2Today’s HR professionals are assuming an increasingly broad role in their companies, _____________________
to the senior management team
3They don’t look at their work merely as a series of tasks or simply react to events; they __________
4Keep in mind that the more _________
you can be in how you approach everything you do in your job, the more
_______________ you will have as a strategic business professional
5Be particularly diligent about keeping pace with what is going on in the legal and regulatory side of HR, making sure that ____________________
Byou are aware of any laws or regulatory changes that apply to your company
Cfor granted
Dalso examine trends, issues, opportunities and long-term needs
Ebroad-minded, credibility
Ex. 8. Discussion time.
Agree or disagree with the following statements. Explain your point of view.
1.During the last decades HR professionals are assuming an increasingly broad role in their companies.
2.The HR person has to be very attentive to new developments in Human resources sphere. He does not have to know much about his company’s business.
3.It’s very important for HR specialist to bring new ideas to the organization he is working for, therefore the traditional needs of employees can be overlooked, if there is no time left for that.
4.For HR person it’s very important to keep pace with what is going on in the legal and regulatory side of HR, making sure that he is aware of any laws or regulatory changes that apply to your company.
16
Ex. 9. Essay writing.
How was the name of this department transformed? How were the functions transformed? What can help you to be more successful in performing as HR specialist? What knowledge do you have to acquire?
Think about it, and write a one-page essay about the change of the HR role during the last twenty years.
17
Text 3. Staffing Strategy
One of the key purposes of the HR function is to help a company build strong teams by locating and attracting the right people to help it grow and prosper. People generally assume that when hiring decisions go wrong, the fault lies with bad judgement during the interview process. But companies with successful hiring practices recognize that this explanation is far too simple. Hiring is a multistep process and any missteps that occur early on in the process will invariably catch up with you.
The traditional hiring notion of «finding the best people to fill job openings» has been replaced by a much more dynamic concept. It’s generally referred to as strategic staffing, which means putting together a combination of human resources – both internal and external – that are strategically keyed to the needs of the business and the realities of the labor market.
This hiring approach is based on the immediate and long-term needs of the business, as opposed to the specs of a particular job.
The following table shows the difference between the traditional approach to hiring and the strategic staffing model.
|
|
|
Paradigms: Old and New |
|
|
|
|
|
Old staffing |
|
Strategic staffing |
|
paradigm |
|
|
|
|
|
|
|
Think «job.» |
|
Think tasks and responsibilities that are keyed to business goals |
|
|
|
and enhance a company's ability to compete |
|
|
|
|
|
Create a set of job |
|
Determine which competencies and skills are necessary to pro- |
|
«specs.» |
|
duce outstanding performance in any particular function |
|
|
|
|
|
Find the person who |
|
Determine which combination of resources – internal or exter- |
|
best fits the job |
|
nal - can get the most mileage out of the tasks and responsibili- |
|
|
|
ties that need to be carried out |
|
|
|
|
|
Look mainly for |
|
Find people who are more than simply «technically» qualified |
|
technical compe- |
|
but can carry forward your company's mission and values |
|
tence |
|
|
|
|
|
|
|
Base the hiring deci- |
|
View the selection interview as only one of a series of tools |
|
sion primarily on the |
|
designed to make the best choice of hiring |
|
selection interview |
|
|
|
|
|
|
|
Hire only full-time |
|
Consider a blend of full-time and temporary workers to meet |
|
employees |
|
variable workload needs |
|
|
|
|
|
|
18 |
|
True, setting the strategic direction of your company is primarily the responsibility of senior management and not normally an HR function, but you need to look at your company's overall priorities and determine their staffing implications. Equally important, you need to make sure that any staffing decision clearly supports these business priorities. You're not simply «filling jobs.» You're constantly seeking to bring to your company the skills and attributes that it needs to meet whatever challenges it may face. To do so, you must look beyond the purely functional requirements of the various positions in your company and focus instead on what skills and attributes employees need to perform those functions exceptionally well.
Chief among the staffing functions are the following:
♦working with senior management and line managers to identify staffing needs;
♦developing staffing strategies that are keyed to your company's short term operational requirements and long-term strategic needs;
♦overseeing the recruiting process and its many components, including working with recruiters, placing classified ads and conducting on-campus recruiting;
♦coordinating applicant evaluation and interviewing activities with managers – and in many cases handling these functions yourself;
♦providing the necessary guidance to help managers make the best possible hiring decisions;
♦coordinating the new hire on-boarding process, which includes an orientation to your company; opportunities for peer and senior manager mentoring, a review of job; expectations and other resources, that help employees to be successful.
Vocabulary:
staffing strategy – стратегия набора персонала; misstep – ошибка, оплошность;
multistep process – многоступенчатый процесс; to catch up – настигать, догонять, наверстывать; notion – взгляд, мнение;
enhance – увеличивать, повышать;
specs (жарг.) – инструкции, технические условия; mileage – пробег автомобиля на единицу горючего;
19
get the most mileage out of (зд.) – наиболее выгодно использо-
вать, получить наибольшую отдачу от...; tool – инструмент;
to carry forward – продвигать;
blend – смешанный состав (зд. – комбинация сотрудников); implications – значение, влияние;
attributes – отличительные качества;
mission and values – основополагающая цель и ценности; overall priorities – первостепенные задачи, относящиеся ко всем
сферам деятельности;
skills and attributes – навыки и отличительные качества; keyed to – подходящий;
peer – человек, занимающий аналогичный пост; равный по уровню;
line managers – руководители среднего звена; senior management – высшее руководство;
to key smth. to – приводить что-л. в соответствии с чем-либо; on-campus recruiting – ярмарка вакансий в университете/вузе; job expectations – ожидаемые результаты от работы.
Ex. 1. Find in the text English equivalents to the following words and phrases.
Сформировать сильный коллектив; расти и процветать; причина промаха – неправильные выводы; ошибка; настигать; реалии рынка труда; стратегическая модель набора персонала; умения и навыки; один из множества инструментов; основополагающая цель и ценности; первостепенные задачи, относящиеся ко всем сферам деятельности; влияние на процесс набора персонала; навыки и отличительные качества; ярмарка вакансий в университете/высшем учебном заведении; вводный инструктаж; наставничество, «шефство» со стороны сослуживцев и высшего руководства; ожидаемые результаты от работы, долгосрочные стратегические требования.
Ex. 2. Write down Russian equivalents for the following words and phrases:
to build strong teams; grow and prosper; the fault lies with bad judgement; missteps, to catch up, realities of the labor market; strategic staffing model; competencies and skills; one of the series of tools; mis-
20