Human Resources Management. Business & Marketing Essay

Human Resource Management
Name
Institutional Affiliate
Human Resource Management
Human resource management functions to navigate business organizations through the effects of globalization by providing an effective platform and framework for forecasting future changes and aligning human resources as well as the entire organization towards the same. Human resource management achieves the said objective through the effective execution of its primary functions and practices within an organization such as recruitment, training, performance appraisal, and evaluation, as well as compensation. The Moller-Maersk Group case study highlights various components of human resource management and their characteristic features that function to enhance the understanding of the HRM profession.
* HRM Functions and Practices
Human resource management plays a significant role in the achievement of an organization’s set objectives and maintaining its competitiveness across its respective sectors of the economy. It is the human resource management that functions to align the entire organization to the set objectives in its mission and vision by instilling and nurturing positive values and practices that serve to promote sustainable growth and development. Among the HRM functions and practices include recruitment, training, evaluation, and assessment of employees’ performance, as well as the compensation of employees CITATION Ori17 \l 1033 (O'riordan, 2017). Effective human resource management calls for the alignment of the outlined functions and practices to the organization’s strategic plan for the achievement of set objectives including sustainable growth and development in the era of globalization. As a business organization in the shipping as well as the oil and gas industry, Maersk had to enhance its HRM functions and practices to reflect its strategic expansion plan to capitalize on the global market CITATION Bor12 \l 1033 (Boris, 2012). Initially, the firm employed or recruited inexperienced workers and trained them to execute the company’s wide range of operations. The organization’s cultural orientation to a family setting limited the management of human resources to effectively execute its evaluation and assessment as well as compensation of the recruited and trained employees. Consequently, the firm exposed itself to underperformers who lacked both the discipline and competence to meet the demands of its global endeavors. The HRM’s shift towards realigning its functions with the demands of globalization at Maersk led to the letting go underperformers and a holistic review in the execution of its functions CITATION Bor12 \l 1033 (Boris, 2012). In essence, the company’s HRM functions of staffing, training, evaluation, and compensation of the employees should be aligned to the organization’s strategic plan so as to navigate and adapt to changes in the market including globalization.
Globalization led to the development and implementation of effective practices in different organizations around the world especially in the recruitment of employees. Sustainable growth and development of business organizations are dependent on the available human resource. The management of human resources thus focuses on identifying the needs of their organizations and forecasting the transition of the same over time CITATION Dis18 \l 1033 (Disanferdinand, 2018). Human resource management then recruits employees whose potential input meets the organization’s cultural orientation and function to achieve sustainable growth and development of the firm.
* Staffing
The company’s human resource department resorted to employing experienced people and aligning them to the firm’s strategic plan for sustainable growth and development in the global market. The new recruitment approach not only included the hiring of experienced employees with no history with the firm but also rehiring the former employees. Maersk sought to secure its position in the global market by attracting new talent into the company with competitive packages CITATION Bor12 \l 1033 (Boris, 2012). The firm also embarked on identifying its best performers and allocating them to the key positions at the company. The move sought to curb the high employee turnovers through performance appraisals and internal promotions into important positions. Maersk also endeavored to adopt a continuous development process for its employees to enhance their competencies on emerging changes and trends in the industry CITATION Bor12 \l 1033 (Boris, 2012). The company’s staffing approach also involved the internal deployment of employees who were willing to relocate to other locations of the organization. The company further integrated its staffing approach to a newly developed five-year plan upon which employees were evaluated for their efficacy in aligning to the organization’s global objectives CITATION Bor12 \l 1033 (Boris, 2012). In essence, the outlined process to recruit and select new employees aligned to the company’s set objectives focused more on the internal talent at the company than external hires.
Maersk’s transition into a global entity necessitated its adoption of external hiring to meet the emerging global demands such as cultural diversity. A comparative analysis of external and internal recruitment as well as selection practices reveals the similarities and differences existing between the two systems. Internal recruitment functions to recruit existing employees for emerging opportunities within the organization based on their seniority CITATION Kre15 \l 1033 (Krell, 2015). External recruitment, on the other hand, focuses on the qualification of potential employees to determine their eligibility for vacant positions in the organization CITATION Kre15 \l 1033 (Krell, 2015). Internal recruitment allows for the easy transition of the employees into the new position and thus having a fast induction. External recruits have to undergo a slow induction and training process to align with the organization’s strategic plan. Internal recruitment and selection are also inexpensive while external hiring is costly CITATION Kre15 \l 1033 (Krell, 2015). The choice of candidates for a given position in internal recruitment is limited while the same is unlimited in external recruitment CITATION Kre15 \l 1033 (Krell, 2015). Internal recruitments take the form of deployments or transfers, referrals, and promotions while external recruits are sourced through platforms such as advertisements for jobs, consultants, and recruitment agencies CITATION Kre15 \l 1033 (Krell, 2015). Internal recruitment allows Maersk to uphold its cultural orientation while external hiring would function to expand its capacity to accommodate cultural diversity, which is a characteristic feature of globalization. The firm should thus integrate both recruitment strategies to enhance its competitiveness in the market.
* Training
According to the case study, Maersk’s office in Charlotte, North Carolina posted a vacancy titled CARE Business Partner and highlighted the primary qualifications for that position as well as the candidate’s duties and responsibilities at the company CITATION Bor12 \l 1033 (Boris, 2012). The fact that it was not an existing position at the company necessitates the implementation of a training needs assessment. Among the components of training needs assessment employed by the company it the verification of performance issue that requires to be a...