Running Head: HRM

Human Resource Employee Induction Manual

[Name of the Student]

[Name of the Institute]

[Date]
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Table of Contents

Scenario 1........................................................................................................................................ 3
Introduction ..................................................................................................................................... 3
Discussion ....................................................................................................................................... 3
Scenario 2...................................................................................................................................... 10
Introduction ................................................................................................................................... 10
Discussion ..................................................................................................................................... 10
Conclusion .................................................................................................................................... 12
References ..................................................................................................................................... 14
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Human Resource Employee Induction Manual

Scenario 1

Introduction

As a newly appointed assistant human resource officer for Scottish Power, this report will

be based on the employee induction manual for new staff being recruited into the Human

Resources (HR) Department. This study will include functions and purpose of Human Resource

Management (HRM) which can be applied to workforce resourcing, planning and organisation

along with how functions of HRM deliver appropriate skills and talent to fulfil business

objectives. The weaknesses and strengths of different methods to selection and recruitment as

well as advantages of different HRM practices for both employee and employer will also be

discussed in this report. In addition, this report will also focus on the effectiveness of various

methods for rising productivity and organisational profit (Wilton, 2016).

Discussion

HRM is a coherent and strategic way to accomplish an organisation’s most valuable

resources as well as the people who work in and contribute separately to a large extent to the

attainment of business objectives. The functions of HRM involves a series of activities, the key

to which is to select the staffing needs and determine whether to use stand-alone entities or

contract agents to meet these requirements (Noe et al., 2017). In addition, select and recruit the

best employees, ensure that they are high-level employees, manage implementation issues, and

ensure that department and management are committed to complying with different directives.

The activities also cover how to deal with employee benefits and salaries, employee records, and

employee contacts. The purpose of HRM is to support an organisation to achieve key objectives
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by attracting and retaining workers as well as managing them realistically (Jørgensen and

Becker, 2017).

Staffing is the ability of managers to build an organisation by recruiting, selecting and

improving people as skilled workers (Jørgensen and Becker, 2017). The ability to manage people

is characterised by occupying jobs within the structure of the organisation by recognising the

needs of employees, reviewing available people, recruiting, selecting, organising, promoting,

researching, compensating and preparing the essential people. Recruitment is a means of

acquiring, creating, using, evaluating, rewarding and retaining people so that the right kind of

person is available in the right positions at the right time in the organisation (Jørgensen and

Becker, 2017). Recruitment opportunities are determined by the employment of various types of

employees, both in managerial positions and in useful positions within the organisation. It is a

series of exercises during which the organisation seeks to ensure that the most appropriate team

is available to fill the different positions.

Each manager of the organisation exercises this capacity as a different management

capability such as organisation, classification, coordination and control. Still, they receive

impressive support from a team capable of doing personal work. Recruitment is a way of finding

and attracting qualified candidates to work. The procedure begins with the search for new

entities and ends with the submission of an application, and the outcome is a set of candidates

from which new employees are selected (Paauwe and Boon, 2018). However, companies

struggle to create, execute and market the best subject or administration. They must be

maintained to distinguish, attract and appoint the most qualified people. The elements of human

resource management can provide opportunities and skills, helping the organisation to reach the
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real types and numbers of employees to accomplish the relevant and operational objectives of the

organisation (Delery and Roumpi, 2017).

Moreover, it creates a benefit area for employees who contribute to the development and

use of their skills. It also helps employees maintain presentation models and increase profitability

through a possible work configuration, and giving them the right direction implementation based

on the introduction and discovery of bi-directional correspondence (Jørgensen and Becker,

2017). Maintain a safe work environment and build a secure domain for employees. Although.

The other relevant human resource management activities contain the organisation of human

resource management, work organisation, labour surveys, hiring of employees, compensation of

civil servants and public employees, the motivation of employees, etc. The weaknesses and

strengths of the different methods of selection and recruitment should be taken into account,

whilst internal recruitment should be made possible by progress or change. An organisation may

also choose to allow existing employees to move from a temporary or low-maintenance position

to a full-time or long-term position (Noe et al., 2017).

