Human Resource Management Practices and Policies

Human resource practices and policies refer to the formal norms and rules used by human resource leaders to hire, train, and reward employees in an organization. In many organizations, leaders inside and outside the human resource function focus on creating policies and procedures capable of improving employee performance in an organization. For example, human resource leaders focus on creating policy strategies that attract talented workers in a company. However, they do not consider the conditions necessary for generating the best outcomes from a particular plan. Human resource policies and procedures lay the rules that every person in an organization should follow to achieve a specific goal in an organization. These strategies remain ineffective until there is cooperation between leaders inside and outside the human resource function in highlighting the conditions necessary for a particular program to be effective. Human resource leaders and outside leaders need to create requirements for improving the outcomes for talent acquisition policies. 

Summary 

In the chapter, “Effectiveness in policies and practices,” Boudreau & Ramstad, (2007) focuses on highlighting the requirements for human resource managers to improve the outcomes for a human resource strategy and program. Human resource leaders should improve the results of a plan or program by analyzing and creating the conditions necessary for an application to be effective. Human resource managers focus on creating policies and programs for improving the functioning of employees in an organization. For example, human resource leaders may focus on enhancing organizational output by setting a program capable of attracting and retaining talented workers. The strategy may involve advertising jobs in regions with a large pool of skilled employees likely to improve the outcomes of an organization. However, such workers may fail to apply for the job positions because of considerations such as benefits, wages, and rewards offered by the company. Job advertisement and benefits form the foundation of the entire employee hiring process. In situations where talented workers fail to apply for jobs positions available, the other procedures such as screening, interviewing, and selection remain ineffective. 

The author also emphasizes the importance of discussion and collaboration between human resource leaders and people outside the human resource function. People in different organizational departments such as marketing and accounting may have the skills and knowledge necessary for improving the human resource decision-making process. Necessary and sufficient condition approach is an appropriate strategy that can assist human resource leaders in improving the impacts of a particular program or procedure in a company. However, it is difficult for human resource leaders to identify all the conditions necessary for achieving a specific goal by implementing talent acquisition approach. In most cases, human resource leaders emphasize on wages ignoring other factors such benefits and rewards that could improve the outcomes of a strategy. The authors successfully create a sense of a necessary and sufficient condition approach by using engineering and the square concept in the business. These examples help readers and human resource leaders in understanding the importance of understanding and creating elements for making policy or program completion. 

In the chapter, “efficiency in organization and talent investment,” the authors focus on creating information capable of improving the level of efficiency in an organization. According to Boudreau & Ramstad (2007), human resource leaders and people outside the human resource function ignore the importance of investing in developing and maintaining talent in an organization. This chapter integrates the importance of improving the impacts of employee program and policies by creating necessary conditions to develop an approach for enhancing the level of efficiency in a company. In most circumstances, discussions about efficiency tend to ignore the necessity for investing in the work-related systems that can improve the efficiency in a company. As a result, leaders see investing in works systems as a source of inefficiency because leaders see the workforce as a source of costs and expenses in an organization. The concept of the opportunity cost of time needs to be implemented in the accounting approach employed in an organization. For instance, the opportunity cost for involving workers in activities such as training and discussion need to be accounted because they do not cause a change in salaries and wages. This approach may cause unnecessary costs leading to inefficiency in an organization. The concept of opportunity cost provides human resource leaders to identify possible programs capable of increasing efficiency. The authors give human resource managers an idea for identifying work system programs for improving workforce efficiency by using ASA organization to illustrate the importance of opportunity cost for time. For example, creating a workforce healthcare system increases the benefits for employees, thus increasing the feeling of attractiveness in an organization. Workers spend little time seeking treatment services, thus increasing efficiency in the workplace. 

Sufficient and Necessary Conditions for Talent Acquisition 

Based on the information provided by Boudreau & Ramstad (2007), adequate and necessary conditions necessary for attracting talents in an organization appears to be a practical approach for improving conditions in my workplace. The human resource manager focuses on attracting new skills by focusing on both the external and internal recruitment approach. However, there is no guarantee that the job advertisements attract all the talent workers targeted by the organization send resumes for that particular position. In effect, the current strategy appears to focus on filling a job position rather than choosing the most talented employee for filling that specific position. According to Noe et al, (2017) filling a job position is significantly different from talent acquisition. Filling a job position focuses on employing an individual without considering the level of skills while talent acquisition emphasizes on hiring a qualified and talented candidate. 

Sufficient and necessary conditions create an opportunity for identifying factors that need to be put in place to attract and maintain talented workers. Employees consider different factors when making job applications such as wage, healthcare benefits, time off, and working hours per day. In effect, job applicants choose companies with the most relevant offers based on the level of qualification (Bratton & Gold, 2017). However, companies see the expenditure of employees as adding operation costs, thus ignoring investment capable of improving work efficiency. Under such circumstances, an organization experiences high employee turnover as talented workers get the best offers from other companies. High employee turnover has been a problem at the workplace, calling a need for the human resource manager to create strategies capable of improving external and internal hiring outcomes. For instance, the company can increase healthcare benefits and create accessible access t healthcare facilities to increase efficiency. 

Conclusion 

In many organizations, human resource managers do not consider the conditions necessary for improving the outcomes of talent acquisition policies. Leaders focus on creating programs and systems such as targeting diverse job advertisement but fail to recognize the conditions affecting the number and qualifications for candidates sending resumes. In effect, talent acquisition policies need to be implemented based through discussion to help human resource leaders in creating strategies capable for increasing making the program attractive. This approach creates an opportunity for a company to integrate efficiency with investment in talent acquisition, thus improving the outcome for a human resource strategy. 

References 

Boudreau, J. W., & Ramstad, P. M. (2007). Beyond HR: The new science of human capital. Harvard Business Press. 

Bratton, J., & Gold, J. (2017). Human resource management: theory and practice. Palgrave. 

Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2017). Human resource management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education.