HR portfolio

By Diane Henderson,2014-06-27 17:35
11 views 0
HR portfolio

1 Introductory section

    1.1 Background of Kimberly-Clark Australia

    Kimberly-Clark Australia is a subsidiary of the US-based Kimberly-Clark Corporation that makes, markets, and sells market-leading health and hygiene

    ???products, such as Wondersoft, Viva paper towels, Thick & Thirsty,

    ? ??Huggiesnappies, Snugglers Kleenex facial tissues, and other consumer

    brands, and Tecnol*, Kimcare*, Workforce*, and other business brands ( n.d.).

    Kimberly-Clark Australia (KCA) has market leadership in six out of the eight categories they trade in. This has been achieved through a combination of superior products effective brand positioning and effective communication with the target market. There are three business make up by KCA: consumer products divisions, professional Division, and Health Care Division, Kimberly-Clark Australia is a global company with over 1650 employees and has annual sales revenue of approximately $1 billion. The company is committed to being a social and environmentally responsible corporate citizen ( n.d.).

1.2 Strategic purposes of KCA

    KCA has set up their vision clearly and strongly relate to their stragetic puropses: “A shared commitment to be world class, growing through quality,

    service & innovation.” Their mission is: “To enhance the health, hygiene and wellbeing of everyone, everywhere.” These vision and mission were

    developed by their employees who firmly believe business success is achieved only through teamwork and individual achievement. They are committed to realising their vision, and having fun along the way ( n.d.).

1.3 The nature of the job position

    Marketing managers pay a significant role in KCA, because KCA is a product-focused organization. In order to increase the market share, territorial marketing manager is important for KCA to implement the marketing strategy.

1.4 Objective

    Developing this portfolio can be used as a tool for KCA human resources department in achieving the strategic objective. This portfolio has been design to provide an analysis of a marketing manager position for KCA that it can be used as a guideline for organizing the whole process of recruitment, selection, remuneration, and performance. Moreover, this portfolio also focuses on how particular HRM function contributes to good corporate governance.

2 Job description for the position

    Job analysis is an assessment that indentifies “the tasks, responsibilities and context of a role, and the knowledge, skills, abilities and attitudes or other characteristics required to perform the job” (Dessler, Griffiths, Lolgy-walker

    2007, p.87). A position description which includes job description and specificaiton is the main consequence of job analysis process. These position descriptions are important documents for managers in recruiting and selecting applicants (Robbins & Mukerji 1990).

2.1 Job description

    Job description is one of the main parts of position description. A job description refers to “a job by detailing the tasks to be performed, equipment

    used, conductions under which the work is to be carried out and the standard to which tasks are to be performed.”(Dessler, Griffiths, Lolgy-walker 2007,

    p.87). A job description is a written statement of accurately indentifying job

    position such as job content, working environment and conditions of employment (Robbins & Mukerji 1990).

2.2 Job specification

    A job specification describes “the type of person that would be best suited to the job, and the KSAOs, experiences and qualifications they would need to perform the job.” (Dessler, Griffiths, Lolgy-walker 2007, p.87). The job

    specification claims the necessary qualifications such as job knowledge, skills, abilities that an employee must possess to perform a job effectively and successfully (Peterson 1990). Therefore, the job specification keeps the manager’s attention on the list of qualifications when they assess the applicants (Robbins & Mukerji 1990).

2.3 Job description of KCA marketing manager

    A job description designs for KCA marketing manager position which is attached on Appendix 1. This job description includes the accountabilities, responsibilities and reporting requirements for marketing manager position.

2.4 Employment conditions

    As the position of marketing manager is very important to KCA, the company will apply a series of conditions to this position.

    ; Based Salary: $8,000 per month

    ; Bonus based on sales and performance

    ; Working hours: fulltime working

    ; A separate air-conditioned room with a personal computer

    ; A company car is provided for business

    ; Healthcare

    2.5 Marketing manager position links with the HR and business strategy and goals

    Marketing manager play a key role in organizing all the marketing activities of the company. Marketing manager should has abilities to deliver products and service to customers, organizing the market segment, increase company’s marketing share, work with other employees. Therefore, marketing manager position requires the applicants to have a good knowledge of marketing functions and strategies in order to create an effective influence for the organization to achieve goals.

