IndexRecruitment and SelectionPerformance ManagementReward ManagementLinkedIn is a social network designed specifically for connecting business professionals and professionals. Over 65 million professionals use LinkedIn to grow their careers and businesses, as well as use it to build strategic relationships (Duermyer, 2017). Therefore, their main objective is to provide a platform for business people to network. This report will critically analyze four aspects of Linked In's approach to people management; strategic human resource management, recruitment and selection, performance management and reward management. Recruiting the right candidate is extremely important for companies like LinkedIn, as employees are fundamentally at the root of a company's success, and while LinkedIn has put in place many strategies and reward systems, these will not prove effective unless employees cannot express the corresponding behavioral profiles and demonstrate that they possess the fundamental characteristics. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an Original Essay Strategic human resource management supports long-term business goals and outcomes 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 strategy has 5 main parts. There is a specific set of “best practices” that will always produce superior results, including the human capital foundation, motivation, and opportunity to contribute. LinkedIn's explosive growth saw their headcount increase from 700 to 6000 employees in four years (Shaw and Schifrin, 2015). Therefore, this increase in the human capital base will add to the skills and knowledge the company has to work with. For the strategies developed by LinkedIn to be successful, for example by increasing monetization by creating value for LinkedIn members (Shaw and Schifrin, 2015), aspects such as innovation and critical thinking are crucial. Innovation can come from the highest levels of management or it could be a spontaneous creation of mid-level employees taking the initiative to solve a problem or develop a proposal for change, and the most successful companies allow for both. (Kanter, 1986) As part of LinkedIn's employment brand promise, employees have the opportunity to transform themselves, and as part of this, they can participate in a "Hackday" once a month. This allows employees to put together a team to address problems and find solutions (Shaw and Schifrin, 2015). It is a useful tool that provides employees with a platform to devise solutions and ideas that the company can take forward and develop in the field of innovation; Hack Days will also help increase employee confidence, as they will be 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 practices", as a day where employees are able to do something different and interact with other colleagues will help both motivation and contribution. An implication of this, however, may be that employees need to be given more discretion and that some failures may need to be overlooked or occasionally rewarded so as not to hinder motivation and passion. As a result, some individuals may begin to suffer from a superiority complex withfeelings of greater personal and moral control. This, therefore, may lead to greater commitment from the “self”, rather than the organization as a whole. (Schuler and Jackson, 1987) This type of employee behavior, therefore, is not in line with 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 behave like an owner in every decision made, considering what is best for the well-being of the entire company. LinkedIn, therefore, will need to be careful about allowing employees to take risks or suggest ideas, as they won't hinder engagement or motivation, but they also won't want to create selfish, hedonistic employees who lose focus on the company's core effort. .Recruitment and selectionRecruitment includes the practices and activities carried out by the organization with the primary purpose of identifying and attracting potential employees (Barber, 1998). When filling a position, LinkedIn reviews internal candidates first (Shaw and Schifrin, 2015). There is a lot of movement within the company and this is in line with the “Tour of duty” aspect of the company's employee value proposition. This helps prevent high turnover and allows employees to continue to grow and learn new skills, as well as the fact that employees tend to work harder when the likelihood of promotion is high (Fisher, 2006). Thus helping to promote LinkedIn's core value of demanding excellence, as well as ensuring that these employees are already able to identify with the company's culture and core values. However, when it comes to recruiting internally, there is a risk of demoralization, according to equity theory. , motivation is based on a person's evaluation of the ratio of the outcomes he or she receives (e.g., promotion) for inputs at work compared to the same ratio for another comparison (Hitt, 2011). This could, therefore, lead to discouragement and discomfort among employees and, as a result, the company could suffer from people looking for work elsewhere due to a feeling of unworthiness, meaning that the goal of avoiding high turnover it may not be achieved anyway. Additionally, LinkedIn has a rigorous hiring process that can take an average of 55 days (Shaw and Schifrin, 2015). Understandably, the company wants to ensure that it hires the best people for the positions and wants to ensure that these candidates also fit the company culture, however, extensive interviews can take a significant amount of time and money, which could be placed in the business elsewhere , for example by helping to realize one of LinkedIn's main strategies such as expanding international presence (Shaw and Schifrin, 2015). Selection is extremely important for LinkedIn, as if the wrong candidates were hired this could lead to poor performance, additional training, demotivation of others, high levels of absence and so on, which would still end up representing a large cost to the company. (Torrington et al., 2014) However, to be more efficient in this process, the company will want to focus on a well-written job description, which communicates the unique attributes of the job that would make it stand out in the eyes of the public. right individual. Furthermore, since the company believes that they are not very efficient when it comes to functional screening of candidates over the phone, they must therefore equip themselves with the right set of tools to help them screen quickly and efficiently, such as the ability to quickly screen is critical to part of an efficient hiring process. (Simplicant, 2018) Performance Management The management ofPerformance is a process of linked activities that aim to ensure that objectives are achieved as efficiently and productively as possible. (HRZone, 2018) A significant part of LinkedIn's employee value proposition is their compensation package, including a pay-for-performance system (Shaw and Schifrin, 2015). Performance-related pay (PRP) is a way of managing pay by linking salary progression to an assessment of individual performance, usually measured against pre-established targets. But despite the common use of PRP systems, questions still remain about its effectiveness. (CIPD, 2018) On LinkedIn, employee ratings have a strong impact on 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, as well as foster the creation of an open communication culture within LinkedIn; aiding their current core principle of collaboration (Shaw and Schifrin, 2015) as workplace relationships will thrive in a culture that recognizes achievement and values ​​accountability. (Business Queensland, 2018) However, evaluating employee performance and performance is a time-consuming process, especially on LinkedIn where employees carry out their own evaluations, are evaluated by managers and receive feedback from colleagues multiple times during the year. Because they are conducted so frequently, completing these assessments quickly may be considered more important than doing them well; when you start with a lack of understanding of the value of a good assessment, without commitment to perform them correctly, and with an inadequate process to support the generation of a good assessment, you have little chance of achieving a good end result. (Workforce Magazine, 2018) Therefore the exercise just becomes a waste of time and resources for the company and overall lacks efficiency. Furthermore, using this method as a determinant of price-related premiums could lead to many potential problems within the company; one of which is quality deterioration. Performance-related pay where LinkedIn employees are aware of being evaluated by peers, as well as managers, may focus more on quantity rather than quality (Bizfluent, 2018). If employees are in a rush to get things done, they may try to take shortcuts and mistakes will be made as a result. This will then have a greater negative impact not only on themselves but on the company as a whole. Furthermore, extra pay may not be an important motivator in the workplace, as very often the work itself is the source of true motivation. (Herzberg, 1968)) In addition to the PRP which accentuates the difference between the highest paid and lowest paid employees within LinkedIn. (The Economist, 2018) Therefore, when considering performance management, LinkedIn could look to put systems such as coaching in place, creating an environment where employees can seek advice on how to achieve performance levels and ensure morale is high among all and not in favor of some employees over others. (Blanchard, 2018)Reward ManagementReward management is defined as the strategies, policies and processes necessary to ensure that the value of people and the contribution they make to the achievement of organisation, department and team objectives are recognized and awarded (Armstrong, 2010). LinkedIn wants to encourage and reward performance by linking it to an individual's career.