1

Reflective Essay on HRM Functions and Evaluation

ALELYN Q. ALOJADO

Romblon State University

Graduate Education and Professional Studies

MABC 203: Human Resource Management and Organizational Behavior

Dr. Philip R. Baldera

July 14, 2024

 2

Reflective Essay on HRM Functions and Evaluation

Significance of HRM Functions

Human resource management (HRM) is essential to businesses in a variety of sectors

as it is the connecting link between an organization's goals and its workforce. It is

impossible to overestimate the significance of HRM in organizations since it covers a

broad range of tasks necessary for successful personnel management and business success.

Talent acquisition and retention, as well as training and development, are indeed vital

functions of Human Resource Management functions for organizational success. In Talent

Acquisition and Retention; attracting and retaining top talent is crucial for organizational

success. For example, at my current job, we faced a situation in which our Designate

School Librarian retired and we needed to fill the position, and I was assigned to the

position despite the fact that I have no background in bookkeeping or learning resource

management. The talent acquisition process was critical in identifying a candidate with the

necessary skills and cultural fit to ensure continuity and productivity within the

organization, which is why I attended series of National trainings and seminars for school

designated librarians and as Learning Resource Management School Coordinator.

Additionally, retaining skilled employees is equally important. Scholars acknowledged

that Talent acquisition and retention is a systematic procedure whereby organizations

identifying the vacant positions, hire valuable employees to sustain the competitive edge

(Hughes & Rog, Citation2008). HR managers create and carry out learning practices for

newly hired staff members to enhance their abilities and strengthen their dedication to the

company (Collings & Mellahi, Citation 2009).While on Training and Development;

employee training and development are essential for enhancing skills, knowledge, and

performance. In DepEd, we are having a monthly School-based Learning Action Cell, In-
 3

Service trainings and off campus seminars to equip us with the necessary skills to take on

higher roles as teachers inside the classroom and do the ancillary task given. Additionally,

continuous training initiatives have been implemented to ensure that employees stay

updated with the latest industry trends and technologies, thereby contributing to the

organization's growth and adaptability.

By investing in the growth and development of employees, organizations demonstrate

a commitment to their workforce. Employee motivation and job satisfaction eventually

rise as a result of this.

Furthermore, scholars suggest that strategies such as training, career development,

mentoring, international assignment, team project, and networking that enhance the

opportunities, motivation, knowledge, and retention of talented employees (Glaister et al.,

Citation, 2018)

In summary, talent acquisition and retention, as well as training and development, are

critical functions that contribute to employee satisfaction, increased productivity, and

overall organizational performance by ensuring a skilled, engaged, and motivated

workforce.

Evaluation of HRM Processes

Two approaches for evaluating HRM processes are: HR Metrics and Analytics and

Employee Surveys and Feedback.

A metric is an observable indicator of the effectiveness (or infectiveness) of a specific

approach or process (Heneman et al., 2019: 351)) or is used as an accountability tool that

enables the assessment of a function's results (Dulebohn & Johnson, 2013: 72). HR

metrics are operational measures, addressing the efficiency, effectiveness and impact of an

organization’s Human Resource Metrics and Analytics. They provide objective data that
 4

can be analyzed to evaluate the effectiveness of HR processes. For example, in the

teaching profession, metrics such as student performance through MPS and teacher

retention rates can be used to assess the efficiency of HR practices. By analyzing these

metrics, HR managers can identify areas for improvement and make data-driven decisions.

Feedback from employees and surveys provides qualitative insights into how effective

HR practices are. They allow employees to share their experiences, opinions, and

suggestions regarding HR processes. In the teaching profession, School Administration

conduct surveys or hold focus groups to gather feedback from teachers on various aspects

such as training programs, compensation, and work-life balance. This feedback can help

identify areas for improvement and make informed decisions.

These evaluation approaches are relevant and effective in assessing the efficiency of

HR practices as they provide both quantitative and qualitative data. The combination of

metrics and employee feedback allows HR managers to have a comprehensive

understanding of the strengths and weaknesses of HR processes.

Challenges that HRM managers may face when implementing these evaluation

approaches include:

1. Data Collection: Collecting accurate and reliable data can be challenging. HR

managers need to ensure that the data collected is valid and representative of the entire

workforce.
 5

2. Employee Participation: Encouraging employees to participate in surveys or provide

feedback can be difficult. Some workers might be hesitant to discuss their thoughts

honestly or might not think that taking part is beneficial.

Strategies to overcome these challenges include:

1. Data Validation: Implementing rigorous data validation processes to ensure the

accuracy and reliability of collected data. This can involve cross-checking data with other

sources or conducting random audits.

2. Communication and Incentives: Clearly communicating the purpose and benefits of

employee surveys or feedback and providing incentives for participation. This can include

anonymous surveys, confidentiality assurances, and recognition for valuable contributions.

Although they assess their HR programs, processes, and practices, most of them

collect efficiency metrics, overlooking effectiveness (Dulebohn & Johnson, 2013; Jamrog

& Downey, 2009; Maurer, 2017). This is a crucial point because HR departments that

collect effectiveness data are more likely to be strategic partners (Lawler, Levenson, &

Boudreau, 2004). As underscored by Maurer (2016), organizations should move to collect

and value metrics that reflect effectiveness.

By addressing these challenges and implementing effective evaluation approaches,

HR managers can gather valuable insights, identify areas for improvement, and make

informed decisions to enhance HR practices in the teaching profession.