This recruitment strategy is financially intelligent and can help employees. At the same

time, it promotes maximum productivity and reduces employee turnover. In addition, staff will

be increasingly encouraged to increase their efforts and make bold efforts (Aladwan et al., 2015).

The disadvantage is that hiring employees from the organisation can reduce the number of

potential candidates and can get rid of new thoughts and new perspectives that candidates can

bring from outside. Whereas the external recruitment eliminates these problems, but gradually

becomes costly and time-consuming. As an employer, it is necessary to prepare new employees,

pay for personal surveys shop on worksheets and resume databases, and advertise on the Internet

or in local newspapers. In addition, the selection process may not be effective enough to help
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distinguish the ideal people for the job and neither it is perfect to recruit computer scientists who

use human-made reasoning programs to differentiate and show young people as they enter the

market (Dello Russo et al., 2018).

The selection process varies from organisation to organisation, and when all is said and

done, it is done through meetings and tests - online, close and personal or both. Pre-employment

testing allows HR managers to assess competitors’ skills and suitability for the organisation, but

unlike interviews and other selection strategies, tests are gradually objective and reliable (Dello

Russo et al., 2018). In addition, they are based on measurable understanding and help eliminate

bias. In such a case, this strategy has its drawbacks. First, it gives a complete picture of the

situation from time to time. Second, the competition may not be direct, and some tests may be

questionable, which also affects the results. To identify the best competitors, consider the use of

pre-employment checks and personal and close meetings, group interviews, corporate hiring and

other selection strategies (Downey et al., 2015).

Organisational culture is the combination of respect, corporate vision, beliefs and

conventions, and the job determines that the company has adopted it after a certain period. The

human resource structure requires a significant amount of work to influence the company’s

organisational culture. The structure of organisational measures, systems and principles allows

employees to know and learn about decent practices and the workplace (Paauwe and Boon,

2018). For all employees, including those with skills and characteristics, this requires preparation

at a specific time, bearing in mind that each organisation is different from the others. Systems

and approaches should be routinely communicated to all employees as an onboard procedure.

This strategy will ensure that all employees are on the same page. The HR framework is liable

for the continuous improvement of workers. This continuous training keeps employees’ skills at
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the forefront so that they can present their current and unique projects to the company (Dello

Russo et al., 2018).

Although retention and recruitment are in all respects of the function of a human

resources group, this group remains the primary focus of all issues being examined and of human

resources office structures. Earning qualified employees, retaining them in the organisation,

ensuring that they are well prepared to complete their courses and encouraging them to help with

their education, skills, compensation and benefits, will lead the organisation to progress (Barry

and Wilkinson, 2016). The Human Resources Office has a crucial part to play in confirming that

excellent working relationships are established amongst employees. Its responsibilities include

workshops, meetings and other management body meetings. The various techniques used in

HRM testing resemble a happy, healthy and safe work environment, performance-based rewards,

a 360-degree execution management system, a fair evaluation system and awards (Aladwan et

al., 2015).

Moreover, sharing data on contracts, companies, new customers, management objectives,

organisational arrangements, employee information, etc., ensures that employees are as excited

about the business as the management. Creating a safe, healthy and optimistic work environment

allows employees to feel comfortable and stay in the organisation for an exceptionally long

period (Jørgensen and Becker, 2017). Build an evaluation framework that combines unique

performance with the company’s business objectives and needs. Each employee should have a

well-characterised advertising link. The effectiveness of various Human Resources

Management’s practices attempts to increase productivity and organisational profit which could

be determined by development and training. In contrast, training for the inclusion of an

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organisation works with learners in order to negotiate with them certain areas of data or the

possibility of updating their current employment (Wilton, 2016).

Progress is a multifaceted, comprehensive and coherent action plan to move someone or a

relationship through the implementation process, from time to time to have some kind of

profession or a new impact on their preparation skills (Downey et al., 2015). For examples, an

office specialist can be trained to answer a phone call, the tax law changes regularly, and

therefore the accountant must prepare each year competently for a new tax code. The pay

structure encourages employees to wake up, thus increasing their interest in contributing to the

reflection on improvement, which is a significant step forward. As a result, companies are

gradually experiencing visible capacity and an expansion of agreements and productivity

(Jørgensen and Becker, 2017).

