本文主要讲人力资源管理，除某些特殊情况外，雇主并无法定义务为雇员提供或资助培训。例如，在千禧电信公司，大多数职业都适用法定的学徒制度。在有限的时间内，雇主可以为员工提供实习机会，让他们获得特定工作类别的经验(Lane, and Probert, 2009)。公司的雇主应该是没有歧视的，他们履行了招聘广告的措辞责任。当公司进行招聘和选拔时，会从候选人那里收集一些信息，并在选拔过程中使用。公司的用人单位保证公司的残疾人必须占公司工作岗位的5%。本篇英国论文听证会文章由英国论文人EducationRen教育网整理，供大家参考阅读。
Employers are under no statutory obligation to provide or even finance the training to the employees except under certain exceptional cases. For example, in the company the Millennium Telecom, most of the occupations in are applicable for the statutory apprenticeship system. For a limited period of time, practical training placements can be offered by the employers to the employees for enabling them to gain experience in specific job categories (Lane, and Probert, 2009). Employers of the company are expected to be not discriminative and they fulfil the job advertisements wording responsibility. When recruitment and selection is done in the company, some information is collected from the candidates and that is used in selection process. It is ensured by the employers of the company that the disabled people in the company must comprise of 5% jobs in the company.
Human resource is an investment and not a cost to various organizations. Since traditional times no quantifiable financial data related to the workload can be provided by Human resource. Thus it is considered as a soft industry, as it directly does not create any revenue (Ando, 2004). When making investments in human resources, executives may be nervous as no tangible results are achieved through HR programs and projects (Coopey, 2009). The idea of higher satisfaction of employees and the improved employee morale sounds good but the results derived out of it may be questionable in terms of enhanced productivity and higher revenues. The worth of HR investments as a profession by HR professionals provides them the idea of the worthiness of the project by calculating the return on investments.
The credibility of the profession of HR can be improved with the help of quantifiable metrics. The upper management of the organization is supported in the identification of measurable and specific ways through which the services of HR can benefit the organization. In present scenario, it is not enough to call a program as beneficial for the trainees by the management. The worthiness of the programs for the trainees has to be proved by the actions of the mangers and organization. At times of difficulties, the tangible support services that support the mission and vision of the organization are scrutinized crucially (Dicken, 2003). It has become crucial for the HR professionals to show that the services of HR directly impact the progress of the organization. Therefore, they must identify and eliminate those programs that are not financial efficient for the organization.
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