Human resource management is a vital tool in any organization

tender-hearted imagination management is a indispensable tool in from each one organizationHRM wayHuman resource management is a snappy tool in every organization. Employees are vital assets of these organizations if their goals, targets and aims are to be met. If properly managed and taken billing of, employees whitethorn well contribute to an organizations improvement and success using their ad hoc capacities and knowledge. The main ch exclusivelyenge facing HR managers in gloveling and administering employees is that each person has their peculiar(prenominal) characteristics and capacities which must be slumped in form with the prevailing operating environment at bottom the organization. The organizations must consider likewise the behavior of the employees colleagues and superiors in order to promote a smo other(a) and to a greater design efficient operative relationship. I would like to argue in this cover that galore(postnominal) current homosexual resource m anagement practices are of attention to the unsalted adults inclineing for the first time, albeit these practices may still be improved.Who we leave hire?Browsing through researches and studies, I shake off noticed that a critical factor in tender-hearted resources management is hiring the right multifariousness of persons for each position. Out of the dozens or even hundreds or so appli piece of assts who passed their resumes to the HR office, only a few of them managed to pass the written and/or oral exams, get to be interviewed by a panel, and get a slot in an organization. But even hiring them may not be an assurance that a firm/organization got the person up to the challenges of his position, depending on his big businessman to relate well with colleagues, has the ability to deliver amid hold outs which may swipe in the maneuverplace. More importantly is to ensuring the stay of an employee. As pointed out in various studies such as those of (Calvasina, Calvasina, Ca lvasina, 2008), fresh graduates may face problems related sexual harassment, racial disagreement and similar issues brought on by unethical behavior by colleagues and even superiors. Determining these factors is important especially when hiring fresh graduates who may or may not abide any functional experience related with their courses. Browsing through Calvasina et.al (2008) reckon reveals that some politics agencies such as the Equal Employment Opportunity Commission (EEOC) have filed charges against firms suspected of harassing their first time young employees. In addition, the EEOC has withal conducted seminars orient young adults on their rights as employees and even engaging with employers to provide a conducive environment for young adults to be employed for the first time.Calvasina et.al (2008) besides cites several judicatory decisions pertaining to sexual harassment occurring in various states. The learning had concerning sexual harassment of young employees b y some of their older colleagues. Specifically, many cases ended in payment of damages, attendance of seminars or out of court settlements. Some of these incidents involved older employees asking for sex, or sexual favors from young and hotly-minted colleagues for some periods of time. Many of the firms were also acc intentd of inadequate and slow action at law in resolving these cases. At the studys end, Calvasina, et.al (2008) concluded that while many employers have agreed to conduct trainings on sexual harassment among their employees, it is still vital that these trainings be formally done and documented, the trainings should be expanded to include other forms of harassment, the trainings be followed up by refresher courses, and personnel handling the trainings should be qualified. The EEOC also came out with a series of guidelines for employers aimed at preventing workplace discrimination against young workers (Cavasina, et.al 2008) These include facilitating employer-young worker interaction, encouraging various modes for young employees to pushover complains on harassment and discrimination, formulation of a organizational constitution dealing with harassment and discrimination issues, publicly and defecately enunciating such policy to all employees, and conducting training sessions for supervisors on harassment/discrimination prevention. The commission also encourages employers to pee out to parents of young employees so that they can be better assured on workplace issues which may involve their childrenRelated to this issue is the policy on affirmative action which may impact younger colored, Latino and white employees. With racial concerns still underlying employment issues, it is important for firms to adjudicate balancing its employee population based on color. At the same time, it is vital that this proportioning be done according to merit. If there are cases of discrimination, firms may pile pertinent policies based on affirmative action. I also count that the EEOCs policy on discrimination and harassment may be employ to issues on affirmative action specifically on employer-employee communication and a clear policy on merit-based affirmative action.Human Resources Hiring intend and maturationIt is also important for HR managers to critically consider the hiring, planning and maturation processes corollary to acquiring and retaining new employees. It is during these processes when an organization gets new manpower, bugger off their skills according to their specific capabilities and at the same time, craft specific measures aimed at streamlining military personnel resource management. However because these processes also entails costs and time, organizations must be able to enumerate beforehand the HRs drives and requirements.Ivancevich (2009) points out specific characteristics of the current HRM system such as emphasis on action, focus on individual employees, ability to adjust with global employmen t conditions and capability to foresee potential changes in how things are being run. This dynamic paradigm necessitates critical analysis among HR practioners if their respective units are to survive in the current competitive world.Citing experiences from the accommodating sector, freewoman (1993) details ship canal by which an organization can develop a systematic counselling of developing long term plans for HR management. In her study Freeman suggests that a management formulate a long-term human resources plan in line with the organizations strategic plans.The human resources plan should be able to address the employees long term goals, requirements and needs, their harvesting opportunities, employees placement considerations, the organizations hiring and promotion practices, as well as legal matters. Freeman adds the management can formulate such plans by conducting consultation sessions withlabour, where both sides can follow-up each others perspectives on the issue.A quantitative review of employees cognitive process can be made to assess their capabilities in fall of current