James met with the executives of the business who told him the contracts they had acquired were finished, and there wasn’t enough new work coming in to make payroll next month if they didn’t let some people go. ![]() Now the organization had the right number of people needed to carry out its projects.įast forward five months, however, and it turned out the rapid growth was only temporary. ![]() He had spent numerous hours mulling over recruitment strategies, putting together excellent compensation plans, and then eventually sifting through résumés as a small part of the hiring process. Proud of his ability to accomplish his task of meeting the business’s current needs, James was rather pleased with himself. When Techno started seeing rapid growth, he hired thirty people within a one-month period to meet the demand. James didn’t have a good handle on how to effectively run a human resources (HR) department, so for much of the time he tried to figure it out as he went. is a technology and software consulting company for the music industry. for three years, and when the company grew, James moved from a management position into a human resource management position. ![]() ![]() James stumbled into his position as the human resource manager.
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