Strategic Role of Human Resource Management Assignment

Strategic Role of Human Resource Management - Assignment ExampleA good place to cast down this was in the business of home textiles, as the firm successfully established its first renowned brand in the home textiles market in Turkey. in the first place in 1990s, the firm managed to engage itself in the business of electronics after acquiring Vestel Electronics. Zorlu aimed further to expand by taking the plunge into the energy sector in 1996. After ten years, the firm started to initiate another business in the real estate.Today, in Vestel Electronics alone, Zorlu is employing more than 15,000 people, and having 1,050 sales points and 400 after-sales service centres. Having almost 50 companies, Zorlu has now become home to around 30,000 employees who manage to work with the company for the future of providing highly improved quality of life for all.Prior to the actual perception of potential applicants who would make it through the entire recruitment transition, the Zorlu Group i s adhering to its policy to select the human resource having a heart to live in its magnetic core values. On its website for its Human Resource Policy, the firm states, We expect every employee to commit to our groups shared values (Zorlu Holding, 2013). This shows that Zorlu would want to become effective in employing its corporate culture and strategy by making sure that the human resource has the adherence to its core values.After passing the tests, the successful applicants would proceed to series of at least 2 or 3 discourses with the HR or the executives in relevant departments who would initiate at some point a competency-based interview (Zorlu, 2009).Those who would make it all the way from the general tests to interviews proceed to offer stage. This is the final part of the recruitment process where the applicants would receive employment contracts if they accept the offer (Zorlu, 2009).This process is a clear indication of optimising the human resources potential contri bution for organisational benefit (Compton et al., 2009). This also paves the