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In some companies, we are measured by a strict metric of sequential accomplishments. And it is with these sequential accomplishments we get to gauge ourselves on a personal level of our current capabilities. Recruitment, just to be open about it, is not presently one of my core functions as we have the regional office to take care of that. But as I came to know, an aspiring HR Generalist such as myself should be equipped and ready to be deployed to the battlefield, no matter if most functions are on the verge/already is outsourced to an outfit somewhere outside the office. Say for example a would-be applicant decides to show him/herself to the office unannounced and he/she had to pick an auspicious day wherein you weren’t doing anything. What is most likely to happen is that lack of preparation/being equipped with inadequate tools to carry out a simple task of asking and profiling would-be talents for the organization can be disastrous.

OK. Going back to the strict metric and what this paper was originally intended for. The module, in a funny way, made me smile. Not that I find it humorous but I felt so happy that I was finally getting something done to address and compensate my “kunwariness” on dealing with final interviewees for onboarding. I have very little skill acquisitive faculty on recruitment and talent planning and truth to the matter is, it extends to a much more bigger scope of responsibility down the line.

Of course, the main purpose of this learning journal and course module is to contribute to the organizations overall business planning, and convert its strategic and business decisions into HR policies and programs. At the end of the day, I feel that the module gave a perfect introductory start on how the assessment of the future demand from human resources as well as with the planning, implementation, monitoring and projecting of current actions should be carried out and prepared for.

That said, in today’s competitive business environment where people are the key to obtaining sustainable competitive advantage, the HR function as the people specialist has an ever more critical role to play in determining organizational direction. I expect to learn more of this in the coming sessions.

P.S. On a funny note, why HR planning and acquisition? After all, being a greenhorn, I have to think and ponder on why I was hired by my company plus how it can translate to a trend that we may have not seen yet/is expecting to be a potential best practice in all industries. This module will undoubtedly give me a macro and micro point of view on what was used back then vs. what may/will be used in sourcing out great talent and in keeping companies in yielding the best results out of its people in the future.

Inspiration/s: Sun Tzu’s the Art of War, the first session of the CHRPA module, and conventional wisdom from all the PMAPers.

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