You are a Human Resources program of one. Based on information learned in this course, create a Human Resources plan of the steps needed to create a one-person HR department.
You are a Human Resources (HR) program of one. Based on information learned in this course, create a Human Resources plan of the steps needed to create a one-person HR department.
The design of the HR department must correspond to the various dimensions of the organization. For example, if there are multiple customers, products, or locations, then HR needs to support them all.
In your paper: Provide a clear and concise summary of the business (name, industry, number of people, etc.). Create a detailed plan by completing the following: Develop a recruitment and selection plan. Design a training and development plan. Design a compensation package for the people hired.
Discuss legal issues the company should consider (e.g., the U.S. Equal Employment Opportunity Commission). Develop a performance appraisal system. Provide support from scholarly sources in regards to the decisions made in the creation of the HR department.
Writing the HR Plan The HR Plan Must be eight to ten pages in length (not including the title and reference pages) and must be formatted according to APA style as outlined in the Writing Center.
Any exhibits or appendices are also not included in the paper length. Must include a title page with the following: Title of paper Student’s name Course name and number Instructor’s name Date submitted Must begin with an introductory paragraph that has a succinct thesis statement. Must address the topic of the paper with critical thought.
Must end with a conclusion that reaffirms your thesis. Must use at least five scholarly sources, three of which must be from the University of Arizona Global Campus Library, in addition to the text.
The Scholarly, Peer Reviewed, and Other Credible Sources (Links to an external site.) table offers additional guidance on appropriate source types.
If you have questions about whether a specific source is appropriate for this assignment, please contact your instructor. Your instructor has the final say about the appropriateness of a specific source for a particular assignment.
Must document all sources in APA style as outlined in the Writing Center. Must include a separate references page that is formatted according to APA style as outlined in the Writing Center.
Every organization, large or small, uses a variety of capital to make the business work. Capital includes cash, valuables, or goods used to generate income for a business. For example, a retail store uses registers and inventory, while a consulting firm may have proprietary software or buildings.
No matter the industry, all companies have one thing in common: they must have people to make their capital work for them. This will be our focus throughout the text: generation of revenue through the use of people’s skills and abilities.
Human resource management (HRM) is the process of employing people, training them, compensating them, developing policies relating to them, and developing strategies to retain them. As a field, HRM has undergone many changes over the last twenty years, giving it an even more important role in today’s organizations.
In the past, HRM meant processing payroll, sending birthday gifts to employees, arranging company outings, and making sure forms were filled out correctly—in other words, more of an administrative role rather than a strategic role crucial to the success of the organization.
Jack Welch, former CEO of General Electric and management guru, sums up the new role of HRM: “Get out of the parties and birthdays and enrollment forms.… Remember, HR is important in good times, HR is defined in hard times” (Frasch, et. al., 2010).
It’s necessary to point out here, at the very beginning of this text, that every manager has some role relating to human resource management. Just because we do not have the title of HR manager doesn’t mean we won’t perform all or at least some of the HRM tasks.
For example, most managers deal with compensation, motivation, and retention of employees—making these aspects not only part of HRM but also part of management.
As a result, this book is equally important to someone who wants to be an HR manager and to someone who will manage a business.