Kampery and CR Ng Fung

Kampery and CR Ng Fung

In the contemporary world, most of the companies require to recruit new talents for many reasons based on the objectives for future growth. Besides the focus on the need to achieve these objectives may also depend on the project scope as well as operational requirements to satisfy the customers. However, it is essential to notice that while recruiting, there are some of the significant challenges which are experienced in the entire process. The selection process for the best candidates are not only considered to be for technical experts but also socially since organizations may not receive the outcomes that are expected from the employees who cannot socialize. In turn, this may impact the level of productivity in different ways, making it possible to determine such factors before the recruitment for such individuals takes place. More importantly, it is also necessary to note that change for this process is needed to take place faster due to the development of technological advancements experienced in the global. Besides, this can be useful in minimizing the negative impacts and challenges encountered in the evolution of the function of human resource plays an essential role in the strategy of a company. Therefore, this report will review the interview questions developed by two different companies to determine the significant challenges experienced in the entire process. Similarly, the recommendations will also be provided to effectively address the solution to the selected challenges experienced in the recruitment process.

Literature Review

Schuler, Jackson, and Tarique, (2011), state that the development of human resource has not focused on the attention of the impact of the context experienced in regards to the challenges which keep on emerging in different business models. Moreover, there are various clear reasons as to why there are the existence of weaknesses resulting from such impacts experienced. As a result, it is critical to outline the need for human resource management to put into consideration the ability to strategize and meet the requirements in the operations (Schuler, Jackson, and Tarique, 2011). Whilst these may be referred to as the conscious of the proximate context such as the level of the competitive position, its success as well as technology. Besides, the main issue is to identify what may be the reason to establish an intermediate level of context that addresses more on encompassing levels of national or industrial setting. It is this belief that doing so needs the application of both the institutional theories and cultural theories to measure the possibility of inconsistency when recruiting employees. Additionally, it is also established that the organizations also can work around these constraints of the institution to compare the significant impacts in human resource by reporting the specific challenge which affects them the most (Nilsson, and Ellström, 2012). Fundamentally, this can be defined through the theoretical context of human development that is comparative in presenting evidence of exploring the network and explaining the differences to have significant practices in human resource and expected outcomes. The suggestion of reviews will be conducted from the result determined, or context is solving the existing common challenge among the selected companies (Nilsson, and Ellström, 2012). These challenges will be broadly discussed to review the evidence on the outcome and possible reason for the continuous problem within the company.

The most significant challenge experienced by Kampery and CR Ng Fung mainly consist of recruiting talent employee, training and development as well as benefits package expected by the candidates. However, the common challenge among these two companies is recruiting talented employees. Recruiting talented employees is considered to be a critical element of the success of an organization. However, to hire the most talented employees, it is necessary to identify them either within the organization or external. This is the leading cause of the challenge because filling the gap requires vital decisions to make, such as individuals to target as well as the message to convey. According to Stahl et al. (2012), there are various principles to follow to meet effective global talent management. Some of the significant ones consist of addressing the issue of the next generation leadership for the company, accelerating change for an organization, as well as transforming human resource to meet the priorities for new business models. Iles, Chuai and Preece, 2010 also state that talent management can be derived through the definition of different variables based on the practice established by multinational companies. The assertion corresponds to the issues reported on the shift to developing as well as upgrade skills as a critical trend to assist the business in mitigating their struggle of fulfilling such positions at many levels.

The application of human resource model.

The growth and recognition of the human resource management model were recognized by mid-1970s to the increasing development of professionalism in the department for most of the companies. The subject was identified to encapsulate into two findings of the context where it appeared to be the same through the approaches taken by the leaders in the industry (Mayrhofer, Gooderham and Brewster, 2019). It began in the united states where it later spread to the rest of the world with one limitation experienced being lack of construct in the clarity for different approaches to be used by companies. The practice, therefore, had the impact of in the elements of human resource chain on organizational performance. In the recent past, the recognition of human resource management has determined a specific weakness through the fundamental assumptions by management to choose as well as implement strategies that are deemed appropriate (Martinko, Harvey, and Dasborough, 2011). Concerning this understanding, the comparative theories are significant to explain the relevant context needed to be implemented in such a case scenario of the presented companies. The relative approaches address human resource as well as the level of context which takes place in different levels within the industry. The size of the organization and the sector that these companies operate are vital in the determination of talent recruitment. However, defining the organizational boundaries is critical to direct the necessary attention towards the forces lying beyond the limits in practising vital social processes.