In the modern world, organizational settings are characterized by constantly changing business and environmental factors. In particular, these changes are related to organizational structures and human resources (Heffernan et al., 2022). As an organization grows, it becomes complex and activities increase, which demands for additional human resources (Brewster, Mayrhofer, & Farndale, 2018). Individuals are continuously employed, bringing in new ideas, creativity, and experiences while the existing workforce also continue to change in terms of attitudes, ideas, and values (Heffernan et al., 2022). These changes demand for effective management of the human resource (Brewster, Mayrhofer, & Farndale, 2018). Consequently, the need for skills, knowledge, and experience of human resource management (HRM) emerges as an organization grows and experiences changes. Arguably, the human resource management is a critical and unique component of any organizational structure, given that it has the mandate to determine the right personnel, regardless of whether the job position is above or below the HRM in the hierarchy.
In theory and practice, HRM implies organizing, planning, and controlling the organizational functions of procuring, recruiting, developing, maintaining, and making use of labor force. The objective of a HRM is to achieving the organizational objectives, serving all the objectives of personnel to the highest possible level, and meeting the needs of the society at large (Leroy et al., 2018). Therefore, HRM is a critical structural component of any organization as it implies the work of bringing together people who make up the enterprise and enabling them to contribute towards the organizational success (Brewster, Mayrhofer, & Farndale, 2018). Indeed, the hiring, recruitment, development, and utilization of employees at all levels, including the executives, requires adequate knowledge, skills, and experience in HRM (Leroy et al., 2018). The HRM of an organization is necessary even when procuring and recruiting the overall executive leadership, including the Chief Executives (CEOs).
It is for this reason that the current paper seeks to describe the importance of skills, knowledge, and experience in HRM and their application in hiring and recruiting executives in an organization. Specifically, the organization is a residential mental health facility for adolescents and young adults. As a nonprofit organization, the facility aims at working to improve the mental wellbeing of adolescents and young adults, especially those recovering from drug and substance abuse, depression, and other forms of mental illnesses. Established two years ago, the center has more than 200 residents aged between 12 and 21 and has served more than 600 individuals. The only sources of funding are the fees paid by families of the residents and state government funds. As it stands, the executive body is composed of a Human Resources Manager (HRM), a 2-member Information Technology (IT), executive administrator for the CEO, a CFO and an administrative section (a supervisor and three personnel). Currently, the CEO also wants to hire a Chief Operations Officer (COO), but needs knowledge and expertise of the HRM who was only hired two weeks ago. Therefore, the aim of this paper is to use the HRM skills and knowledge to guide the CEO as he embarks on recruiting the right person for the COO position in the organization.
Theoretical Underpinnings of HRM Ncessary for COO Recruitment
As previously noted, the work of a HRM is to plan, organize, direct, and control the processes of procurement, development, integration, compensation, maintenance, and separation of workforce in accomplishing the individual, organizational, and societal objectives. Human resource management is part of the general organizational management that deals with all decisions factors, operations, strategies, functions, activities, methods, and principles related to managing employees (Brewster, Mayrhofer, & Farndale, 2018). In the process of hiring the COO, the human resource manager will have to apply skills, knowledge, and experience in managing people in an organization. It is worth noting that the work and role of HRM in an organization is based on broad theoretically underpinnings and principles that guide human resource managers (Leroy et al., 2018). These theories will also apply when the human resource manager is advising the CEO in the process of hiring a COO.
An important theoretical underpinning of HRM is the contingency strategic theory, which I based on the concepts of strategic and contingency in managing humans. Within the principle of contingency, the theory states that there is a need for different tasks of a given organizational subunit on which tasks of other subunits can create a viable effect (Leroy et al., 2018). Once other subunits start controlling more contingencies and become powerful in the organization, the contingency turns to become strategic. Based on the strategic contingency theory, the leader is part of an organization due to his or her unique skills.
The skills are required to solve problems, issues, and challenges that the other leaders cannot solve. As according to Leroy et al. (2018), Hickson, the founder of the theory, states that factors like power play and politics play an important role in the process of managing strategic contingencies. The application of this theory in the hiring of COO in this case can be analyzed. Firstly, the theory focuses on tasks that need be done based on the problems or issues that need solutions (Brewster, Mayrhofer, & Farndale, 2018). Therefore, the theory de-emphasizes personality, which means that a person without charisma but is able to solve issues and problems can be hired as a potential COO in the organization. Secondly, the strategic contingency theory objectifies leadership techniques as opposed to relying on individuals’ personalities. Furthermore, this theory helps in identifying what is common in a group and the orientation towards the problem-solving concept.
Similar, the general systems theory will apply when helping the CEO hire a COO at the organization. This theory is an interdisciplinary study of systems, which include a cohesive conglomeration of interdependent and interrelated parts of an organization (Leroy et al., 2018). According to this theory, all systems are bound by time and space and influenced by the environment around them. In addition, they are defined by purpose and structure and expressed through their functioning. If one part of a system experiences changes, it is likely to affect the other parts. The theory states that it is possible to predict such changes in patterns of behavior. Some parts, like in organizations, can learn and adapt wherein the growth and degree of adaptation tend to depend on how well the system engages with its environment (Brewster, Mayrhofer, & Farndale, 2018). Some systems also support and maintain others to prevent failure.
The aim of the systems theory is to model the dynamics, conditions, constraints, and elucidate principles applicable to other systems. In this case, the COO’s office will become part of the organizational system. It will come with its structure, characteristics, potentials, and even drawbacks. In addition, it is likely to affect the functioning of the other structural parts of the organization as it will have direct impact on the people working in the existing departments. With the systems theory, it is possible to predict the behavior change patterns and other effects that the COOs office is likely to cause once established (Leroy et al., 2018). Therefore, this knowledge will help the CEO identify the best person to perform the duties of the COO and meet the needs as well as solve any challenges likely to result from the creation of the position.
