Embedding Skills Recognition into Human Resource Management processes
HR teams in rail can recruit, train and promote suitably skilled, experienced and knowledgeable candidates to meet workforce needs at each level in organisations.
Wherever possible, it is recommended that organisations integrate Skills Recognition into existing business processes such as recruitment, induction and performance assessment, so that Skills Recognition imposes minimal additional workload (ERTOA 2009, p. 6).
The figure below illustrates four key dimensions of human resource management:
1. Staffing, 2. performance management and rewards, 3. human resource development and 4. employment relations—and those elements within each of these dimension which link to skills recognition.
These four dimensions of Human Resource Management and their links to Skills Recognition are discussed below in further detail. Scenarios illustrating the strategies and issues are drawn from research in the Australian rail industry (names have been changed).
Links to Skills Recognition:
Job analysis and redesign
Attraction, branding and recruitment
Selection and induction
Career planning, engagement and retention
Learning and development
Management development and succession planning
Labour flexibility and work/life balance to motivate employees