BAGB4073

HUMAN RESOURCE STAFFING

TASK 1 (10%)

1. Choose at least one article (maximum 3) from newspaper

cutting/magazines related to HR Staffing (Students are free to choose the
article/ articles from 2014-2018).

a. Staffing The Human Resource Function Article (Okt 2016).

b. A Research Revolution In Shrm: New Challenges And New Research Directions

(July 2018).

c. Human Resource Management And Unit Performance In Knowledge-Intensive

Work (Apr 2017).

2. Briefly explain staffing function and issue discussed.

a. Human resource management (HRM), or staffing, is the management

function devoted to acquiring, training, appraising, and compensating employees. In
effect, all managers are human resource managers, although human resource
specialists may perform some of these activities in large organizations. Solid HRM
practices can mold a company's workforce into a motivated and committed team
capable of managing change effectively and achieving the organizational objectives.

b. Understanding the fundamentals of HRM can help any manager lead more
effectively. Every manager should understand the following three principles:

(1) All managers are human resource managers.

(2) Employees are much more important assets than buildings or equipment;
good employees give a company the competitive edge.
(3) Human resource management is a matching process; it must match the
needs of the organization with the needs of the employee.

3. Based on the article:

(a) extend your idea on the issue discussed. (Your ideas can be from
the perspective of employees and employers)

a. HR competencies for strategic human resource management is Competencies

are individual characteristics, including knowledge, skills, abilities, self-image, traits,
mindsets, feelings and ways of thinking, which, when used with the appropriate
roles, achieve a desired result.

b. According to the SHRM HR Competency Model, competencies are most

strongly correlated with a high-performing HR professional. Although HR
professionals will vary in their proficiency at these competencies based on their level
of experience, expertise and opportunity to develop, they must develop and
demonstrate each competency when staffing the HR function.

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c. Human Resource Expertise. The knowledge of principles, practices and functions of
effective human resource management. Individuals at the highest level of this
competency have a strong working knowledge of critical HR functions and
incorporate an attitude of continuous learning, the application of best practices, and
the delivery of customized HR solutions.

d. Relationship Management. The ability to manage interactions to provide service and

to support the organization. Individuals at the highest level of this competency
demonstrate the ability to establish credibility in a wide range of interactions,
develop healthy relationships that promote individual and organizational success, and
build an effective internal and external network.

e. Consultation. The ability to provide guidance to organizational stakeholders.

Individuals at the highest level of this competency apply creative problem-solving to
address business needs and issues in a way that addresses business challenges and
invites others to approach them with career and organizational concerns.

f. Leadership and Navigation. The ability to direct and contribute to initiatives and
processes within the organization. Individuals at the highest level of this competency
build a collaborative environment where solutions are generated while conforming to
organizational culture. This competency requires leadership that builds consensus
while making progress toward change.

4. In your opinion, on what aspect should the issue be further highlighted?

(Your suggestions have to be in line with the current
needs/development/trend)

a. When an organization has identified the competencies needed by internal staff to

enable the HR function to operate strategically, the next step is deciding whether
to retain and reskill some or all of the existing HR staff. Generally, organizations
establish a formal process to help make those decisions.

b. HR leaders commonly use formal competency assessments and interviews to

decide which staff members to keep during a transformation of the HR function.
Sometimes organizations determine that retaining the HR function requires
external recruitment and may necessitate staff reductions and severance to
install new recruits with higher-level skills in areas such as talent management
and workforce planning.

c. Typically, high-performing organizations have set higher competency standards,

have been more likely to use formal assessment processes to evaluate internal
staff and have been more willing to hire externally. These employers also
consistently invest more in HR skills training than their counterparts. Such
training frequently involves:

(1) Consultative skills training, which includes teaching staff how to diagnose
problem areas, assess the scope of the problems and contract with internal
customers to facilitate change.
(2) Orientation sessions to introduce staff to their new roles.
(3) Use of organizational assessment and diagnostic tools.