In terms of displacement of work, this method is the rationalised by isolating it into a

subsection, and all aspects of the job are entrusted to a worker who constantly performs similar

tasks. They are professionals who want to be able and healthy to perform excessive tasks

(Paauwe and Boon, 2018). The HRM tests reflect the socio-economic movement in the work

environment and the employees of the present era reflect unexpected circumstances compared to

those who are of the second half of the 20th century. There are also more experienced, and

disabled workers, as well as workers with low maintenance costs and the influence of HRM on

these different work environments, is determined by the adaptability of the employer (Aladwan

et al., 2015).

As organisation s want to preserve their employees, they deliver a flexible work

environment, involving adaptive work plans, tasks, workgroups, work areas, responsibility

strategies, and correspondence projects. In adaptive offices, workers can modify some features of
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their business to fit their routine and managers need to broaden the scope of worker enforcement.

Therefore, employers opt for a general employment contract or for the promotion of managers

who manage their employees well. Positive managers execute HRM practices and assist workers

with a sense of expansion to place themselves and impact the organisation decisively. Staffs

employing under the direction of encouraging managers tend to sense increasingly inspired

(Delery and Roumpi, 2017).

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Scenario 2

Introduction

As an intern in Human Resources Department (HRD) of Scottish Power, this study will

focus on testing the new selection and recruitment process by examining the position of

employee relations in terms of influencing HRM decision-making. The key elements of

employment legislation and its impact on HRM decision making along with the use of HRM

practices in work-related context will be also included in this study. Moreover, this study will

evaluate the main aspects of employment legislation, employee relations and uses of HRM

practices which influence and inform decision-making in organisations background (TEREC-

VLAD and Marius, 2016).

Discussion

At a time when employees are involved in the decision-making process, they increase the

participation of the individual expert in the organisation and its overall performance. This

involvement increases profitability because employees are actively interested in different parts of

the organisation and want their efforts to be successful in general (Liebregts and Stam, 2019).

This is not only beneficial for the development of the organisation, but also the preparation of

employees. Extending responsibilities increases employees’ skills and prepares them for other

tasks in the future. Actively appealing experts in the process of decision-making build the trust of

a large organisation. Numerous organisation s have a clear distance of intensity amongst

management and employees (TEREC-VLAD and Marius, 2016).

In such a case, an active employee association fills this gap by opening lines of

communication between employees and managers. As a functional member in the process of

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decision-making, employees understand that their opinions are an important assurance to the

association. Moreover, also allow them to influence the results of their work, generating better

job fulfilment and motivating behaviour, both for their own situation and for the organisation

itself (Pick et al., 2015). Participation in the procedure of decision-making which provides each

employee with the chance to show their feelings and share their vision. Whereas this enhances

the relationship amongst the employee and the manager, as well as also supports the robust sense

of cooperation between employees (Downey et al., 2015).

In addition, it is a decent method of collecting data on employees about how they work in

the group’s field and where preparation may be needed, leading to increased usefulness and

greater cooperation and implementation (Pick et al., 2015). The main elements of the

employment legislation are the “Employment Rights Act 1999 and 2003, the Sex Discrimination

Act 1975, the Equal Treatment Act 1976, the Disability Discrimination Act 1995, the National

Minimum Wage Act 1998 and the Working Time Directive 1999”. Labour law guidelines that

address issues such as record keeping, employment relations and criminal record checks for

employees, and even the need to compensate employees for travel expenses. State legislation has

an impact on HRM at the national level, although sometimes private companies can be excluded

because of their size (Barry and Wilkinson, 2016).

