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 Procurement of HR:

• Meaning and Importance of
• HR planning ; Job analysis---process of job analysis, job
• description, job specification, methods of job analysis;
• Conventional Vs strategic planning; Recruitment – concept,
• sources ; Selection – concept , Difference between recruitment
• and selection, process- test, interview, placement, induction and
• socialization; retention.

Procurement of HR and Procurement Strategies

In order to implement an effective procurement strategy, HR and procurement must work collaboratively - this requires open communication and mutual respect between them.

Step one of this process should be understanding all available recruitment sources; this will enable you to locate the perfect candidate for your needs.

Meaning and Importance

Procurement of HR refers to a process by which human resources departments assess their future needs and devise plans to fulfill those requirements. It's an integral step that ensures organizations are ready for any internal or external challenges affecting workforce planning, recruitment, training or development that arise within an organization.

As part of HR procurement, the first step involves conducting a job analysis. This involves identifying all of the tasks and activities needed to perform the role in question, then evaluating employee skill sets against this workload. Out of this analysis comes two main documents: job descriptions and specifications - whereby job descriptions identify minimum qualifications of candidates while specifications detail specific tasks or activities expected of employees in their jobs.

Once a job analysis has been conducted, the next step in the process should be recruiting and selecting candidates to fill available roles. This will typically involve conducting interviews and tests to evaluate skills and abilities of each applicant before training and developing them to ensure they can fill their new roles successfully.

Human Resources plays an essential role in procuring products and services necessary to run a company, from overseeing pricing reviews of suppliers to identify any cost overruns or underruns in contracted product prices, through to helping negotiate supplier contracts or renegotiate price agreements when necessary.

HR and procurement teams working together can produce more valuable solutions for a company, but both must first learn to work harmoniously without one trying to dominate the other. This can be accomplished through creating an open, collaborative relationship and clearly outlining each of their roles.

Job Analysis

Job Analysis (JA) is the practice of gathering information about a job to ascertain its characteristics, responsibilities, duties, and skill requirements. JA is an essential step in HR's life cycle process and may be utilized for various purposes including salary evaluation, developing training programs or making staffing decisions.

There are various methods of collecting job analysis data, including direct observation, interviews with employees and supervisors, review of documents, and document analysis. 

Direct observation is usually the most efficient method but may become cumbersome when dealing with multiple workers or complex work environments. Interviews provide a good alternative and may involve employees, managers or Organizational Development professionals as interview subjects; interviews may even be combined with other job analysis methodologies such as self-report questionnaires for analysis.

Job analyses produce two documents based on their results: job descriptions and specifications. A job description describes all tasks associated with a position, its working conditions and skills required; while specifications list specific qualifications that a candidate must possess to be considered for consideration for that role. Furthermore, output from job analyses can also help create salary bands.

Employees should be informed of the purpose and potential repercussions of job analyses before beginning this process, in order to reduce anxiety and promote cooperation. They should understand exactly what their role will be in making it a success and who is conducting it; perhaps forming a job analysis committee as a verification check could reduce time spent on this task.

Conventional Vs Strategic Planning

Employee retention is a core element of HR departments and requires multifaceted approaches, executive oversight, and targeted investment. An effective retention strategy has numerous advantages including reduced recruitment, training and compensation costs; increased productivity; improved morale and productivity increases. Attaining high levels of employee retention remains a challenging endeavor across industries - it's vitally important that organizations identify root causes of turnover for optimal retention rates.

Job analysis is an indispensable element of HR management as it establishes the worth of any position within an organization as well as any relationships it might have to other jobs in the organization and any necessary competencies required to perform it successfully. It provides HR leaders with essential data for decision-making purposes when hiring.

Job analysis can be performed using various sources, including interviews, questionnaires, observation and the evaluation of existing job descriptions. Most often an HR representative serves as the job analyst; however, when direct observation of employees at work is needed a department supervisor might also be recruited as the analyst. Some companies even hire firms dedicated to job analysis.

Conventional strategic planning tends to limit options and be driven by immediate considerations; by contrast, strategic plans focus on long-term goals and anticipate the needs of their business in the future. A good strategic plan should also allow flexibility so the company can adjust as necessary while remaining true to their goal and improving performance and competitive edge of the organization.

Recruitment

At present, companies worldwide are shifting towards the gig economy, leading them to increasingly rely on contingent workers for seasonal demand or full-time staffers for new technology projects. HR procurement teams must effectively source, recruit and manage this diverse pool of people in order to maximize enterprise success.

An efficient recruitment process begins by accepting applications, such as through an email form or applicant tracking system. HR professionals then review these applications to identify those that meet minimum requirements for specific positions or the company more generally; any applicants not appearing suitable must also be eliminated, along with those lacking experience required for the job.

Once a suitable candidate has been identified, the interview stage begins. Candidates must be assessed for various skills and qualities, such as leadership potential, flexibility in adapting to different working environments and positive attitude. Interviewers should ask pertinent questions that help assess applicant knowledge in their area of expertise.

Placement is the final stage in the recruitment process and involves orienting new hires to their work environment. HR must then ensure that selected candidates receive adequate training and support so they are successful on their job; this may mean providing opportunities for promotions or transferring employees to locations where additional talent might be required, helping to reduce attrition while increasing performance across an organization.

Selection

Many businesses employ procurement departments, comprised of dedicated employees who make purchasing decisions. From publishing houses that partner with global printers to Fortune 500 companies with procurement officers who source office furniture and supplies for thousands of employees worldwide, these people make an impactful contribution to their organizations. Staffing and recruitment groups specialize in recruiting individuals for such positions as buyer, procurement assistant, supply chain analyst or contract coordinator roles to fill these positions effectively.

HR is increasingly playing a part in procuring products and services outside the purview of traditional procurement responsibilities. As workforce complexity rises, HR departments increasingly need the expertise of procurement specialists for various purchasing needs - which has created an entirely new type of HR/procurement relationship.

Communication is key in this relationship between teams; discussions should take place openly without either trying to "take over" negotiations or vendor relationships from each other. They should both understand what commonalities there may be between themselves, avoiding HR-speak or procurement-speak so there is no confusion regarding definitions of terms.

Procurement and HR should work together and learn from one another in areas where value creation can occur. For instance, when an HR department relies on temporary staffing agencies for specific projects, procurement should help lead the search for suppliers who can offer quality service at an attractive price - this approach creates an effective partnership where both teams focus on their respective strengths.