best practices of human resources

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Human resource management is a key department of every enterprise whose main focus is human resource management. The roles of the Human Resources Department are complex and vary from organization to organization. The general tasks, however, are the supervision of recruiting, preparation, benefit design, performance assessment, growth, and awarding of employees (Phelps, Adams and Bessant, 8). Coca-Cola Company, for example, has a well-structured human resource department, a carter for a diverse workplace. The HR Department is also concerned with developments in labor affairs and organization. The level of performance of any organization depends on the productivity of the employees. Human resource management, therefore, ensures the continued development and management of skills among its workforces.

Human resource practices

Human resource practices reflect the culture of the organization to the stakeholders. They comprise strategic plans and functional activities that in increase profit to the employers and services to the employees. Best human resource practices, therefore, are those that produce maximum results in the performance of the organization and the productivity of the employees. The relationship between the HR department and the employee throughout their time in the company signifies the success of the organization (Kuvaas, Anders & Buch, 847). A company such as Coca-Cola Company has had the best Human resource practices. This is evident in the high number of skilled employees working for the organization.

The success of the best practices of human resource management revolves around the employment cycles which are the attraction, recruitment, onboarding, development, retention and off boarding.

Attraction

Attraction and conservation of the right talent are crucial in any company. Employee productivity depends on the skills and talents that the employees have. Businesses tend to develop a culture in the attraction of talents that focus on the illumination of the strengths of the company to the public. There are various strategies companies like coca cola used to attract talent. The primary strategy is the leadership of the organization.

Leadership of the organization

The administration of Coca-Cola Company is well defined and has a reliable structure that has provisions for any eventualities. This ensures that the integrity of the organization is maintained at the highest level. Employees tend to work with an organization whose selected leadership is trusted (Phelps, Adams and Bessant, 25).

Opportunity for growth

Other means of talent attraction is the opportunity for growth. Employees prefer to associate themselves with organizations which provide its employees an opportunity to build their career and flourish in it. Coca-Cola Company has various provisions of growth to its employees due to the vast nature of its branches in various countries. Problem solving and innovations are also other qualities that attract employees in an organization.

Innovation

Innovations ensures continuity of the company against the competition while problem-solving brings a sense of responsibility among the employees as they feel being a part of something bigger.

Company’s reputation

The main Human resource practice in this stage of the life cycle is the Company’s reputation. The attraction of employees is based on the reputation that the organization holds. A company that has a good reputation and opportunity of growth for the employees attracts the best talents. Bets talents subsequently lead to higher performance and innovation in an organization. Coca-Cola Company, for instance, has branches in over 200 countries and is currently the leading distributor of soft drinks in the beverage industry. Its reputation enables the company to attract the best talents in all the countries they have set up shop in. The attraction of talents brings the potential employees and the organization into their first contact which is selection and recruitment (Adriana & Spieth, 220).

Differentiation of business

This is the creation of unique products and services that enable the organization to stand out among its competitors. The Coca-Cola Company, for instance, specializes in soft drink beverages. The unique flavor of their products makes them stay ahead of their competition. This aspect keeps the employees in the company while attracting more. Employees tend to associate themselves with a winning organization (Nagendra, 197). This accounts for the high ability to attract top talent in the Coca-Cola Company. Apart from soft drink beverages, the Coca-Cola Company produces and distributes syrups and shampoos. This ensures that the company has alternative products for their revenue stream. In cases where losses are incurred in one product, or sales reduce, the company has an alternative revenue source. This helps maintain the confidence of the employees and leads to higher retention capabilities n the company

Recruitment

This is the second stage in employee’s life cycle and involves finding the right skills and talents to work for the company. This stage is very vital as the recruitment of the best talents will subsequently determine their effectiveness. The human resource department in this stage starts with planning. Here the department reaches an agreement on the number of employees they intend to hire. The recruitment process then starts after the company has made advertisement on various media. The pools of applicants are then assessed through interviews or other forms of assessment before the required talent is selected. The Coca-Cola Company recruits employees from the different countries they have branches in. This ensures that the company has diverse workplace at all times.

The recruitment of new employees depends on the position being filled. The qualifications of these positions also depend on their levels. In most cases, the company goes for you and skilled talent to perpetuate the future of the company. However, in cases where senior managerial positions are available, the company goes with experience and skills (Adriana & Spieth, 212).

