My Experiences In The Fundamentals Of Human Resource Management

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The purpose of this paper is to provide analysis of my experiences within the Human
Resource functions and to explain my role within those functions whether strategic and / or tactical. As indicated in the Fundamentals of Human Resource Management, there are eight different Human Resource Management practices that should be engaged to support an organization’s business strategy. Those areas are: Analysis and Design of Work, HR Planning,
Recruiting, Selection, Training and Development, Performance Management, Compensation, and Employee Relations.
In reflecting on my experiences thus far in human resources they may be categorized as tactical rather than strategic. Although my HR knowledge may be more tactical, the following examples will provide
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As my knowledge in these areas increased, recruiting and selection became an aspect of
HR that was next in the development of my HR skills.
It is essential in a consulting firm to recruit and select good talent to support our client projects and our organization. The talent we recruit have scientific backgrounds and are subject

matter experts in the Life Sciences industry (pharmaceutical and biotechnology). As a recruiter, you need to have a good understanding of our company’s products and services and an understanding of the industry. In other words, you need to know the business. My experience with recruiting has been limited to sourcing potential candidates, attending in-house presentations, participating in behavioral interviews, along with attending candidate debrief meeting. To better understand our recruiting process, it includes a recruiter screen, technical screen, in-house presentation, individual interviews with behavioral competencies, and a debrief with the hiring manager prior to selection. In our organization HR is broken into two
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The role includes overseeing the ESOP plan design, recommending to the Board any plan changes for legal or business reasons, annual valuation of stock, along with the overall administration of these plans.
Over the years, our performance management process has evolved and continues to evolve. The process has moved to an on-line system that includes goal setting, performance relative to goals, the evaluation of job competencies and core competencies. Prior to the on-line system, a paper process was in place. In 2013, a goal of mine was to evaluate and recommend an on-line system for performance management. The recommended system was approved and the
HR team worked to implement the new system and process for the organization. The implementation included system setup, selection of job competencies, development of training materials and conducting training on both the system and process. The process and system was well received by both the supervisors and employees. Supervisor adherence to timelines and attention to the process is key as we move towards the goal setting phase for 2016 and the 2015 annual performance reviews. The selection and recommendation of the on-line

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