3 Recruitment procedures

    3.1 Recruitment process

    The recruitment is the process of locating, identifying and attracting capable applicants for current and future positions (Robbins & Mukerji 1990). According to Klatt, Murdick and Schuster (1985), recruitment may be a complex and expensive activity in a large firm that involves promotions from within as well as advertising, placing orders with employment offices, visiting schools and colleges, attending professional meetings, and conducting research to evaluate these sources and activates.

3.2 Advertisements

    The HR department provides an advertising service for the advertisement of vacancies. All vacancies are advertised concurrently internally and externally. (Dessler, Griffiths, Lolgy-walker 2007). Internal advertisement will be attached on the intranet of the company. Namely, the available positions of the KCA can be offered to the employees who are working in the company. This helps the company in preserving the talent and loyalty of the employees. It also creates a cost saving advantage to the organization.

    However, if the position is not filled internally by candidate, the organization will put their focus outside the company. The most effective way for recruiting is advertising the job position to the talent market via internet and employment agents (Klatt, Murdick and Schuster 1985; Dessler, Griffiths, Lolgy-walker 2007). Therefore, there are some ways for KCA to recruit the marketing manager position:

    ; Put the job informant in the company’s website

    ; Placing orders with employment offices

    ; Advertising in the appropriate newspaper publications, such as local

    newspapers, national newspapers and national newspapers

    ; Advertising in the specialist magazines

    ; Radio and television

    ; Other new media, such as facebook

    In addition, a draft advertisement for KCA marketing manager is attached in Appendix 2.

4 Selection procedures

    4.1 Selection processes

    Selection is the process of choosing the suitable person for the job from the pool of applicants (Ferris & Buckley 1996). When human resource planning identifies a personnel shortage and develops a pool of applicants, it needs some method for selecting the applicants to ensure that the most appropriate candidate is awarded the job. According to Robbins and Mukerji (1990,p.412), managers can use a number of selections devices to assess the candidate which include an analysis of the application form, written and performance-simulation tests, interview and background investigation. In the case of KCA, the selection procedures should be stricter than other company. Therefore, the process below is a example procedures for KCA recruitment.

     Step 1. Application forms

    The application forms are the form designed to collect the suitable applicants’

    information for the job (Dessler, Griffiths, Lolgy-walker 2007). These forms include the questions about name, address, telephone number, personal history profile, detailing the applicant’s activities, skills and accomplishments

    (Robbins and Mukerji 1990, p.412). Therefore, the HR department will select the applicants who are suitable for the job to interview based on their application forms.

     Step 2. Short-listing process

    Short-listing process is the process to narrow down the number of suitable applicants through the written tests and performance-simulation tests (Dessler, Griffiths, Lolgy-walker 2007). Typical written tests can test the intelligence, aptitude, ability and interest of applicants. Moreover, performance-simulation test is one of the best ways to find out if an applicant can handle the job successfully or not (Robbins and Mukerji 1990, p.412). It also can test the ability of cooperation in team working.

    Step 3. Assessment centre

    Assessment centre places in which job applicants experience performance simulation tests that evaluate managerial potential (Robbins and Mukerji 1990, p.413). In the assessment centers, the candidates are usually spread into groups who will be tested through one to three days of exercised that simulate real problems they would confront on the job (Department of Defence, Australian government, 2009).

    Step 4: Reference checking

    Reference checks is most widely way using for background investigation that may disclose further information about the applicant (Klatt, Murdick, Schuster

    1985). Phoning or interviewing the applicant’s supervisors can be a helpful source of information to know more about the applicant. Moreover, all the information from reference checks may impact on committees’ decision

    making (Ferris & Buckley 1996).

    Step 5: Interview

    The interview is most important part in the selection procedures. According to Dessler, Griffiths and Lolgy-walker (2007, p.231), most of Australian organizations always use interviews during the selection process. The member of committees will interview the applicants based asking questions. The interview questions will design by HR department that they may contain several different types of questions to gather a range of information for decision making. Situational questions, job-related or job knowledge questions, and job requirements questions are possible asked by the members of committee (Dessler, Griffiths, Lolgy-walker 2007). During the interview, each applicant will be asked and given the opportunity to respond to the same questions which relate directly to the position requirements.

