Introduction to the Paper

Introduction to the Paper

The basic purpose of this paper is to provide an analytical summary of the article named Auditing recruitment and selection using generic benchmarking: a case study. This article was written by Sharon Ifill and Neil Moreland and has been retrieved from The TQM Magazine

(Volume 11, Number 5, 1999, pp. 333-340).            The core essence of the paper is to analyze the article with the consideration of human resource management.

The Article

            The article describes an auditing procedure that was carried out at a printing company. As has been noted; the printing company would like to receive an award for their human resource management. The award is presented to those companies who provide complete commitment and devotion to the organization from the top management to the lowest level of employees.

            The company must also keep a regular review of the training and development schedules and context so that the investment made in these activities is proven successful. In order to achieve all this, the printing company made it the company’s mission to achieve that award and all the employees were driven towards the same mission.

            The company defined its human resource management side in five areas:

“Recruitment and selection;
Appraisal and assessment;
Training and development;
Career development; and
Recognition and promotion.” (Ifill and Moreland, 1999[1])
The basic idea of the audit was to monitor all these human resource management activities. The audit was made of a four step procedure where the auditors would consider where the audit was taking place, when it was conducted, what the shortcomings were, what effect these shortcomings had on the goals of the company and the cost benefit analysis of the whole scenario.

            After analyzing the audit, it was realized that the training and development activities conducted in the printing company were insufficient in order to gain the award. Hence, what was observed was that the training and the development context of the employees was not updated on a regular basis.

            As the competition for the company was growing, the top management was unable to realize that there was a need for reviewing the context frequently so as to keep it current and updated. The employees would not receive the adequate training to run the business successfully and hence, psychological issues for them may arise.

            Another important observation made was that the company was unable to conduct adequate job analysis procedures. Job analysis is an integral part of human resource management for any company because if the top management is not aware of the criticality of a certain job, they would not be able to utilize the skills efficiently.

Conclusion

            The audit concluded that there were a number of areas missing in the human resource management systems of the printing company creating various issues for the employees working there. For the employees to remain motivated and the company to survive the competition, there is a need to keep the human resources updated and strong in position at all times because human resource is one of the critical factors of production for any company.

References

Ifill, S. and Moreland, N. (1999). Auditing Recruitment And Selection Using Generic Benchmarking: A Case Study. The TQM Magazine (Volume 11, Number 5, 1999, pp. 333-340)

[1] Ifill, S. and Moreland, N. (1999). Auditing Recruitment And Selection Using Generic Benchmarking: A Case Study. The TQM Magazine (Volume 11, Number 5, 1999, pp. 333-340)