human resources practices of the organization. Ivancevich (2009) also discusses the importance of planning and development in human resources practices. In the context of considering HRM as a profit center, human resource managers should solve related issues according to the profit-oriented paradigm, assessing and interpreting costs/benefits of HR issues, and formulating planning models to empirically determining viability in attaining goals, among other tasks. (Ivancevich, 2009)In terms of attaining goals, Ivancevich (2009) points out companies are primarily suggested to implement intra-organizational reforms. These include producing well trained and highly-motivated employees, improving job happiness among the employees, achieving a balanced quality of work life mix, mitigating negative effects of change and compelling faster processes within the organization. In or der for firms to accomplish most if not all of these goals, companies should be able to develop a systematic way by which organizations can promote well-planned and highly organized HR practices.Ivancevich (2009) explains organizations should clearly enunciate their HR strategy, policies and procedures. Doing so will enable them to know what will be their farce in human resources(i.e. retaining old employees vs. hiring new employees) and how these will be specifically implemented. The first major step will be determining employee satisfaction with their advancement/growth opportunities. Organizations may conduct surveys among them. The management may use the results from the surveys to craft changes in HR policies if possible. Then they can formulate ways (procedures) to implement these revised policies.Ivancevich (2009) also tells HR specialists and managers of the other important factors establishment HR hiring, planning and development phases. First, they must consider the size and extent of the HR department. The larger this unit is, it has to a greater extent(prenominal) manpower and resources to implement systematic, clear and objective HR practices according to specific sectors. Secondly, HR managers and operational managers need to work together in order for the practices to be smoothly implemented. However, Ivancevich himself admits that relationships amid the two kinds of managers have not always been smooth due to their differing views on operations and concepts.Ivancevich (2009) also points out that the increase of Generation Y or young employees born in relatively recent decades may affect the efficacy of HR practices be implemented in an organization. Correlating with a study mentioned earlier about young employees problems with harassments, the members of the Y Generation may also have challenges in adjusting with their older colleaguess perceptions on work, life and even religion. HR managers should consider these differences inbehavioursin ce they are up to(p)ive, something which must be carefully treaded on in crafting workplace policies.HRM practitioners need to consider the changing quest in the kind of skills needed in the market. As pointed out by Grugulis (2009) in response to a review, todays job market has more conglomerate and complex definition on whether a skill is soft or real. This is because of the diversity of level and practices being sought for by employers and are operable in the market. This, she says, is part of the development of job skills from technological or muscle-based work to one that is more social and communicative in nature. Grugulis recommends HR practioners and struggle experts to carefully study these skills so that they can determine the specific needs which may be addressed.I think this is also an important subject to be studied upon by HR managers since many of the young applicants-and employees- may possess some of these soft skills. The challenge will be to move through th em so that only the best talents can be chartered and retained for the firms benefit.Compensation and BenefitsIf the employees are young and are relatively new on the job, compensation may well focus on the performance of their jobs. Human Resource personnel need to objectively determine who among those young adult employees deserve higher pay and who among those employees need to paid the example rate. A similar situation exists for benefits, primarily those being offered by the telephoner for excellent performance.Safety and HealthAnother very vital issue in HR management is keeping employees safe. Ivancevich (2009) cites the example of Aaron Feuerstein who decided to hand out benefits and salaries to his employees after the Malden Mills plant in Massachussets burned down in 1995. For three months, the firm paid out salaries to its 1,400 displaced workers. Feuerstein also keep to give benefits to these employees for nine months. When the plant was rebuild, 90% of the displaced employees opted to return to Malden Mills. Feuersteins example showed how HR management can mitigate an othewise disastrous/bleak incident into a showcase of concern and goodwill toward its employees. It is also important that the organizationtransfusesafety concerns among the employees right at the beginning of their employment. At the same time, firms should be prepared to set aside money in case any work-related accident occurs among its employees.Employer-Labor relationsWe can surmise that an efficient management of human resources greatly helps promote cordial employer-labor relationships. Because they stand in between the two parties, human resources specialists can view each partys concerns and interests more objectively. This is very adjuvant when the employees are primarily young and newly hired, who may have to adjust with their jobs.ConclusionThis discussion had shown that Human Resources practioners have formulated new concepts and procedures in handling new and old emp loyees. recent, newly hired employees have more opportunities to work in the jobs of their choices. However, policymakers as well as employersneed to do more on a.) protecting young newly hired employees from possible execration from colleagues and b.) addressing possible conflicts inbehaviourand ideas between the young employees and their older colleagues. On the other hand, the young, newly hired employees need to adjust in thier working environments by changing their mindset that their workplaces ambience will be to their liking. This penning just reiterates my earlier assumption on areas of improvement in the way employers hire and retain young employees.ReferencesCalvasina, G.E., Calvasina, R.V., Calvasina, E. (2008). Creating Positive First expire Experiences for Young Adults the Equal Employment Opportunity Commissions (Eeoc) Youth Work Initiative Journal of Legal, Ethical and Regulatory Issues, 11(2).Freeman J.M. (1993). Human Resources Planning Training Needs Analysi s. Management Quarterly, 34(3).Grugulis, I.(2009). Skills, Training and Human Resource nurture A Response. Economic and Labour Relations Review, 19(2),Ivencevich, J. (2009). Human Resource Management (11th ed). United States McGraw-Hill.