HUMAN RESOURCE DEPARTMENT (RECRUITMENT & TRAINING) Presented by: SYARIFAH HAZIRAH BT SYED ABDILLAH NOR SHAHIRAH BT NOR KAMAL NUR HIDAYAH BT MUHD MUHTAR NURUL AIN BT MD SALLEH

DEFINITION of 'Human Resources (HR)' The company department charged with finding, screening, recruiting and training job applicants, as well as administering employee-benefit programs. the personnel of a business or organization, regarded as a significant asset in terms of skills and abilities. the department of a business or organization that deals with the hiring, administration, and training of staff.

RECRUITMENT The process of attracting individuals in sufficient numbers with the right skills and at appropriate times to apply for open positions within the organization.

TRAINING Training and development is a function of human resource management concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. Dale S. Beach defines training as ‘the organized procedure by which people learn knowledge and/or skill for a definite purpose’. Training refers to the teaching and learning activities carried on for the primary purpose of helping members of an organization acquire and apply the knowledge, skills, abilities, and attitudes needed by a particular job and organization. According to Edwin Flippo, ‘training is the act of increasing the skills of an employee for doing a particular job’. It is concerned with developing a particular skill to a desired standard by instruction and practice. Training is a highly useful tool that can bring an employee into a position where they can do their job correctly, effectively, and conscientiously. Training is the act of increasing the knowledge and skill of an employee for doing a particular job.

RECRUITMENT Recruitment Research on tourism and hospitality firms in general (i.e. not specifically small firms) refers to informal and unsystematic recruitment methods (Lucas and Boella, 1996). Others, who have carried out research into recruitment in small firms in general have found a reliance on informal methods (see, for example, Curran et al., 1993). Millward et al. (1992) found that, whereas larger enterprises relied greatly on formal methods and bureaucratic procedures by specialist personnel departments, the small business owner/manager is likely to handle recruiting and personnel matters without delegating and is unlikely to have any relevant skills. Recruiting skilled employees. In an era of rising unemployment, it would seem that finding qualified workers would be easier than ever. But that’s seldom the case. Many industries are facing dire needs for employees with acceptable skills and the required training or degree. This applies not only to health care, but also to technology and other fields as well, causing many employers to search outside their local marketplace for workers who can do the jobs they need filled.

Here are five of these challenges and how to overcome them: 1)The need to make a speedy hire. According to an article in HR resource ERE.net, one of the biggest struggles recruiters are starting to encounter is the need to make a quick hire. Many HR professionals had time during the recession to deliberate over candidates' qualifications and conduct multiple rounds of interviews, but competition is heating up once more for great talent. In addition, many companies are growing so fast and need to fill multiple positions at the same time that recruiters no longer have a lot of time to recruit workers. Solution: HR professionals should examine their recruitment tools, especially their software and employee management strategies. Recruiters can spend a lot of extra time trying to input candidates' information into systems or speaking with managers about the specific requirements of a certain position. Ensuring all of the needed information is already documented and easily accessible can save recruiters some steps and cut down on their recruitment time.

2)Not having enough resources. Many HR professionals have to make do with the resources they have, and sometimes there isn't much to work with. While some HR departments are given large budgets to place ads across the Internet so job openings are in the hottest recruitment spots, others may have to use free job boards or take out space in more traditional recruiting channels. This can present big problems with finding qualified candidates. Solution: Not every department can boost its recruitment budget, but HR professionals are able to examine where the best hires are searching for jobs. Platforms like social media can be great and affordable solutions to this issue for HR professionals, who can use their LinkedIn profiles, for example, to send out information about open positions to others on the social site.