    Step 6: Job offers

    Finally, the member of committee will make a decision of selecting the most suitable applicant. The HR department will mail the offer letters to all the applicants including successful and unsuccessful applicants. In addition, examples of letters to successful and unsuccessful applicants are attached on Appendix 3.

4.2 Criteria for rejection and interview

    There are a number of reasons why the committees decide not to appoint the applicant to the job based on the information and impression of the interview. The example of criteria for rejection and interview (The University of Western

Australia, n.d.):

    ; Lack of marketing experience and ability to do the job

    ; Lack of potential of improvement in the job

    ; Lack of express ability, such as too talkative, or not talkative enough

    ; Lack of confidence or Over-confidence

    ; Lack of self-motivation

    ; Poor communicational skills

    ; Unreliability

    ; Inflexibility

    ; Insincerity

    ; Inability to fit in with existing staff

    ; Immaturity

    ; Poor reference

4.3 Composition of interviewing committees

    The interview committee usually consists of 3 to 4 people (sometimes more for senior positions) and includes:

    ; Director of Marketing department with a detailed working knowledge of

    the requirements of the position

    ; Human resource manager

    ; Representatives from other relevant departments

    There should be at least one male and one female member of the panel. One of them will chair the interview (The University of Western Australia, n.d.).

4.4 Check list and sample interview questions

    The employment interview remains the most widely used and the most important tool in the selections process. An effective interview enables the interviewer to know more about the applicants’ background, interests, and values; it also gives the applicant an opportunity to find out more about the job

    and the organization (Klatt, Murdick, Schuster 1985). Moreover, the interview questions must be asked carefully and clearly that the members of committee should pay attention to. Therefore, there are some sample interview questions attached on Appendix 4 for the KCA marketing manager position.

4.5 Draft contract details

    When the company finally decides the most suitable person for the job position, the HR department would draft the contract for this applicant as official agreement between the company and applicant. An example contract of Territorial Marketing Manager for KCA is attached on Appendix 5.

5 remuneration management

    5.1 Remuneration

    Remuneration refers to the “money paid for services or work done.” Total remuneration which includes both monetary and non-monetary rewards is about rewarding employees for their contribution to the organization’s success

    (Dessler, Griffiths, Lolgy-walker 2007, p.366). Total reward can be defined into two main components: direct financial payments in term of wages, salaries, incentives, commissions and bonuses; and indirect payments in the form of financial benefits such as holidays and health care (Dessler, Griffiths, Lolgy-walker 2007).

5.2 Organization’s strategic approach

    Remuneration policies have significant effects on assessing workplace attitudes and behaviors (Dessler, Griffiths, Lolgy-walker 2007, p.366). A well-designed reward system “uses position descriptions and job evaluation to establish pay structures, is influenced by theories of rewards management, and is developed in line with the organization’s stated objectives of the reward

    system” (Dessler, Griffiths, Lolgy-walker 2007, p.371). Rewards strategies are shaped by an understanding of the organization’s business strategy and other market forces.

5.3 The way to determine remuneration

    Human resources department and remuneration committee are responsible to determine the pay rates of the job positions. A number of factors influence the way of designing the pay plan such as federal and state law, union demands, organization policy related to pay, and equity factors (Dessler, Griffiths, Lolgy-walker 2007, p.374). In Australia, there are three different methods to determine pay rates: “awards, collective agreements, or individual arrangements established through AWAs or common law contracts” (Dessler, Griffiths, Lolgy-walker 2007, p.375). Moreover, determining pay rates based on the need for equity-specifically, external equity and internal equity- is a key element of remuneration management. Therefore, the process of determining pay rates base on equity factors should involves (Dessler, Griffiths, Lolgy-walker 2007, p.379):

    ; Salary surveys;

    ; Assessing each job worth through job evaluation;

    ; Grouping similar jobs into pray grades;

    ; Pricing each pay grade by using wage curves;

    ; and fine-tuning pay rates

5.4 Performance and market forces

    Pay-for-performance systems are a type of incentive strategies that rewards employees based on the differences in contribution existing across individuals and groups (Dessler, Griffiths, Lolgy-walker 2007, p.379). According to pay-for-performance systems, organisation’s performance is dependent on the

    employees’ performance that employees should be rewarded based on their

Report this document

For any questions or suggestions please email