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Human resources are the most basic and irreplaceable resource in any activity, including business. Without reliable employees, developing any endeavor, delegating tasks, or expanding the scope of action is impossible. Accordingly, the company’s strategic plans must be aligned with the company’s human resources policy. Without an appropriate, renewable, and adequate recruitment of employees, there is no possibility of developing the company. Moreover, if the quality of employees is low or insufficient, the company’s success is reduced.
From the strategic point of view, each employee is a tool or a cog in the big machine of the company. Each of them must be in the proper place and function accordingly PSO to achieve the set goals. Suppose the HR department understands and compares it to the company’s business strategy. In that case, it is a prerequisite for the company’s financial success and local professionals’ career growth. An example of such a situation would be a company where recruiters are tasked with selecting employees with profound experience – despite a smaller influx of employees, HR professionals can impact the pride and expectations of experienced job seekers (Suharti & Sugiarto, 2020). With the right approach, the company will replenish itself with the right people and show growth.
HRM Functions and Practices: Global Conditions
Despite the outdated article, Maersk faces a similar staffing problem today. After the 2008 crisis and recovery, Groysberg and Abbott (2013) wrote an earlier article. Today, however, after the Covid-19 pandemic and other world problems, there is humanity’s approach to another global crisis. Accordingly, many of the problems of the industry and including Maersk, will clearly be felt, likewise by their human resources.
Nevertheless, such a large company is experiencing constant problems with the lack of personnel qualifications. Their main problems are problems with employee development, inadequate retention levels, attempts at rehiring, and building an inclusive culture. The company has achieved decent results and failures in all of these respects (Groysberg & Abbot, 2013). Often human resource managers’ energies are spent retaining underperforming employees, training poorly prepared candidates, or dealing with disgruntled rehired workers.
Given the size of the company, Maersk has some difficulty hiring employees. Different cultures in workers’ countries of origin and lack of experience are significant delays in development (Groysberg & Abbot, 2013). However, with a confident and multifunctional approach, the company has significant prospects, and once the global crisis is overcome, many employees will work for the company with maximum efficiency.
Staffing: Recruit
Maersk has never turned down a job for an inexperienced employee throughout most of its existence. Today, this is somewhat of a trademark of the company and inspires hope in many young professionals who are afraid of not finding a job without experience (Shin et al., 2020). Although the hiring process for the company and the interview include many cognitive and psychological tests, the presence of experience itself is not mandatory (Groysberg & Abbot, 2013). A personal profile is created for each potential employee, available only to human resources staff or supervisors. It includes the characteristics of all the specialists interviewed during the hiring process and feedback about the employee during the work process.
A company can hire someone with the necessary qualities but no experience. Training is done using the company’s internal capabilities; in essence, such a specialist is a narrowly focused professional prepared by the company for itself. In addition, there are incentive and retention programs for employees of interest and programs for returning former employees. Given certain levels of competition due to the company’s specific nature, some former employees may re-enter the job marke if it is beneficial for the company (Snell & Morris, 2018). Moreover, in this case, if Maersk has no claims against the employee, their human resources department tries to ensure that the company gets that employee back.
Staffing: Candidates
There are always two main pools of potential employees for a vacant position. The first can be identified as internal employees or candidates for the required position from other parts of the company, considering their eligibility (SHRM, n.d.). In this case, the advantage of knowing the employees about the company’s internal processes is clearly visible (Shin et al., 2020). With internal competition, the selection is made from people with the necessary skills, but the entire process can have some disadvantages. Among these disadvantages can be listed the potential inability of a person to work in a new team with a different vector of goals, a lack of experience in the actual type of work, or a low final low performance of the employee. The latter is related to the specifics of the job – for example, a person who has an excellent performance in the logistics department may not show up well in the sales department.
The second pool, which includes external candidates, is always associated with ambiguity, although it can provide the best candidates for the job. The ambiguity could be the exact specifics of the job, incorrect recommendations, or the person’s eventual inadequacy for the position (Cheng & Hackett, 2021; Shin et al., 2020). Oddly enough, communication skills and the ability to blend in are likewise significant indicators of an outside candidate’s performance.
Each candidate’s detailed and thoughtful evaluation is recommended to maximize recruitment effectiveness. In the case of internal, the candidate’s peer and supervisor feedback should be thoroughly worked through, and in the case of external, previous jobs should be comprehensively worked through to get feedback on the employee. Only the most adequate and unbiased evaluation can help find the right person for the position (Suharti & Sugiarto, 2020). Maximum compliance with all requirements and standards and completion of the tasks set by the candidate in the new place will be an indication of the successful performance of their job by the specialists of the human resources department.
References
Groysberg, B. & Abbot, S. (2013). Møller – Maersk Group: Evaluating strategic talent management initiatives. Harvard Bus Case, 2012, 412-147. Web.
Cheng, M. M., & Hackett, R. D. (2021). A critical review of algorithms in HRM: Definition, theory, and practice. Human Resource Management Review, 31(1), 100698. Web.
Shin, D., Garmendia, A., Ali, M., Konrad, A. M., & Madinabeitia-Olabarria, D. (2020). HRM systems and employee affective commitment: the role of employee gender. Gender in Management An International Journal, 35(2), 189–210. Web.
SHRM – the voice of all things work. (n.d.). SHRM. Web.
Snell, S., & Morris, S. (2018). Managing human resources. Cengage Learning.
Suharti, L., & Sugiarto, A. (2020). A qualitative study of green HRM practices and their benefits in the organization: An Indonesian company experience. Verslas: Teorija Ir Praktika, 21(1), 200–211. Web.
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