Recruitment of skills and cultural fit

This is the human resource practice that is associated with the recruitment process. The Human resource department needs to dig deeper into the background of the recruits to ascertain compatibility and flexibility in the organization. The Coca-Cola Company, for instance, ensures that the employees uphold the Coca-Cola culture which is based on diversity in culture.

Onboarding

Onboarding is the third stage in the employee life cycle and involves the incorporation of the new employees into the culture of the company. There are several strategies used by the human resource department to make the onboarding process easier. The first strategy is starting the onboarding process before hiring the employees. The employees being selected need to be aware of the culture of the organization before they make their choices to apply for the job opportunity. The information on the culture of the company should also be e accessible either on their website on brochures to acquire the recruits before they are employed. Orientation is the next step. This process involves the familiarization of the new employees with various aspect of the organization culture. The other strategies include training the employees and coaching them in the process as well as team building through teamwork in the organization.

Employee development

This is the fourth step in the employee life cycle and entails the encouraging of employees and helping them improve their skill in their respective departments. The human resource department encourages and supports their development by providing the employees with proper coaching as opportunities to improve their skills (Kuvaas, Anders & Buch, 850). The HR department in Coca-Cola Company, for instance, provides a learning opportunity for their employee’s by assigning coaches to the new employees. The coaches help the employees in sharpening their skills as well as career development.

There are also learning programs available in the organization besides the training given at the begging of the employment. Whenever new products or technology hits the market, employees are given education on the basics to increase their performance.

Retention

Employee retention is the fifths stage in the employee life cycle. The strategies for retention of employees entail giving the employees a reason to stay. This includes making the employees part of the company culture as well as the provision of equal opportunity for their development.

Equal opportunities

Best human resource practices incorporate the fair treatment of employees and accountability to the duties they do regardless of their gender, race or age. In the employee’s life cycle, the retention of employees as one of the stages of the cycle depends on the treatment of the employees in the organization. In Coca-Cola for instance, promotions, rewards are recognitions accorded to remarkable employees and any other employees who have displayed remarkable achievements in the company. This also gives the employees an equal chance of career growth in the organization (Doherty & Norton, 128).

The coca cola company has diverse workplace as the company recruits from all the countries they have branches in. The company has instituted culture that has provision for equal opportunity regarding growth, promotion, and transfers of its personnel. This reduces any chance of bias in the company.

Incentives programs

Incentive programs are instituted in the organization to appreciate the efforts made by the employees. In Coca-Cola Company, for instance, the incentive program entails commissions on sales, monetary rewards for exemplary efforts. Promotions by achievements made, as well as recognition by the HR department

Separation

Separation is the last stage in the employee lifecycle and happens to the best of the employees particularly in Coca-Cola Company. The employee’s termination can result from retirement, resignation, new employment, layoffs or personal reason. Successful separation can be facilitated by the organization if the reasons for the separation are genuine. For instance, the human resource department takes upon itself to find the reasons for the separation of employees. If the company has anything to do with this decision, the human resource department takes that into account and makes the necessary changes. In other cases, the decision to separate is solely on the employee the support of the HR department is necessary (Nagendra, 202).

It can, therefore, be deduced that the best human resource practices revolve around the employee’s life cycle. This cycle contains six stages, which are, attraction, recruitment, onboarding, development, retention, and separation. The Hr practices such as incentive programs, coaching of employees, equal opportunities and company’s reputation are necessary for the products of the employees in any organization.

References

Abstein, Adriana, and Patrick Spieth. “Exploring HRM meta‐features that foster employees’ innovative work behaviour in times of increasing work–life conflict.” Creativity and innovation management 23.2 (2014): 211-225.

Doherty, Liz, and Ann Norton. “Making and measuring “good” HR practice in an SME: the case of a Yorkshire bakery.” Employee Relations 36.2 (2013): 128-147.

Gould‐Williams, Julian S., et al. “Civic duty and employee outcomes: do high commitment human resource practices and work overload matter?.” Public Administration 92.4 (2014): 937-953.

Kuvaas, Bård, Anders Dysvik, and Robert Buch. “Antecedents and employee outcomes of line managers’ perceptions of enabling HR practices.” Journal of Management Studies 51.6 (2014): 845-868.

Nagendra, Asha. “Paradigm shift in hr practices on employee life cycle due to influence of social media.” Procedia Economics and Finance 11 (2014): 197-207.

Phelps, Robert, Richard Adams, and John Bessant. “Life cycles of growing organizations: A review with implications for knowledge and learning.” International Journal of Management Reviews 9.1 (2007): 1-30.

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