Assignment 3: Staffing the HR Department Due Week 7 and worth 200 points You are assessing the work design present in your selected company when you realize that you have not adequately reviewed the job descriptions, recruitment and selection methods the company currently uses. You will also need to make sure that the compensation and benefit packages are aligned with the company’s culture. At this point, you are realizing that you need immediate assistance, so you must start staffing your HR department. Write a five to six (5-6) page paper in which you: 1. Choose three (3) HR functions and assess the significance of each in adding value to your HR department in support of your company’s vision and mission. 2. Write a job description for one (1) of the HR functions you selected. Determine the specific degree (e.g., associates, bachelors, or masters) and certifications (e.g., SHRM, HRCI, ATD, or WorldatWork) needed. Include the level and type of experience needed (e.g., industry, managerial, customer service, tenure, etc.). Note: The job description should be incorporated into the paper and is counted towards the total page length requirement for this assignment. Hint: You can use the Occupational Network website for assistance 3. Choose one (1) recruitment method and one (1) selection method you will use in order to attract the best quality candidates for these positions. Provide a rationale for your choices. 4. Develop a compensation and benefit package for the new HR Staff. Explain how this package will provide a high return on investment to the company. Hint: Review the article “Creating a Smart Compensation Package” 5. Use at least three (3) quality academic resources in this assignment from within the past five (5) years. Note: Wikipedia does not qualify as an academic resource. 6. Format your assignment according to these formatting requirements: Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; references must follow APA or school-specific format. Check with your professor for any additional instructions. Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required page length. Cite the resources you have used to complete the assignment. Note: You must have a minimum of three (3) resources for this assignment. The specific course learning outcomes associated with this assignment are: Determine the human resource management function of human resource planning and its importance to business strategy. Develop work designs that support the human resources strategy. Examine the human resource management function of recruiting and selecting, and its importance to business strategy. Establish the importance of compensation and benefits, and how they support business strategy. Use technology and information resources to research issues in human resource management. Write clearly and concisely about human resource management using proper writing mechanics. Grading for this assignment will be based on answer quality, logic / organization of the paper, and language and writing skills, using the following rubric.

 

Human Resource Staffing

Student’s Name

Institution Affiliation

Course

Date of Submission

 

Human Resource Staffing

Human resource is typically used to describe both individuals who operate within an institution or organization and the division charged with the responsibility of managing resources associated with the workers. On the other perspective, human resource management is used to talk about the formal composition devised for the control of individuals within a business structure where its responsibilities cover three essential sectors; staffing, worker compensation, and benefits, and designing the type of work to be done. The primary intention of human resource management is to increase the productivity level of an institution through optimizing the effectiveness of its workers. The company of choice is the Toyota Motor Corporation that is typically the central Japanese organization of the group and once became the biggest automobile producer internationally for the first time in 2008. Also, a majority of its close to 650 subsidiaries organizations are engaged in the manufacturing of automobiles, automobiles parts, and both commercial and industrial vehicles. The company has its primary headquarter centered in Toyota City, an industrial city east of Nagoya, Japan thus the paper will focus on its human resource management and staffing composition.

Human Resource Functions

In upholding the Toyota Company’s business structure and strategy, the human resource management procedures incorporated within the institution ought to be made of very detailed workers that are strategically innovative, together with proper initiative, and more creative team. It also engages a group possessing effective sales, recruiting and marketing capabilities, compensations and benefits status, above reproach compliance and organization reputation for high standards of quality client service. When an organization comes up with an active human resource division, it provides the company with a well-structured set up together with the ability to accomplish the organization’s objectives through managing its most essential resources, human capital, and the workers. Therefore, the three human resource functions and their importance in achieving the human resource division in support of Toyota’s Company vision and mission will comprise of recruitment and selection, training and development, and managing worker relation (Flamholtz, 2012).

Recruitment and selection are one of the human resource functions in the Toyota Company towards achieving its set vision of leading the way to the future of mobility, upgrading lives across the globe with the safest and most responsible strategies of moving individuals. It also supports the organization’s mission of coming up with vehicles that are popular with consumers and other related clients. Notably, recruitment is regarded as the technique of captivating, screening and coming up with potential and qualified people centered on the objective process for a given job (Boxall & Purcell, 2011). The primary objective of recruitment procedure identifies the qualified applicants and to also encourage those who do not qualify to opt themselves out. Before carrying out the recruitment and selection process, the Toyota Company usually execute effective staffing procedures and grades the total number of workers needed for meeting the organizations planned objectives. The process is significant to the business as it also lowers the total costs of mistakes made including the engagement of incompetent, unmotivated and unqualified workers.

