Job description development and position classification frameworks

Human Resource Management was previously more of an industry dependent way of filling open positions within an organization. Modern Strategic HR Management, though, is not simply using computers to recruit and assist in hiring or firing, but the planning and implementation of information management, organizational management, and marketing to support the entire business operation. In effect, it is taking the idea of staffing, retention and training and deconstructing the HR portion to individual managers and employees. The organization thus looks to HR for expertise in planning and adapting both strategic and tactical planning (Walker, 2004).

Some of the more traditional HR tasks include developing and posting position announcements, developing tests to ensure competency in those jobs, working with managers through the interview process or pre-screening, and determining compensation information. For these functions to work well, HR must be responsible for the lifecycle of the employee. The tasks above may be managed by using a workflow chart with input and information from the manager or administration. Typically, a manager will give HR a job description that will include: skills needed, degrees needed, job duties, reporting structure, salary range and other ancillary information that will help with the selection process. The HR department usually had a budget to place ads locally, or with companies like Monster.com. Recruiting at the Executive level is similar but uses more sophisticated methods and resources. In addition, HR usually conducts screening interviews, often by phone, then initial screening interviews before sending top-candidates to managers for review. HR helps determine compensation through a number of means -- statistically matching like jobs in the industry with required skills, organizational budget, and competitive nature of position (Snell, et al., 2011).

Part 2- Strategic Human Resource management also takes on divergent tasks that are part of the overall managerial function within the organization. This often includes developing and proving training, orientation and tracking training and development (therefore retaining and promoting data). Training is usually divided into two general areas: Organization wide and Department specific. Organization training included company orientation -- handbook of general policies, procedures, forms, benefits, expectations, etc. This is typically done either online or with a larger group, and is part of adhering to Federal and State guidelines. Department training may or may not be specific; it could be a seminar on anger management, or employee counseling, or any number of generalized themes for managers; or it might consist of specialized training on a corporate software package or rollout of a new system. Tracking employee training and development is usually done electronically, with tags automatically for needed training, etc. HR also is responsible for keeping up with legal and governmental changes and regulations regarding minimum wage, overtime, key benefits, safety and following company or union procedures to ensure equity within the workplace (Martin, 2006)