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Strategic Human Resources Director -- Hiring Strategy
Strategic Overview
Because the described position entails planning, implementing and directing the establishment of a comprehensive human resources division, I would restrict the applicant pool to those with mid-level and upper-level experience who have already been responsible for projects similar in scope in their previous positions. More specifically, because the described position entails responsibility for compensation functions, job classification, employee training and development, prospective employee recruitment and testing, and labor relations, I would look for evidence of substantive understanding of fundamental issues and best practices in all of those areas. While it is conceivable that suitable applicants might have actual supervisory experience in some areas and not in others, I would hope to find evidence of a conceptual understanding of the main principles and issues in all of those areas in applicants for the position. My strategy...
Ideally, I would hope to find an applicant who has already had the opportunity and authority to conceive of a major program or a department of operations in past positions. Naturally, I would be interested in knowing what role the individual played, what processes or methods were relied upon, and how successful those initiatives were.
Irrespective of their outcomes, I would also be interested in the applicant's retrospective analysis and self-evaluation. In that regard, I would look for evidence that the applicant is capable of honest self-reflection,…
references and previous supervisors.
SHR is transformational, consultatively oriented, and views the organization in terms of the big picture. SHR is concerned with the contributions HR strategies make to organizational effectiveness, and how these contributions are accomplished. SHR involves designing and implementing a set of internally consistent policies and practices to ensure that an organization's human capital, that is their employees' collective knowledge, skills, and abilities, contributes to overall business objectives. Conclusion These three articles,
Strategic Human Resource Management The focus of this work in writing is to answer the questions of what aspects of SHRM have made the writer of this work a stronger candidate to enter the business world and to discuss how this course affected the professional development of the writer as a student and as a person. No matter what the pursuit 'aligning with the mission' is critical to success. SHRM Strategic Human Resource Management
Strategic Human Resource Management In general, human resource management has adhered to one of two major models in the workplace; the "best fit" and "best practice" model. To determine which of these is best, companies should carefully examine the advantages and challenges of each. For each company, the outcome should adhere to the needs and culture of the personnel base involved. Morris and Maloney (2) offer an overview of both models. The
Aside from the features which differentiate it from human resource management, strategic HRM is also noteworthy in terms of the basic traits which characterize it. In this order of ideas, Michael Armstrong and Angela Baron (2002) identify three specific features, namely the organizational level, the focus and the framework. In terms of the organizational level, it is noteworthy that SHRM is implemented at the wider organizational setting, since all of
Strategic Human Resource Management There are a multitude of definitions to describe the term strategic human resource management, the vast majority of which revolve around the conception that the term refers to a specific application of personnel to further the proficiency and productivity of a particular enterprise. There are two primary theories associated with strategic human resource management which conflict in ideology on one fairly important point: mutability. The first such
Strategic Human Resource Management: Business Strategy Every business requires human resources that require substantial attention when cultivating and maintaining a successful business strategy. A successful business strategy is grounded in the ability to predict the future or at least win the argument about what the future will look like (Kearns, 2010). For business leaders it needs to be about creating value, namely the greatest possible value, from all capital resources at their