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As the world and the security industry are undergoing a tectonic shift, we are moving away from our traditional and narrow focus on product innovation to digital, software and services innovation aimed at providing more comprehensive customer experiences to our customers.
We (HR) recognise this change and the importance of formulating the correct, optimal and align our human resource strategies to support the business needs, growth and strategies. In order to achieve this, we created and adopted the 5Rs as follows:
Firstly, we adopt the Resource Based View (RBV) to analyse and assess our Company’s existing internal resources and capabilities. This helps us to identify the available amount of strategic assets and focus on formulating a strategy to achieve sustainable competitive advantages.
At the same time, we will identify the weaknesses and gaps that exists in our HR processes and controls. We will take the necessary measures to improve on the weaknesses found.
The change in the business strategies will result in major shifts in our HR function and policies. Within the major shifts, a wide diversity of policy options for worker-management relations exist. We will conduct an audit on our HR department to reveal the current status. In order to align with the business strategies, we will restructure and streamline our HR system to fit into the new business and environment.
We have three primary resources, information, technology and people. All of the resources are important but the most important one is our people. We invest heavily in our people and provide them with opportunities for growth and development .
We make use of the HR data that is available in our system to identify (1) key competencies of our staff, (2) key competencies that our Company requires now but absent at the moment and (3) key competencies that our Company requires in the near future and we have to start sourcing for them now.
Next, we will identify the selected individuals for training and re-training according to the needs of the role, department and our Company.
We believe that Change is the only constant in our Company. There is a need for our staff to always plan for and be ready for change in their role and function. The training and retraining of our staff will enable the management to prepare our staff for redeployment to take on new role across the departments (horizontal move). On the other hand, our Employee Development Programmes will prepare the selected individual to take on higher role within the organisation (vertical move).
In the ever-changing landscape in the defence and security fields, when new opportunities will present themselves, our Company must be ready to seize the opportunities. To achieve this, we must prepare our staff now and increase the capacity of our staff through streamlining our operations and processes, training and development of our staff to acquire key competencies such as problem solving skills and listening and communication skills, and prepare our staff for possible reorganisation of our Company structure for example setting up of a new department for overseas venture where we can deploy our existing staff to lead the new team and hiring new and local staff to complete the positions. This would allow our Company to preserve our culture and bring technical and knowledge know-how to train and develop the local people and the hiring of new and local staff would help the team to integrate into the country and its cultural quickly and effectively.
Attracting top talent is essential to the future of our Company. We are proactively searching for and engaging qualified talent to fill our Company’s current and future positions. We found that it is important for our HR partners to understand the needs of the Company, respective departments and hiring managers and be on the same page with them about what a strong candidate looks like.
We deploy our HR partners to the respective departments to work with the line managers and their team. It allows us to understand their operations and needs and enable us to make HR recommendations and proposals that suit the needs of the department, line managers and their team.
We have also made changes and improvement to our hiring process and increase the quality of the communication with the hiring managers. They are as follow:
Hold a kickoff meeting with the hiring manager as soon as we receive a hiring request to learn about the role and be aligned with the hiring manager on the must-have and good-to-have requirements of the candidates. Keep in constant contact with the hiring manager throughout the process to check on the quality and quantity of candidates, and fine-tune our search with their feedback.
Re-engage past candidates from our HR system. We leverage on our past efforts by beginning every search with the candidates that we have already invested time in and deemed qualified to work at your organization through our database.
Expand our online and offline sourcing channels. It is important for our HR partners to understand the target candidates and know where to source them online and offline, for example, LinkedIn and attend industry-specific conferences and workshops.
Leverage on staff’s networks and referrals. Statistics have shown that organisations can expand their talent pool effectively and efficiently by 10 times by recruiting through their employees’ networks like Facebook and Twitter.
Proactively sourcing for positions that will be available in future. Our HR partners must know the Company’s business growth plans well and be ahead of the curve. The deployment of the HR partners to the respective departments will enable us to build a responsive workforce hiring strategy that gives us insight into when hires need to be made across the year to sustain our Company’s vision and cost model. Using the insight, we can help the line managers to identify or forecast upcoming key competencies that the team requires for the near future.
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