Table of contentsRecruitment and selectionPerformance managementReward managementLinkedIn is a social network specially designed to allow professionals to connect. More than 65 million professionals use LinkedIn to grow their careers and businesses, as well as build strategic relationships (Duermyer, 2017). Therefore, their main goal is to provide a platform on which business people can network. This report will critically analyze four aspects of Linked In's approach to people management: strategic human resources management, recruitment and selection, performance management and rewards management. Recruiting the right candidate is extremely important for a company like LinkedIn, because employees are fundamentally the foundation of a company's success, and although LinkedIn has many strategies and reward systems in place, these do not will only be effective if employees can express themselves. the corresponding behavioral profiles and prove that they possess the key attributes. Say no to plagiarism. Get a tailor-made essay on “Why Violent Video Games Should Not Be Banned”? Get the original essay Strategic human resource management supports long-term business goals and results with a strategic framework. (CIPD, 2018) These strategies are crucial to the growth and prosperity of a business, as well as its ability to gain and maintain a competitive advantage; LinkedIn's strategy has 5 main parts. There is a specific set of “best practices” that will always produce superior results, including the human capital base, motivation and opportunity to contribute. LinkedIn's explosive growth saw its workforce increase from 700 to 6,000 employees in four years (Shaw and Schifrin, 2015). Therefore, this increase in the human capital base will add to the skills and knowledge with which the company must work. For the strategies developed by LinkedIn to be successful, for example increasing monetization while creating value for LinkedIn members (Shaw and Schifrin, 2015), aspects such as innovation and critical thinking are essential. Innovation can come from the highest levels of management or It could be a spontaneous creation of mid-level employees who take initiative to solve a problem or develop a change proposal and the most successful companies enable both. (Kanter, 1986) As part of LinkedIn's employment brand promise, employees are given the opportunity to transform themselves, and as part of this, they can participate in a "Hackday" once a month. This allows employees to build a team to solve problems and find solutions (Shaw and Schifrin, 2015). It is a useful tool that provides a platform for employees to design solutions and ideas that the company can take forward and develop through innovation; Hack days will also help build employee confidence, as they are more likely to suggest ideas if they feel they have a voice within the company that will not only be heard but taken into account. Additionally, Hackdays will help bring the company closer to “best practice” – as a day where employees can do something different and interact with other colleagues will help with both motivation and contribution. that employees must be given more latitude and that certain failures must be overlooked or sometimes rewarded so as not to hinder motivation and passion. ByTherefore, some people may begin to suffer from a superiority complex with an increased sense of personal control and morale. This can therefore lead to greater commitment from “self” rather than the organization as a whole. (Schuler and Jackson, 1987) This type of employee behavior therefore does not correspond to the attributes highlighted in LinkedIn's core values, particularly those such as “Act like an owner”. (Shaw and Schifrin, 2015) Where employees are expected to act like an owner in every decision he makes, considering what is best for the well-being of the entire company. LinkedIn will therefore need to be careful when allowing their employees to take risks or suggest ideas, as they will not want to hinder engagement or motivation, but they will also not want to create selfish, hedonistic employees who lose focus on the main effort of the company. .Recruitment and SelectionRecruitment includes the practices and activities carried out by the organization with the primary aim of identifying and attracting potential employees (Barber, 1998). When filling a position, LinkedIn first reviews internal candidates (Shaw and Schifrin, 2015). There is a lot of movement within the company and this fits with the “Tour of Duty” aspect of the company's employee value proposition. This helps prevent high turnover and allows employees to continue to develop and learn new skills, not to mention that employees tend to work harder when the probability of promotion is high (Fisher, 2006 ). Helping to promote LinkedIn's core value of demanding excellence, as well as the ability of these employees to already identify with the company's culture and core values. However, when it comes to recruiting internally, there is a risk of demoralization as per equity theory. , motivation is based on a person's evaluation of the ratio of outcomes he or she receives (e.g., a promotion) for work inputs versus the same ratio for another comparison (Hitt, 2011). This could therefore lead to discouragement and discomfiture among employees and as a result the company could suffer as a result of people seeking employment elsewhere due to a sense of unworthiness, meaning that the objective of avoiding high staff turnover might not be achieved anyway. Additionally, LinkedIn has a rigorous hiring process that can take an average of 55 days (Shaw and Schifrin, 2015). Naturally, the company wants to make sure it's hiring the best people for the positions and wants to make sure those candidates also fit into the company culture. However, in-depth interviews can take a lot of time and money - which could be injected elsewhere in the company, for example helping to achieve one of LinkedIn's main strategies, such as expanding presence international (Shaw and Schifrin, 2015). Selection is extremely important at LinkedIn because if the wrong candidates are hired, it could lead to poor performance, additional training, demotivation of others, high absence levels, etc., which will end up accounting for a significant cost for the company. (Torrington et al., 2014) However, in order to be more effective in this process, the company will need to focus on a well-written job description, which communicates the unique attributes of the position that would set it apart from the rest. good person. Additionally, as the company realizes that it is not very effective in functional selection ofcandidates by telephone, it must therefore equip itself with the right set of tools to help them select quickly and efficiently, as the possibility of speed of posting is essential to an effective recruitment process. (Simplicant, 2018)Performance ManagementPerformance management is a process of linked activities that aim to ensure that objectives are achieved in the most efficient and productive manner possible. (HRZone, 2018) An important part of the employee value proposition at LinkedIn is their compensation program, including a pay-for-performance system (Shaw and Schifrin, 2015). Performance-related pay (PRP) is a way of managing pay by linking pay progression to an assessment of individual performance, usually measured against pre-agreed targets. But despite the common use of PRP programs, questions remain about its effectiveness. (CIPD, 2018) At LinkedIn, employee reviews are heavily factored into compensation decisions; which are conducted formally once a year and informally more often in many groups (Shaw and Schifrin, 2015). These staff performance reviews help employees recognize and value their team members, while driving the creation of a culture of open communication within LinkedIn; this will contribute to their current core principle of collaboration (Shaw and Schifrin, 2015), as working relationships will thrive in a culture that recognizes success and values ​​accountability. (Business Queensland, 2018) However, performance reviews and employee performance is a time-consuming process, especially at LinkedIn where employees complete their own reviews, are evaluated by managers and receive feedback from their peers several times. times during the year. Due to the high frequency of these assessments, it may be considered more important to complete these assessments promptly than to do them well; When you start with a lack of understanding of the value of a good assessment, a lack of commitment to doing them well and a poor process to support the generation of a good assessment, you are unlikely to achieve a good final result. (Workforce magazine, 2018) Thus, the exercise simply becomes a waste of time and resources for the company and lacks overall effectiveness. Additionally, using this method as a determining factor for price-related rewards could lead to many potential problems within the company; whose quality deteriorates. Performance-related pay, where LinkedIn employees know they are being evaluated by their peers, as well as managers, may focus more on quantity than quality (Bizfluent, 2018). If employees are in a hurry to get things done, they may try to take shortcuts and mistakes will be made. This will therefore have a greater negative impact not only on themselves but on the company as a whole. Additionally, extra pay may not be a major motivator in the workplace, as it is very often the work itself that is the source of true motivation. (Herzberg, 1968)) As well as the PRP accentuating the difference between the highest paid and lowest paid employees within LinkedIn. (The Economist, 2018) Therefore, when it comes to performance management, LinkedIn could consider implementing systems such as coaching, creating an environment where employees can seek advice on how to achieve performance levels. performance and ensure that morale is high among everyone and.