The second human resource function is training and development within the company with the aim of meeting its set mission and vision. It is necessary for employers to provide the employees with equipment needed for their success which in many occasions means giving new workers extensive orientation training that will assist them in achieving the set organizational vision and mission. In Toyota Company, the human resource department also provides its employees with leadership training and professional growth that are in turn essential to achieving the organization’s automobile strategies (Flamholtz, 2012). Therefore, training and development are typically necessary operations within the human resource management as it tries to enhance the available or future performance of a worker through increasing the efforts of the worker by education and knowledge reading a given subject. The third human resource function within the company is to manage worker relations as this will strategically assist in achieving its mission and vision statements. Workers as considered to be the critical pillars within an institution; hence, the relationship existing between them is strategically a comprehensive concept and fundamental functions of the human resource management. Effective employee relations are significant in influencing the type of behaviors available within a business and the work outputs. The Toyota Company management should, therefore, come up with various operations that will assist in knowing a worker at a personal and professional level. Well, articulated worker relations will typically enhance a healthy and balanced connection existing between workers and the employer which is essential for the business to emerge successfully.

Job Description

Talent Acquisition Specialist

In the search for an educated and experienced talent acquisition specialist that is an integral part of the of the continually developing recruitment team within the Toyota Company. The dynamic specialist selection for the named position will typically operate together with the human resource business counterpart in enhancing the needed support in sectors of identifying, attracting and hiring talent for the Toyota Corporation. The head office is based in Nagoya, Japan.

 

Responsibilities

• Take part in the recruiting process and talent management associated together with other human resource activities and projects
• Evaluate opportunities and take actions to enhance the efficiency of the recruitment techniques and practices
• Remain updated with the company’s trends, market operations, and innovative recruiting methods with the aim of attracting and staying put in the competitive market for talent
• Preparing the needed career offers and conduct negotiations with the candidates
• Take part in the selection processes and all the interviews within the company
• Effectively manage candidates’ growth and experience
• Placement of staffing, succession planning, and compensation
• Come up with compelling recruitment processes and best practices centered on expertise
• Identify, attract, and recruit experienced personnel in areas of automobile technologies, car building, road tests and sales associates.

Required Skills

• Human Resources certifications SHRM-CP and HRCI
• Effective written and spoken communication techniques
• Ability to offer services on weekends as business needs dictate
• Must know how to operate on a team surrounding

Required Experience

• Bachelor of Science in human resource or minimum years of experience
• Know corporate staffing
• Strong relationship and building techniques
• Ability to efficiently associate with all divisions within the organization
• Should be organized, ability to multi-task, and operate in an inclusive team surrounding
• Robust computer techniques and experience with talent acquisition systems

Job Location

Nagoya, Japan

Position Type

Full-Time/Regular

Recruitment and Selection Method

The recruitment technique that will be put into action with the primary objective of coming up with the best quality candidates of the Toyota Corporation is the third-party procedure. The primary aim of the organization is to come up with an in-house recruitment and talent acquisition division within the business as part of the process of incorporating active contact with the job seekers. The importance of using this technique for the Toyota’s recruitment procedure is due to its standard usage; the organization is also able to keep control of the recruitment process together with the extensive understanding of the business culture and the work surrounding (Henry & Temtime, 2010). On the other hand, the selection technique to be used will be in-person interviews, and the company is aware that this method typically takes some time; however, with the assistance of the in-house recruiting division, the applicant pool will be reduced at this stage with the entire preliminary screening fulfilled. The in-house recruiting sub-division will only provide hiring executives with the top qualified individuals who will then later narrow the chosen candidates further to two finalists.

Compensation and Benefit Package

The compensation package composition of the in-house recruiter/talent acquisition specialist will incorporate the base salary or critical bonus that is $60,500 annually where the core compensation is centered on averages for the career and fails to highlight personal considerations used to evaluate the projected salary level. The next factor of the package is the value of benefits that are typically considered to be additional advantages including the paid time off such as sick days, vacation days, life and health insurance, retirement compensations, long-term disability insurance and short-term disability insurance. When coming up with a compensation plan, the first procedure is evaluating the organization’s vision and the manner in which the benefits package should reflect the set image (Warneke & Schneider, 2011). The next procedure is making sure that the planned compensation procedure fits the business’s budget and after these considerations have been scrutinized; the final stage is offering the compensation plan that incorporates the benefits to appeal to the workers.  The Toyota Company makes their values clear enough through the kind of benefits that they provide; thus, having an organized compensation process will strategically attract workers that share the same values and will lead to having a more unified workforce.

 

References

Boxall, P., & Purcell, J. (2011). Strategy and human resource management. Palgrave Macmillan.

Flamholtz, E. G. (2012). Human resource accounting: Advances in concepts, methods and applications. Springer Science & Business Media.

Henry, O., & Temtime, Z. (2010). Recruitment and selection practices in SMEs: Empirical evidence from a developing country perspective. Advances in Management.

Warneke, D., & Schneider, M. (2011). Expatriate compensation packages: what do employees prefer? Cross Cultural Management: An International Journal, 18(2), 236-256.