Introduction- HR practices

Any practice that deals with enhancing competencies, satisfaction, commitment and

culture building can be considered an HR practice.

HR practices are the means through which your human resources personnel can develop the
leadership of your staff. This occurs through the practice of developing extensive training
courses and motivational programs, such as devising systems to direct and assist management
in performing ongoing performance appraisals.

Human resources practices are strategic in nature. They represent a vital guidance system that
coordinates with your executive business plan. HR practices form the foundation supporting
the way your company’s human capital will operate on your behalf. For example, HR
practices include formulating a method for measuring and analyzing the effects of a particular
employee rewards program. Other examples include the creation of a program to reduce
work-related injuries, and building a framework to ensure employment laws are adhered to.

Human resources practices also include constructing avenues through which employees will
have opportunities for advancement. For instance, the design of a mechanism enabling the
regular promotion of employees offers an opportunity for your staff members to grow
towards leadership positions.

This system, comprising of good HR practices can create a sustainable and lasting capability
of the organization to manage itself internally and face external challenges.

HR Practices include:

 HR Planning
 Recruitment & Selection
 Induction
 Training & Development
 Performance Appraisal
 Career Planning
 Fringe Benefits
 Reward & Recognition
 Welfare Activities as per Statutory Requirement
 Safety, Health and Environment Policy
 Suggestions Scheme
 Promotion & Transfers
 Exit Policy

Human Resource Management Process

Below is a flowchart representing it.

 Human
Resource
Planning

Recruitment Decruitment

Selection

Identify & select

competent
employees

Orientation

Training

Provide employees with up-

to-date skills & knowledge

Performance
Management

Compensation &
Benefits
 Career
Development

Retain competent & high-

performing employees

1. HR Planning- The process by which managers ensure that they have the right number
and kinds of people in the right places, and at the right times, who are capable of
effectively and efficiently performing their tasks.

Helps avoid sudden talent shortages and surpluses.

2. Recruitment - The process of locating, identifying, and attracting capable applicants

to an organization.
3. Decruitment - The process of reducing a surplus of employees in the workforce of an
organization.
4. Selection - The process of screening job applicants to ensure that the most appropriate
candidates are hired.
5. Orientation - Transitioning a new employee into the organization

Work-unit orientation

• Familiarizes new employee with work-unit goals

Organization orientation

• Informs new employee about the organization’s objectives, history, philosophy,

procedures, and rules.

• Includes a tour of the entire facility

6. Training –

General Training - Communication skills, computer systems application, personal growth,

sales, supervisory skills, and technological skills and knowledge.

Specific Training - Basic life/work skills, creativity, customer education, diversity/cultural

awareness, remedial writing, managing change, leadership, team building, wellness.

7. Compensation & Benefits - Benefits of a Fair, Effective, and Appropriate

Compensation System
Helps attract and retain high-performance employees
 Impacts on the strategic performance of the firm
8. Career Development - Individuals—not the organization—are responsible for
designing, guiding, and developing their own careers.
Introduction - Zara
[Zara SA is a Spanish apparel retailer based in Arteixo in Galicia. The company
specializes in fast fashion, and products include clothing, accessories, shoes,
swimwear, beauty, and perfumes. It is the largest company in the Inditex group, the
world's largest apparel retailer.
Zara stores have men's and women's clothing as well as children's clothing (Zara
Kids). Zara's products are supplied based on consumer trends. Its highly responsive
supply chain ships new products to stores twice a week. After products are designed,
they take ten to fifteen days to reach the stores.[1] All of the clothing is processed
through the distribution center in Spain. New items are inspected, sorted, tagged, and
loaded into trucks. In most cases, the clothing is delivered within 48 hours. Zara
produces over 450 million items per year].[2][3]
[ZARA was founded on May 24th 1974; 41 years ago. There are more of two
thousand
stores. It is the perfect combination of high end, chic clothing at affordable prices.
Her target group is the people with medium to high purchasing power who love to
look glamorous at all times.
Their principal competitors are Mango and H&M.
Staffing, motivating and compensation: Zara “sell” their strong brand image to attract
their future employees. Zara makes people “needed”, through their contribution.
Long –term strategic goals of zara-
ZARA has more or less the same growth than H&M and it base her focus in:
• Sustaining competitive advantage as “fast fashion”; using incremental innovative
strategy by utilizing information technology. Example: RFID tags.
• Invest more in information technology and mobile technology; in order to keep
up with economy since its quickly improving due to technological improvements:
phone apps improving lifestyle in first world- countries.
Globally :
- Store managers -70% of salary come from commission.
- Individual bonus = the success of the team.
- Training program and avenue for career development.
- Health insurance and retirement plan.
- 15% discount.
- Annual trip/ gathering.
- Tuition reimbursement.
- Business travel.
Zara Spain:
- Employee’s card (25% discount).
- Management development training program.
- Rapid career progression.
 - Annual trip/ gathering.
- Reimbursement 8transportation and phone call.
- Health insurance and retirement plan.
- Hand-phone, car, private driver, apartment for expatriate managers.][4]

1. The Future of Fashion Retailing: The Zara Approach 25 October 2012. Greg Petro.
Forbes. accessed 5 April 2016
2. Zara's Fast-Fashion Edge. Susan Berfield and Manuel Baigorri. 14 November 2013.
Bloomberg. accessed 5 April 2016
3. https://en.wikipedia.org/wiki/Zara_(retailer)
4. https://www.academia.edu/25296266/RECRUITMENT_COMPENSATION_AND_RECOGNITIO
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