the UK through Google Form, the researcher has been able to identify that “around 10% of employees strongly agreed that their HR manager efficiently manages their recruitment, selection and training system. Moreover, around 15% of employees agreed that their HR manager efficiently manages their recruitment, selection and training system. On the other hand, approximately 10% did not share any concern about this question. Furthermore, around 35% of employees disagreed that their HR manager efficiently managed their recruitment, selection and training system. In addition to this, approximately 30% of employees strongly disagreed that their HR manager efficiently manages their recruitment, selection and training system.”

Through conducting the survey among the 20 employees, who have been gathered from different organisations in the UK through Google Form, the researcher has been able to identify that “around 25% of employees have said that their organisation is facing the challenges regarding their recruitment of inefficient staffs within the workplace environment. Moreover, around 25% of employees have said that their organisation is facing challenges regarding their inappropriate training infrastructure within the workplace environment. On the other hand, approximately 25% of employees have said that their organisation is facing challenges regarding their engagement of less talented staff within the workplace environment. Furthermore, around 25% of employees have said that their organisation is facing challenges regarding their utilisation of poor recruitment and selection processes within the workplace environment.”

Through conducting the survey among the 20 employees, who have been gathered from different organisations in the UK through Google Form, the researcher has been able to identify that “around 25% of employees have strongly agreed that the recruitment, selection and training challenges impact their organisational business practices. Moreover, around 35% of employees have agreed that the recruitment, selection and training challenges impact their organisational business practices. On the other hand, approximately 10% of employees did not share any concern about this question. Furthermore, around 15% of employees have disagreed that the recruitment, selection and training challenges impact their organisational business practices. In addition to this, approximately 15% of employees have strongly disagreed that the recruitment, selection and training challenges impact their organisational business practices.”

Through conducting the survey among the 20 employees, who have been gathered from different organisations in the UK through Google Form, the researcher has been able to identify that “around 40% of employees have said that their organisational recruitment, selection and training challenges impact their organisations through lower productivity. Moreover, around 20% of employees have said that their organisational recruitment, selection and training challenges impact their organisations through consumer dissatisfaction. On the other hand, approximately 20% of employees have said that their organisational recruitment, selection and training challenges impact their organisations through inappropriate knowledge of the job. Furthermore, around 20% of employees have said that their organisational recruitment, selection and training challenges impact their organisations through lower profitability and competency.”

Through conducting the survey among the 20 employees, who have been gathered from different organisations in the UK through Google Form, the researcher has been able to identify that “around 35% of employees have strongly agreed that their HR manager takes appropriate steps to overcome these threats. Moreover, around 15% of employees have agreed that their HR manager takes appropriate steps to overcome these threats. On the other hand, approximately 15% of employees did not share any concern about this question. Furthermore, around 25% of employees have disagreed that their HR manager takes appropriate steps to overcome these threats. In addition to this, approximately 10% of employees have strongly disagreed that their HR manager takes appropriate steps to overcome these threats.”

Secondary Qualitative Data

The Importance of Resilient Recruitment, Selection and Training System in the Workplace

More than just finding the appropriate individual for a position, effective recruiting is about finding the right people. Reduce expenses, and improve a company's image from both a market and candidate standpoint by using an effective recruiting process. Ensure the most talented individuals are brought in. Recruitment managers may find themselves in a situation where the process is prolonged and drawn out due to a lack of targeted talent management skills, tight time and budget constraints, and requests from other departments. Equal opportunity for all employees is one of the primary goals of any organization's recruitment and selection efforts, and this goal is furthered when an effective technique is used to find qualified candidates for open positions. This will allow the HR manager to recruit the finest potential employees for the company if they follow this strategy. Because a competent recruiting and selection strategy helps the company write an appropriate job description, it is crucial.

A properly-written job description is a vital part of the recruiting process since it explains the primary and secondary tasks of the position, as well as the skills and talents required. To be successful in the workplace, people must be given a chance to learn new skills and expand their knowledge base via training. Consistent training for staff pays off enormously if the costs are considered (Babanataj et al., 2019). Training programmes for workers assist them in keeping up with the numerous changes in the business by improving their knowledge and abilities. A company's revenues and effectiveness may rise as a result of these enhancements, which will have a beneficial impact on employee productivity.

Employees may learn about work ethics, human relations, and safety via training. It is possible to set up training programmes for employees whose performance evaluations indicate that they need to enhance their knowledge or abilities in a certain area. As a result, training may focus on an issue and work toward a solution. There are a number of ways that training programmes may be used to assist people in transition into new positions and responsibilities in a company (Day, 2018). These courses will teach them the abilities they'll need to do their new jobs well. Some examples include leadership training or the usage of a certain software programme that they will be using in their new position.

Different Kinds of Strategic Approaches to Reduce the Challenges

When it comes to human resources and company strategy, Strategic Human Resource Management (SHRM) serves as a bridge. Most significantly, the goal is to enhance company performance and create an organisational culture that encourages creativity, adaptability, and a competitive edge. To put it another way, the HR function is considered a strategic partner in helping the firm execute and establish plans, as well as achieve its objectives and grow. The HR department's primary responsibilities include recruitment, hiring, training, and remuneration of employees. HRM and SHRM are often conflated (Stone, Cox and Gavin, 2020). When it comes to goals, SHRM takes a more long-term approach. The emphasis is on identifying and resolving difficulties that have a long-term impact on management programmes rather than internal human resource concerns. SHRM, on the other hand, focuses on problems that arise outside of human resources and tries to improve employee productivity.