Human resources professionals should have knowledge in all evolving areas of labour

law in order to limit the organisation’s responsibilities in all human resources activities. Workers

are qualified to ensure safety at the workplace when they are absent from work, and their

inclusion in the social protection system is as if they were at work (TEREC-VLAD and Marius,

2016). The Act needs organisations to provide employees with adequate facilities to enable them

to execute their responsibilities and to offer accommodation as translators so that weakened

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clients can access the services or goods offered from the organisation. HRM consist of the

practices of human resources staff and managers, as well as the online management structures of

the units. HRM practices include senior management, entitlement, termination, preparation,

funding and entitlements. Without organisational coordination through HRM practices, the

supervision of staff has serious consequences, which can disappoint employees and force them to

work in an increasingly complex enterprise (Aladwan et al., 2015).

An effective organisation provides positive functioning conditions and good advantages

to workers over HRM practices that keep them healthy and profitable. Although HRM practices

reward and reinforce desirable worker practices (Downey et al., 2015). The other side of the coin

shows how managers do not strengthen or reward unfortunate employee practices. These

elements of employee supervision must be consistent with the organisation’s culture and UK

labour laws and regulations. HRM practices serve employees and encourage them to increase the

organisation’s academic resources as well as employee information and skills can be a benefit to

the company. Attractive organisation s benefit from this positive outcome of human resource

management by assisting workers to develop. These organisation s deliver resources to educate

and prepare employees and allow them to use and share information (Delery and Roumpi, 2017).

Conclusion

From the above report, it could be concluded that the employee induction programme is

very beneficial as it saves a lot of time and money and reduces the turnover of employees,

ensures operational efficiency. In addition, it will help to make the new worker feel values and

respect as well as helps in establishing better communication. However, the decision-making

process allows each representative to express their feelings and share their vision with others.
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Whereas this improves the relationship between the manager and the representative, it also

reinforces the strong sense of cooperation amongst workers.

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References

Aladwan, K., Bhanugopan, R. and D’Netto, B., 2015. The effects of human resource

management practices on employees’ organisational commitment. International journal

of organisational Analysis, 23(3), pp.472-492.

Barry, M. and Wilkinson, A., 2016. Pro‐social or pro‐management? A critique of the conception

of employee voice as a pro‐social behaviour within organisational behaviour. British

Journal of Industrial Relations, 54(2), pp.261-284.

Delery, J.E. and Roumpi, D., 2017. Strategic human resource management, human capital and

competitive advantage: is the field going in circles?. Human Resource Management

Journal, 27(1), pp.1-21.

Dello Russo, S., Mascia, D. and Morandi, F., 2018. Individual perceptions of HR practices,

HRM strength and appropriateness of care: a meso, multilevel approach. The

International Journal of Human Resource Management, 29(2), pp.286-310.

Downey, S.N., van der Werff, L., Thomas, K.M. and Plaut, V.C., 2015. The role of diversity

practices and inclusion in promoting trust and employee engagement. Journal of Applied

Social Psychology, 45(1), pp.35-44.

Jørgensen, F. and Becker, K., 2017. The role of HRM in facilitating team ambidexterity. Human

Resource Management Journal, 27(2), pp.264-280.

Kadiresan, V., Kamil, N.M., Mazlan, M.R.M., Musah, M.B. and Selamat, M.H., 2016. The

influence of human resource practices on employee retention: a case study. Int. J. Human.

Resour. Stud, 6(3), pp.122-148.

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Liebregts, W. and Stam, E., 2019. Employment protection legislation and entrepreneurial

activity. International Small Business Journal, p.0266242619836358.

Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M., 2017. Human resource management:

Gaining a competitive advantage. New York, NY: McGraw-Hill Education.

Paauwe, J. and Boon, C., 2018. Strategic HRM: A critical review. In Human Resource

Management (pp. 49-73). Routledge.

Pick, D., Teo, S.T., Tummers, L., Newton, C., Kruyen, P.M., Vijverberg, D.M. and Voesenek,

T.J., 2015. Connecting HRM and change management: the importance of proactivity and

vitality. Journal of Organisational Change Management.

TEREC-VLAD, L. and Marius, C.U.C.U., 2016. Ethics and organisational culture–Key elements

regarding the development of economic activities. Ecoforum Journal, 5(1).

Wilton, N., 2016. An introduction to human resource management. Sage.