1. HRM Practices
Sample of Issues and Choices for HRM Practices
Organizational Design
The extent to which the organization should formalize how work is to be accomplished
through a set of standardized operating procedures, formal chains of command, extensive
rules and regulations, and detailed job descriptions.
The extent to which different organizational units maintain their independence and
responsiveness to their unique market niches while integrating their work with other
organizational units through liaison teams, matrix organizations, etc.
The design of jobs so that individuals within the organization work o tasks which are
rewarding and self-reinforcing.
The processes used to shape the organizational structure (e.g. how decisions are made,
how widely accountability is distributed, how clearly roles and responsibilities are
defined).
Staffing
The type of criteria to set for bringing in new employees (e.g. short-term vs. long-term,
full-time vs. part-time, contract vs. leased employees, job-focused vs. career-focused,
customer perspective).
Procedures for recruiting and socializing new employees into the organization (e.g.
orientation, socialization, and mentoring programs).
Design of career paths and ladders in the organization (e.g. within one function vs.
across different functions).
Processes for succession planning (e.g. formalized systems, involvement of senior
managers, integration with strategic planning, link to developmental programs, emphasis
on internal vs. external candidates).
Types of programs for terminated employees (e.g. during layoffs, downsizing, early
retirements).
Employee and Organizational Development
Desired outcomes of development (e.g. conceptual understanding, skill building, attitude
change, team building, problem solving).
Types of participants in developmental programs (e.g. new employees, first-line
supervisors, middle-level managers, top executives).
The nature of the content built into developmental programs, and how programs are
integrated with the strategic direction of firms.
Delivery of training programs (e.g. internal vs. external faculty and facilities, use of line
managers).
Evaluation of programs to assess changes in employee or organizational performance.
Alternatives to development used to create organizational competencies (e.g. cross-
functional career moves, special assignments).
Performance Management

2. Types of standards set for employees or units (e.g. behavior-focused vs. outcome-focused,
short-term vs. long-term, explicit vs. implicit, linked to individual vs. strategic
performance and plans).
Types of performance review feedback sessions offered (e.g. frequency, nature of
feedback, monitoring of feedback sessions, forms used, formal reporting systems in
existence, managerial accountability).
Processes used to ensure that feedback occurs continually (e.g. quarterly reviews).
Sources of data for measurement and criterion development (e.g. clients, customers,
peers, subordinates).
Reward Systems, Benefits & Compliance
Types of financial incentives existing (e.g. short-term vs. long-term, base vs. incentive
pay, pay for performance vs. seniority).
The extents to which reward systems are linked to strategic plans and encourage
employees to work toward accomplishing business needs and meeting customer
requirements.
The extent to which rewards are based on individual vs. group or corporate performance.
Structure of non-financial rewards (e.g. recognition programs, titles, informal status
symbols).
Communications and Public Relations
Types of information presented to employees, manner of presentation (e.g. confidential
vs. public)
Types of communication channels; dissemination of information inside and outside the
organization; opinion of surveys; open door policies.
Design of communication programs (e.g. public meetings, management forums for
discussion, videos, written communications, bulletins).

3. HR Practices
1. HR is a potential employee’s first impression
Human Resources departments should strive to not just be super efficient and organized with new
hires, but should really think of themselves as the first ones to welcome a new employee and
make a positive impression. Taking care of a new employee/intern’s unique needs is an important
responsibility that should be done carefully.
— Annie Wang , Her Campus Media
. 2. Put it in writing and set expectations upfront
Don’t assume new hires know what your organization expects. What may appear
simple to you is foreign to the next person. Develop a straight forward employee
handbook or manual to address the basics including job descriptions, attendance
expectations, e-mail communication etiquette, payment methods and more.
Review standard operating procedures and set people up for success.
— Erica Nicole , YFS Magazine: Young, Fabulous & Self Employed
3. Screen for culture fit
Every organization has a culture of its own. It is up to the entrepreneur to choose
to define and build it or let it develop on its own. Screening a candidate for a
cultural fit is critical. We have passed over numerous talented candidates because
they were not appropriate for the culture that we have worked so hard to build.
— Nicolas Thomley , Pinnacle Services, Inc.
4. Understand motivation
You must know what motivates your employees—financial rewards and money is
not always the best way to give your employees drive. Every HR department must
set-up non-financial rewards programs like mentorship lunches, featuring
special employees or better parking. Money is not the only driver of strong
employees.
— Vanessa Van Petten , Science of People
5. Go hi-tech or go home
Streamline the HR workflow by using technology to improve communication and
accessibility. Some specific examples include HR management system software, Internet
based payroll, and electronic applicant tracking. These electronic systems will save time,
money and reduce the errors caused by archaic paperwork.
— Anthony Saladino , Kitchen Cabinet Kings

4. 6. Be transparent
Generation Y-ers heavily emphasize workplace culture, benefits and transparency.
Sometimes these issues even trump salary considerations. Therefore, the most crucial HR
best practice that every business should implement is stressing the transparent culture of
the business during interviews.
— Zach Cutler , The Cutler Group
7. Create a talent community
Turn your careers page into an interactive social community by utilizing talent
community plugins or setting up a separate Facebook page aimed at prospective
employees. Provide valuable content through these means and regularly interact with
interested individuals.
— Heather R. Huhman , Come Recommended
8. Be consistent
After setting up appropriate policies and procedures, be sure that you’re enforcing these
rules fairly and consistently across all employees. Nothing undermines your respect like
the perception of playing favorites (and be sensitive to how things may be perceived).
Even if employees do not like certain policies, if they’re enforced consistently it makes it
much more difficult to be questioned.
— Anderson Schoenrock , ScanDigital
9. Keep your eye out for who you want to hire
Relying on applications means that you’re relying on people who self-select (and are
driven by the need for a job more than anything else). For some positions, that’s fine, but
you need to keep an eye out for people who are fantastic and already have jobs. Hiring
employees away from other companies tends to mean you’re selecting the pool of
potentials.
— Thursday Bram , Hyper Modern Consulting
10. Be personally involved
As an organization grows, the owner must choose their battles wisely and hiring is one of
the most critical because its the lifeblood of your company. Eventually you will need to
hire an HR director, but by being involved in each and every hire you set the tone for
how your company runs and who is in charge. Employees work harder for owners they
can tell are 100 percent dedicated to quality control.
— Timothy Sykes , TimothySykes.com