Human Resource Process Case Study Example

I chose to write on Barclays Bank, where I was able to interview a friend who was an employee there for four years in the finance department.
- How the organization determines it workforce capabilities and capacity needs.
Barclays is a multinational bank with effective supportive structures in place developed over its long years of service in the financial sector. Capabilities included knowledge of regulatory requirements, mature and independent character and strict adherence to procedure. It also required that occupants of various positions in the bank be competent with relevant educational background in the relevant fields with substantial experience, except interns seeking familiarity. Graduate trainees are also exempt from the experience clause.
- How the organization recruits employees.
The recruiting process is mostly outsourced to external human resource consultants, but if recruitment is done internally the same recruitment procedure is used. Vacancies are advertised on the company website and publications like in newspapers after, department heads request for staff to management. Applicants express interest through email or written applications to human resource.
- The process the organization uses for hiring the employees.
Through using application and resume information a selected bunch is sieved from the hundreds of applicants, and is informed of interview dates through telephone calls. Interviews are conducted by human resource and lower management staff, to understand the individuals and their suitability to the position advertised.
- The processes used for training and developing an employee.
Barclays continuously conducts employee training through its graduate training program and talent and learning management for its permanent employees. Training is done both by internal senior staff to other junior staff, and by external professionals.
- The processes used to evaluate employee performance.
Evaluation is done by supervisors or departmental leaders after four months of observation. Information on the individuals’ performance is obtained from senior staff, so as to determine if the individual will be retained, retrained or let go of.