Importance Of Strategic Human Resource Development

781 Words4 Pages
Strategic Human resource management is related to the planning, organizing, and leading facets of the P-O-L-C. Recruitment also known as hiring is a core function of human resource management and it refers to entire process of enticing, choosing and engaging suitable candidates for jobs in an organization. Other than permanent or temporary staff who will be paid, recruitment also refer to processes involved in choosing staff for voluntary roles; unpaid trainee roles. Recruitment also refers to internal recruitment which is different from internal recruitment but is process of selecting candidates from the same organization to take up a new job. This can be via a promotion, a career development opportunity, or move as result of new or specific…show more content…
Training may be defined as an attempt meant to improve or develop additional capability or skills in the organization for staff already employed in order to increase the performance or productivity. It is a general feature of most organization to engage their staff into mandatory training hours per year keeping in mind the ever changing technology and ensuring that the staff abreast with the development. In this regard, training and development is important to the survival of the organization in the global and ever changing market. A performance appraisal, is also known as performance review, performance evaluation, development discussion, or employee appraisal. The performance appraisal process involves the job evaluation and documentation of the job performance of an employee. In an organization, Performance appraisal is seen as an integral part of career development and consist of regular reviews of employee performance. • How is the recruitment function related to the selection…show more content…
The results weren't limited to one country, industry or company. Some 750 people responded, representing a broad swath of industries and organizations around the world. Headcounts of respondents' organizations ranged from fewer than 100 employees to more than 500,000. The primary objective, cited by 66% of respondents to a survey by Sibson Consulting, is to distribute rewards based on individual performance. By comparison, just over half (54%) said greater individual accountability is a primary objective. Nine out of 10 respondents reported that their organizations have formal systems to rate the performance of individual employees, shape behaviors and, in theory, provide some sort of benefit to the organization as a whole. At the same time, only 43% of respondents rated their organization's system as effective. This article, looked at the epidemic of dysfunction in systems for assessing employee performance, will explore the fallacy of connecting performance with pay. (Allan, Leslie, (2010) "Top Leadership Perspectives on Performance

More about Importance Of Strategic Human Resource Development

Open Document