Career Development in Human Resources Management

Career Development in Human Resources Management

Self-assessment

There are a number of practices in the human resources field like the job description and qualification, employment and laying-off workers, and capacity building, not to mention the security of the job that I like researching and associating with it.  I am driven with passion to pursue my career in human resource management. This does not mean the industry is smooth and without challenges, but I have analyzed my values, and preferred environments and believe it is best for me. There are many challenges in this field such as workforce operating frequency of conflicts and problem solving mechanisms as challenges, social and cultural context, skills and competency, training and development, and the economic and legal factors. These challenges pose opportunities for development in the field that need to be exploited to find best solutions.

Human Resources management are influenced by human sociocultural context because of their focus rather on cultural inevitability.

Matching and goal-setting

Human resources practices span around the scope of cultural aspect of the country. The highlighting of career skills, as opposed to the organizational culture in choosing, the quest for enhancing the competencies while working with the companies, is better elaborated in the labor industry, legal and economic sectors. The effect of the modernized management practice and the quest to meet global competition, affect the implementation and assimilation of their practices, which are not in line with traditional culture (Fisher, Shoenfeldt, & Shaw, 34). 

Involve evaluating the employee during recruitment stage, training and succession while observing compensation through the information system. This is made possible through a database that keeps employee information in a corporate direction that leads to assessment building blocks. The information system incorporates human resource software, management software in assessing employees (Swift, & Zadek, 56).

1. Internal and external selection

This information system provides internal information about an employee relation with the company. The system provides employee’s information about positions held, new employees, recruits interested in position and employees looking to change position. The external information system enables recruits to access relevant information about the company. As such, the recruitment information system enables the company have successful employee strategy, planning and human data.

2. Executive-Level Succession Planning

Companies are continuously developing. This makes critical the need for succession planning that requires for employee information and internet based software. The system makes it possible to integrate human resource management components, high-level security to ensure safe and effective data assessment. 

3. Training

Training information is to assess employee development, training and promotion. This component of the system enables line mangers have employee data, which is updated consistently to enable effective system time management and accurate data to be accessed.

4. Compensation

This includes decisions that deal with salaries, bonuses, and incentives. Effective decision-making is possible when the senior executives undertake position planning and employee evaluation through the secure information system incorporated in the overall database.

Career options

Every organization wants to advance in human resource management. Hence, the quest for the integration of multiple information systems is critical. Therefore, the situation creates the need to have a management scenario, or apply a model already developed, in an effort to meet the information system requirement for talent development. The main determinants for consideration in my career choice were integrating information system recruitment strategy, administration, information system selection and implementation in the human resource management field.

For instance, Telnet reservoir at KenCrest employed high accessibility, high complexity, medium system time management, high integration into overall organization data and high security level. The company employed talent management information system by incorporating a secure career assessment plan that reviews employee reports to the management for decision-making. This enables the executive management to access the employee reports, which are periodically updated by the system human resource department. They update information such as employee training programs, new employees, and employees exiting the company. Again, the information is kept in a we b based information system-containing employee tracking (Fisher, Shoenfeldt, & Shaw, 42).  .

Talent management information ensures that a company delivers backed by the quality of employee skills and competencies. The system enables the executive management improve how they hire, develop and reword workers. Managers make sure that there are the right employees in the right place. The information system also integrates talent intelligence that captures fundamental data about employees’ talents. The information enables executive managers have insight and respond adequately ensuring better business performance.

In essence, Talent management information system accrues immense benefits since it enables the company to hire the best people, align employees to high impact tasks, train employees, and reward employees appropriately.

Initial implementation of the talent management system calls for a lot of work, especially during the data entry process. On the other hand, majority of talent management information fails to be integrated to human resource systems. The value ranges from 60% to 75% of such companies. As such, it becomes difficult to continuously update and record data, not to mention of constrained access to career information. The data is stored in the minds of the employees rather than in the system. Hence, the human resource department cannot rely on the system to provide information during employee assessment (Swift, & Zadek, 12).

Action planning

In an effort to develop and reach my dream as a human resource manager specializing in talent management information, I find it necessary to plan my goals according to my age, environment and industry information.  I will work towards my career in four years. In the last year of my study, I will look for an attachment with a reputable firm to work in the human resource management department. I expect to start from a low position as I forge ahead to management position in my career. My key focus will be development of my skills to be able to integrate the human resource system of information effectively.