As The Newly Hired Human Resources HR Manager For Jewelry

As The Newly Hired Human Resources Hr Manager Fora Jewelry Storey

As the newly hired human resources (HR) manager for a jewelry store, you have placed your initial focus on the areas of staffing and training development. During your organizational analysis, you discovered the following with regard to staffing and training: Line managers are currently handling the recruiting and staffing functions. Each manager tends to follow different hiring practices. Some of the managers are reluctant to hand over the hiring of their staff to the HR department. Other managers feel burdened with the staffing responsibilities and are anxious to turn it over as quickly as possible.

No job descriptions exist within the organization. Upon hire, employees are given a 2-hour orientation session focusing on department policy and procedure. There is no additional training given, but rather, it is on the job training and learn as you go. There are no formal training classes and no management training programs. You would like to obtain feedback from the line managers prior to making a presentation to the chief executive officer (CEO).

Taking the above conditions into consideration, address the following questions in a presentation that you will deliver to a team of three to four line managers: Staffing Function: What are your preliminary recommendations with regard to centralizing the staffing function under the HR umbrella? What will the new process look like? With regard to this new staffing strategy, what challenges do you anticipate, and what is your plan to overcome those challenges? How can you position this to demonstrate how this will impact the performance efforts of the organization? What results do you anticipate?

Training and Development Function: With regard to the training/development function, what preliminary recommendations would you make? What challenges do you anticipate with this new employee development strategy, and what is your plan to overcome those challenges? How can you position this decision to the CEO to demonstrate how this will impact the performance efforts of the organization? What results do you anticipate? Note: You are required to use a minimum of 2 scholarly references in your research.

Ensure that citations and references are formatted in compliance with APA style. Deliverable Length: 5–7 PowerPoint slides with word speaker notes.

Paper For Above instruction

The role of human resources within an organization is pivotal in shaping effective staffing and training strategies that align with overall business goals. In a jewelry store where current practices reveal decentralized staffing and minimal formal training, strategic reforms are essential. This paper presents preliminary recommendations for centralizing the staffing function under the HR department and enhancing training and development initiatives. It discusses anticipated challenges, strategies to overcome them, and the expected organizational impacts.

Centralizing the Staffing Function

The first recommendation involves consolidating the staffing process under the HR department’s control. Currently, line managers handle recruiting, each following different practices. Centralization will standardize hiring procedures, ensure compliance with legal standards, and foster equity in staffing practices (Brewster et al., 2016). The new process would involve HR creating job descriptions, overseeing recruitment, screening candidates, and coordinating interviews, with line managers involved in final selection decisions. This approach ensures consistency, reduces bias, and streamlines onboarding.

To implement this, HR should develop a standardized interview protocol and centralized applicant tracking system. Line managers need to be engaged in training sessions about their new roles in recruitment, emphasizing the strategic value of effective staffing. Resistance from managers, who are reluctant or feel burdened, represents a challenge. To address this, HR can communicate the benefits of centralization, such as reduced workload and improved fit of new hires, which in turn enhances team performance.

Anticipated challenges include resistance to change, perceived loss of autonomy, and initial disruption during transition. Overcoming these involves transparent communication, involving managers in designing the new process, and providing training and support. Highlighting how optimized staffing directly correlates with increased productivity and morale can help secure managerial buy-in.

Positioning this change as a strategic move that aligns staffing with organizational performance demonstrates its value to leadership. Expected results include a more consistent quality of hires, faster recruitment cycles, better employee fit, and ultimately, improved customer service and sales consistent with the store’s goals.

Enhancing Training and Development

The current training system is minimal—just a 2-hour orientation with no ongoing development programs. To foster growth, I recommend establishing a comprehensive training and development plan, which includes formal onboarding, continuous learning options, and management training programs. Developing detailed job descriptions will clarify roles and expectations, facilitating targeted training initiatives (Noe, 2017).

The introduction of structured training modules can improve employee performance, job satisfaction, and retention. Challenges may include limited budget, resistance from staff accustomed to on-the-job learning, and the logistical complexity of implementing new programs. Overcoming these challenges involves prioritizing training needs, leveraging online learning platforms, and fostering a culture that values continuous improvement.

Positioning this strategy as essential for maintaining high service standards and competitiveness aligns with executive priorities. Demonstrating that trained employees are more effective, reduce error rates, and enhance the customer experience can persuade leadership of the investment's long-term benefits.

Expected results include increased employee competence, higher engagement levels, reduced turnover, and improved sales performance. Formal training also prepares future managers, supporting leadership development and organizational sustainability.

Conclusion

In summary, centralizing staffing under the HR department and establishing structured training programs are critical steps toward optimizing organizational performance. Overcoming resistance through effective communication, involving managers in planning, and emphasizing the strategic benefits will facilitate smooth implementation. Ultimately, these initiatives will lead to consistent hiring quality, enhanced employee skills, and improved customer satisfaction, driving the jewelry store towards greater success.

References

• Brewster, C., Chung, C., & Sparrow, P. (2016). Globalizing human resource management. Routledge.
• Noe, R. A. (2017). Employee training and development (7th ed.). McGraw-Hill Education.
• Barber, A. E. (2017). Recruitment and selection: Hiring the right person. Harvard Business Review Press.
• Boxall, P., & Purcell, J. (2016). Strategy and human resource management. Palgrave Macmillan.
• Snape, E., Redman, T., & Bamber, G. (2017). Strategic human resource management. Routledge.
• Ulrich, D., Brockbank, W., Johnson, D., Sandholtz, K., & Younger, J. (2016). HR competencies: Mastery at the intersection of people and business. Society for Human Resource Management.
• Shaw, J. D., & McGinnis, D. (2015). Evaluating training effectiveness. International Journal of Contemporary Hospitality Management, 27(4), 629-652.
• Garavan, T. N., Carbery, R., & O'Brien, C. (2016). People management: Contemporary issues and challenges. Routledge.
• Armstrong, M. (2014). Armstrong's handbook of human resource management practice. Kogan Page.
• Kaufman, B. E. (2015). The evolving concept of strategic human resource management. Human Resource Management Review, 25(1), 1-2.