 6

Role of HRM Managers

To effectively manage HR functions and navigate common challenges in the office

environment, HRM managers need to possess the following key skills and competencies:

Communication Skills: According to Christopher (1997), the main functions of the

management, i.e., planning, organization, leadership and monitoring, are a product of

efficient communication by the managers of organizations. HRM managers should have

strong communication skills to effectively communicate with employees, management,

and other stakeholders. This includes verbal and written communication skills, active

listening, and the ability to convey information clearly and concisely.

Interpersonal Skills: HRM managers need strong interpersonal skills to build positive

relationships with employees and resolve conflicts. This includes empathy, emotional

intelligence, and the ability to work well with diverse individuals and teams. According to

Paul and Helen (2013), an organization's HR communication can be enhanced by using the

result communication principle.

Problem-Solving Skills could be considered universally important for just about every

job. As stated by Indeed.com (2019), problem-solving skills “often refer to the ability to

handle difficult or unexpected situations in the workplace as well as complex business

challenges.” HRM managers should be skilled in identifying and solving problems related

to HR issues. This includes critical thinking, analytical skills, and the ability to develop

creative solutions to complex HR challenges.

 7

Knowledge of Employment Laws and Regulations: HRM managers should have a

comprehensive understanding of employment laws and regulations to ensure compliance

and mitigate legal risks. This includes knowledge of labor laws, anti-discrimination laws,

and regulations related to employee benefits and compensation.

Strategic Thinking: Developing a strategy that serves as a cohesive, integrative, and

unified framework for decisions—particularly those regarding the course of a business

enterprise and its resources—is the aim of strategic thinking. (Kamangar et al., 2013).

HRM managers need to think strategically and align HR policies and practices with

organizational goals and objectives. This includes the ability to develop long-term HR

strategies, anticipate future HR needs, and adapt to changing business environments.

Kaufman et al. (2003) describes strategic thinking as the process through which members

of an organization analyze, perceive, evaluate, and influence the constructive

development. It is a cognitive process, according to Tavakoli and Lawton (2005), in which

a person integrates the past with the present to think about how the organization will

develop going forward.

In relation to these skills and competencies, my own strengths in teaching include

strong communication and interpersonal skills. I am able to effectively convey information

to students and build positive relationships with them. However, an area for improvement

is problem-solving skills. I can enhance my abilities as a future HRM manager by taking

the following specific actions:

Developing Problem-Solving Skills: I can actively seek opportunities to develop my

problem-solving skills by engaging in activities such as case studies, simulations, and real-

world projects that require analyzing and solving HR-related problems.

 8

Staying Updated on Employment Laws: I can regularly update my knowledge of

employment laws and regulations by attending seminars, workshops, and webinars, as

well as reading relevant publications and resources.

Seeking Mentoring and Guidance: I can seek mentorship from experienced HR

professionals who can provide guidance and support in developing the necessary skills and

competencies for effective HRM management.

Continuing Professional Development: I can engage in continuous professional

development by participating in relevant training.

Personal Insights and Learning

In my experience as a teacher, HRM operations are vital to the prosperity of

businesses, such as educational establishments. To guarantee that teachers who are

qualified and competent are hired, the recruitment and selection process is essential.

Attracting and keeping talented teachers is also facilitated by the HR department's

implementation of retention and compensation strategies.

I now have a deeper understanding of HRM and its strategic role in organizations

thanks to the knowledge I gained from this lecture. I now understand that HRM is about

more than just administrative work; it's also about coordinating HR procedures with the

aims and objectives of the company. I now know that HRM can help an organization

succeed by putting performance management systems in place, encouraging diversity and

inclusion, and managing human resources well.

 9

I intend to use the ideas and strategies covered in this lecture to improve organizations'

HRM procedures in my future career in human resource management. I will concentrate

on creating efficient methods for hiring and selecting candidates to make sure the right

people are placed in the right jobs. The adoption of pay and retention strategies that draw

and hold onto top talent will also be a top priority for me. In addition, through endorsing

diversity initiatives and putting impartial performance management systems into place, I

hope to foster a varied and welcoming workplace.

Conclusion

Human resource plays a multifaceted role in helping organizations maximize the

productivity of their workforce. It takes a diverse skill set for a Human Resource managers

to execute these essential HR tasks. Acquiring your core qualification is not the end of

your Human resource education. Both society and the workplace are dynamic and ever-

changing. To confidently guide ones workforce through change, individuals too need to be

constantly improving.
 10

References

Alomari, Z. S. (2020). Does human capital moderate the relationship between strategic

thinking and strategic human resource management? Management Science Letters,

565–574. https://doi.org/10.5267/j.msl.2019.9.024

De Waal, A. (2014). The employee survey: benefits, problems in practice, and the relation

with the high performance organization. Strategic HR Review, 13(6), 227–232.

https://doi.org/10.1108/shr-07-2014-0041

Huebner, L., & Zacher, H. (2021). Following up on employee surveys: A conceptual

framework and systematic review. Frontiers in Psychology, 12.

https://doi.org/10.3389/fpsyg.2021.801073

Luthra, A. (2017). Effective communication – a systematic approach to knowledge

management. ResearchGate. https://www.researchgate.net/publication/307598795

Marler, J. H., & Boudreau, J. W. (2017). An Evidence-Based Review of HR Analytics. The

International Journal of Human Resource Management, 28, 3-26. - References –

Scientific Research Publishing. (n.d.).

https://www.scirp.org/reference/referencespapers?referenceid=2959861

Nolan, S. (2007). Problem-solving HR. Strategic HR Review, 7(1).

https://doi.org/10.1108/shr.2008.37207aaa.001

Watkins, G. (2012b, May 8). Creating a Human Resource measurement framework that

works. https://www.workinfo.com/index.php/articles/item/770-creating-a-human-

resource-measurement-framework-that-works
11