A significant responsibility of an HR manager is to identify critical HR areas where long-term initiatives may be adopted in order to boost employee morale and productivity in the workplace. Strategies are used to implement SHRM. Despite the fact that each organisation's strategy is unique, it outlines the same concept: how the organisation aims to manage its human resources policies and procedures and how they should be linked with the company strategy as well as each other. A business's competitiveness depends heavily on both forms of fit. Thus, it's critical to organise HR processes in a methodical manner (Chen et al., 2019). These practices may have a significant influence on a company's success if they are correctly adopted. It's not simple to put HR plans into action. Once abstract concepts have been "translated" into programmes that clearly describe their goals and deliverables, the process begins. It's still difficult to accomplish because of all the other obstacles along the way.

Conclusions

Human resources and corporate strategy are intertwined via Strategic Human Resource Management (SHRM). More than anything else, the objective is to improve firm performance while also fostering an organisational culture that fosters innovation, flexibility, and a competitive advantage. Alternatively, HR is a strategic partner in helping the company execute and formulate strategies, as well as accomplish its goals and expand. Recruitment, selection, onboarding, development, and compensation of workers are the key functions of the HR department. Often, HRM and SHRM are mistaken for one another. SHRM focuses on the long term while setting its objectives. Problems that may have a long-term influence on management programmes are the focus, rather than internal human resource issues. To address issues that develop outside of human resources and increase employee productivity, SHRM focuses on SHRM. An HR manager's primary role is to develop and implement long-term HR initiatives that will improve employee morale and productivity.

SHRM is implemented via many methods. Human resources policies and procedures and how they are tied to the corporate strategy and each other are the same regardless of the uniqueness of each organization's plan. Both sorts of fit are critical to a company's competitiveness. As a result, it is essential that HR procedures be organised in a logical manner. If implemented appropriately, these practises may have a substantial impact on a company's performance. Incorporating HR strategies into daily operations is a challenge. The process starts with the "translation" of abstract notions into programmes that clearly specify their objectives and deliverables. It's still a challenge because of all the other roadblocks.

Recommendations

Technology infrastructure and economic advancements are of particular interest to this investigation. Management must be able to adapt to these ever-changing conditions in order for the results to be effective and productive. When an organization's competency grows, it is impacted by changes in the economy, employment laws, and other external factors. With the economic instability brought on by technological advancements, strategic decision-making processes must be flexible in order successfully develop the HRM system within the workplace environment.

Recommendations	Advantages/Benefits	Disadvantages/Cost	Feasibility	Barriers to Implementation
Virtual Recruitment Process	Through establishing virtual recruitment system, the organisation will be able to recruit the most talented employees within the workplace environment.	Due to the virtual recruitment and selection process, there is the possibility for recruitment of less-talented employees.	In a virtual interview, a candidate is interviewed from afar, occasionally through telephone but more often using video conferencing and other online communication platforms.	Due to having some lacking within the technological infrastructure, the company cannot be able to implement the virtual recruitment and selection process.
E-Learning and Training Process	Through incorporating the e-learning and training system the organisation can provide online training to its remote employees.	Due to the e-learning and training system, the company sometime will not be able to provide sufficient learning materials and clear the doubts.	assessment of programme feasibility and efficacy of an e-learning and training intervention with a wait-list control.	Due to having some lacking within the technological infrastructure, the company cannot be able to implement the e-learning and training process.
Developing Employee Pay Scale	By developing pay scale of the employees, the organisation will be able to encourage the employees towards their job.	The increment in employee pay scale can reduce the profit margin of the company.	Teachers' wages may rise much more than the cost of living by implementing merit pay systems.	Due to low amount of profitability, the company cannot be able to increase employee pay scale.

References

Abolade, DA, 2018. IMPACT OF EMPLOYEES' JOB INSECURITY AND EMPLOYEE TURNOVER ON ORGANISATIONAL PERFORMANCE IN PRIVATE AND PUBLIC SECTOR ORGANISATIONS.

Anwar, N., Mahmood, N.H.N., Yusliza, M.Y., Ramayah, T., Faezah, J.N. and Khalid, W., 2020. Green Human Resource Management for organisational citizenship behaviour towards the environment and environmental performance on a university campus. Journal of Cleaner Production, 256, p.120401.

Babanataj, R., Mazdarani, S., Hesamzadeh, A., Gorji, M.H. and Cherati, J.Y., 2019. Resilience training: Effects on occupational stress and resilience of critical care nurses. International journal of nursing practice, 25(1), p.e12697.

Chen, G.F., Ren, S., Zhang, L., Cheng, H., Luo, Y., Zhu, K., Ding, L.X. and Wang, H., 2019. Advances in electrocatalytic N2 reduction—strategies to tackle the selectivity challenge. Small Methods, 3(6), p.1800337.

Coe, R., Waring, M., Hedges, L.V. and Ashley, L.D. eds., 2021. Research methods and methodologies in education. Sage.

Day, C., 2018. Professional identity matters: Agency, emotions, and resilience. In research on teacher identity (pp. 61-70). Springer, Cham.

Klepi?, I., 2019. Correlation of recruitment and selection of human resources and the performance of small and medium enterprises. Naše gospodarstvo/Our economy, 65(4), pp.14-26.

Nayak, M.S.D.P. and Narayan, K.A., 2019. Strengths and weaknesses of online surveys. technology, 6, p.7.

Sileyew, K.J., 2019. Research design and methodology. In Cyberspace (pp. 1-12). Rijeka: IntechOpen.

Stone, R.J., Cox, A. and Gavin, M., 2020. Human resource management. John Wiley & Sons.

Vilches, G.M., 2021. Perceptions of Stakeholders regarding Grow Your Own Approaches to Hiring Rural School Superintendents (Doctoral dissertation, Texas A&M University-Corpus Christi).

Introduction of Using Information In HR (UIN) Assessment Assignment Sample