Employee Benefits and Employee Development
Introduction
In managing human resources, employees are the firm’s biggest asset and ensure company growth and success. Continuous development and training improve employee in their dedication and engagement to the organization. Employee development requires time and investment of capital to facilitate the process. The practice of employees allows managers and HR professions to build an organizational culture and is more effective than acquiring new employees and training them. This paper identifies how Harry and HR applied formal education for their career, the advancing of Harry through employee assessment, and how Harry went through career stages of exploration, establishment, maintenance, and disengagement.
Management of human resources of developing employees who are talented in their work requires planning. Harry Saunder’s career is the best example of the importance of developing talent at Big Buy supermarket. Harry’s application of 3 options: assessment of employees, personal experience, and formal education. Harry, while in college, tried studying various business courses before he focused on accounting. After graduation, Harry was employed to work for a local and national account, where he obtained a certified public accountant (CPA). The department of human resources at the Big Buy supermarket offered Harry a place in accounting at a hefty salary like CPA companies. Harry accepted the offer as he wanted to his father’s footsteps, and also Big Buy firm had no intention of losing a potential top-level manager who was their employee (Kimbali & David, 2016). The accounting department’s organizing was enjoying, and the supermarket developed to more than a hundred stores.
Harry started missing to directly working with customers; this made Harry contact HR, who they used to find a new position. A psychological test was done on Harry, which involved a series of questions of several choices about his motivation at work. The results of the trial showed that Harry was happily providing his service with people and data. There is the identification of a new position of manager in database marketing for Harry. Harry analyzed sales data to identify items that were selling poorly in every store, sorting, and presenting them to senior management. Harry sometimes obtained information by visiting stores and asking customers about different products. The introduction of the Big Buy card that allowed customers to access products selected at lower prices by harry assisted in better tracking buying habits and purchasing customers (Kimbali & David, 2016).
The review of exploration, establishment, maintenance, and disengagement career development stages helped Harry work in the Big Buy supermarket. Harry was fortunate and showed human resource management exploration by considering an alternative job opportunity after finishing his college course. Harry provided his service at local and national accounting organizations before Big Buy firm after graduating. During the twenty years of harry working as a manager in accounting, when there was an established stage of his career, Harry realized that he loved direct interaction with customers. Harry is refreshed by transferring to marketing. These lead him to find a procedure of tracking customers’ purchases and buying habits, which is an excellent way of maintaining the stage of his career (Kimbali & David, 2016). The feeling of harry is to make no rash decision to disengage from the Big Buy supermarket in the coming future as he acquires family support.
Conclusion
In summary, formal education helped HR and Harry in the development of the Big Buy supermarket. Harry is promoted to higher management due to the acquisition of legal knowledge in the college. Employee assessment helps Harry advance in the marketing department by inventing a new product of Big Buy card that allows tracking of customers’ purchases. Harry passed through the career of exploration, establishment, maintenance, and disengagements, as shown above.