3)Being unable to find the perfect candidate for a certain position. HR professionals often see themselves stuck when they aren't receiving resumes from candidates with strong backgrounds or skill sets needed for the position. Even if these recruiters reach out to passive job seekers, they may hit a brick wall in terms of finding the talent they need. This is an all-too-common problem for recruiters, but one that they are starting to face more often as the competition for key performers heats up. Daniel Ha, founder and CEO of communications firm Disqus, told SmartRecruiters this was a significant problem his company encountered, especially since it had limited resources. Solution: Ha said his company was able "to strike a great balance between hiring someone for position-need versus hiring someone that's great regardless of position." HR professionals need to get out of the mindset of hiring for a position rather than assembling superstar talent. While recruiters may have to fill a certain position, they should also be open to training and educating talented workers so they can acquire needed skills. HR representatives can also adjust the position's job description. According to Brazen Careerist, a job description's wording may not correctly explain the position and its needs. Some of the qualifications may not be realistic for the position's true requirements.

4)Understanding and using analytics effectively. Big data may be a topic that's old news to many HR professionals, but analytics remains a large challenge for many HR professionals. According to HR Den, being able to sort through and harness data acquired through human resource information systems and other types of technology can be difficult for HR professionals. Making sense of the collected data can be especially tricky. Solution: HR professionals should work with data analytics experts or HR solution vendors to understand what various data points mean and how the department can harness them. Recruiters can then create cheat-sheets to help them understand how certain types of information can be used in the future.

5)Finding workers who fit the company culture. New hires need to be able to integrate into a team and work well in the company environment, otherwise HR professionals will have to start the talent acquisition process all over again. Jennifer Barbee, founder and CEO of a tourism marketing company, told SmartRecruiters finding workers who fit the company culture was the business's top recruiting challenge. This was an issue as well for Nathan Parcells, founder and CMO of InternMatch, who told SmartRecruiters his team had to let great candidates go because they didn't gel with the team. Solution: HR professionals should ensure they describe the company culture as best as they can in job descriptions. Displaying the company's mission and aspects of its internal environment can help job seekers understand the organization better, which can ensure only those candidates who may fit well will apply.

TRAINING Training and development. This is another challenge that HR managers and personnel must deal with more frequently. With the need to cut training costs, training itself often suffers. Yet the skills an employee needs must still be taught. Many companies are meeting this challenge by providing eLearning opportunities that allow employees to receive the training they need without the expenses associated with travel, on-site trainers, hours away from their jobs and high-priced materials. According to Curran et al. (1996) small businesses experience problems in providing training for both owner ‐ managers and workers. It has also been discovered that the hospitality industry displays one of the lowest levels of training activity in the UK economy (HCTC, 1995). These points should be borne in mind when the results of this survey are interpreted.

Training Challenges 1)There are several reported challenges in training. For example, because training overlaps daily operations, it is difficult for companies to measure how much they spend on training (Higley, 2004). Therefore, measuring return on investment (ROI, how effectively the company uses its capital for training and the profit from that investment), is also difficult to evaluate (Chapman, 2004).

2) Another challenge in training that can result in burnout is charging an already overtaxed workforce with the responsibility of acquiring more knowledge and skills. Eight hours per day is usually about the limit for intense training. The answer is not to overload the participants’ daily schedule; rather it is to include fun elements in the sessions and build in frequent breaks in order to allow some downtime for attendees (Chapman, 2004). Especially for younger employees, making training fun and integrating training methods such role play and practicing problem-solving skills improve their customer service skills (Berta, 2007). Hence, traditional teaching methods, such as lecturing, might prove ineffective and would have to be altered, starting by allocating more resources, not only for training the employees, but also the trainers (Sullivan, 2009).

3)Schedule - Scheduling training can be one of the most difficult challenges a human resource department can face. Many managers are reluctant to let employees take much time away from their duties for training 4)Language problem in training and development - Language comprises of both spoken and unspoken means of communication. The best of the best training programs will fail if trainer is not well versed in communicating trainees’ language. Language is one of the most important ingredients of culture.

5)Rapid changes - Rapid changes in technology, corporate initiatives and programs can make it difficult to adequately prepare training materials and deliver training before employees need information and new skills.