Plan for Job Analysis
In determining the needs of the COO position, it is necessary that the HRM conduct a comprehensive job analysis. The aim of job analysis is to determine the skills, knowledge, and duties for the new position (Wegman et al., 2018). Job analysis will involve gathering and analyzing crucial information about the new job position. Achieving this objective will require a six-step analysis. The first step is to collect information about the job (Brewster, Mayrhofer, & Farndale, 2018). Here, the HRM will review materials that describe the work of the COO. Such materials as occupational duties, performance standards, subject matter expert input, and position descriptions and classification standards will be analyzed.
The second step will involve listing the tasks and competencies required to perform successfully on the COO job. In the third step, the HRM will identify the critical tasks of a COO. It will involve other members of the organizational executive rating the importance of each task. In the fourth step, the task will be to identify the critical competencies (Hanafi, 2019). In addition, it will involve identifying the specific competencies that are critical in the organization and determining cutoffs for each scale (Brewster, Mayrhofer, & Farndale, 2018). In the fifth step, the HRM will link the tasks and competencies by identifying the extend to which each competency is critical to perform each of the tasks in the list. In addition, the HRM will eliminate any task that is not linked to at least one competency. Finally, the HRM will choose selective and quality rating factors by determining the competencies, tasks, and factors that will be crucial to the office of the COO.
Plan for Personal Selection Methods
Employee selection methods help the HRM team to create a robust process of recruitment and find candidates that fit the position. In this case, the HRM will start by resume sorting process, which will involve choosing top candidates from the resumes and application documents obtained from the potential applicants (Brewster, Mayrhofer, & Farndale, 2018). The second step will involve introductory screening, which will help to identify the candidates from a previously curated shortlist (Hauff, Guerci & Gilardi, 2020). An assignment test will be developed and administered to the candidates through emails. The idea is to obtained the candidates’ level of practical skills for the COO position.
Plan for Onboarding and Orientation
Actions for orientation and onboarding will be established to help the new COO adjust to the organization as quickly as possible. The HR, the CEO, and CFO will deliver information through videos, presentations, and question—answer sessions. The new leader will have adequate time to move around the organization under the guidance of the HR, meet and be introduced to the employees (Bratton, et al., 2022). This will take place the first three days of employment. During this period, the CEO, CFO, HR, and the new COO will review the organization’s mission, vision, and values, conduct new-hire paperwork, discuss the benefit plans and enrollment instructions, and review the health, security, and safety policies (Brewster, Mayrhofer, & Farndale, 2018). In addition, they will review the administrative procedures and disseminate the key organizational contracts. The new COO will receive organization-issued materials and equipment, including the office, laptop, computers, parking tags, keys, and others (Mariappanadar, 2020). Finally, there will be a guided tour of the organization guided by the HR.
This report analyzes the work, functions, and importance of the HRM skills necessary to recruit key members of the executive body of any organization. It is worth noting that without the input of the HR, it is difficult for the CEOs and other executive leaders of an organization to develop an effective strategy and plans for recruitment. Specifically, the COO is a senior member of the executive body and recruiting a person for that position will require a comprehensive strategy and approach for ensuring that the right candidate is found. As the report shows, the theoretical underpinnings of HRM are critical in providing the skills, knowledge, and experience of a HR when developing the strategy for COO recruitment. In this case, the systems theory helps in identifying the position that the new office will occupy, the impacts it will have on the other offices, and the foreseeable challenges it is likely to cause. Similar, the strategic contingency theory focuses on tasks that need be done based on the problems or issues that need solutions. Therefore, the theory de-emphasizes personality, which means that a person without charisma but is able to solve issues and problems can be hired as a potential COO in the organization.
Bratton, J., Gold, J., Bratton, A., & Steele, L. (2022). Human resource management. Bloomsbury Academic.
Brewster, C., Mayrhofer, W., & Farndale, E. (Eds.). (2018). Handbook of research on comparative human resource management. Edward Elgar Publishing.
Hanafi, A. S. (2019). Effect of organizational structure, job analysis and leadership style on work motivation and its impact on performance of employees. JPAS (Journal of Public Administration Studies), 4(1), 39-45.
Hauff, S., Guerci, M., & Gilardi, S. (2020). Well-being-oriented HRM configurations: Diffusion, contingencies and outcomes. In Evidence-based HRM: A Global Forum for Empirical Scholarship. Emerald Publishing Limited. Evidence-based HRM, 8(3), 253-271.
Heffernan, M., Cafferkey, K., Harney, B., Townsend, K., & Dundon, T. (2022). HRM system strength and employee well‐being: Te role of internal process and open systems. Asia Pacific Journal of Human Resources, 60(1), 171-193.
Leroy, H., Segers, J., Van Dierendonck, D., & Den Hartog, D. (2018). Managing people in organizations: Integrating the study of HRM and leadership. Human Resource Management Review, 28(3), 249-257.
Mariappanadar, S. (2020). Do HRM systems impose restrictions on employee quality of life? Evidence from a sustainable HRM perspective. Journal of Business Research, 118, 38-48.
Wegman, L. A., Hoffman, B. J., Carter, N. T., Twenge, J. M., & Guenole, N. (2018). Placing job characteristics in context: Cross-temporal meta-analysis of changes in job characteristics since 1975. Journal of Management, 44(1), 352-386.