Human Resources Manager and Investment and Financial Analyst Jobs

Authors

  • Fariyal Hamed Hamdan Bin Mohammed Smart University

DOI:

https://doi.org/10.47604/jhrl.3603

Keywords:

Staffing Strategy, Recruitment, Selection, Internal Recruitment, External Recruitment, Financial and Investment Analyst

Abstract

Purpose: This paper develops a structured staffing plan for two strategic organizational roles: the Financial and Investment Analyst and the Human Resources Manager. The purpose of this paper is to propose role-specific recruitment, selection, onboarding, and retention strategies that improve hiring quality and support sustained organizational performance.

Methodology: Using a descriptive and analytical methodology, the study synthesizes established human resource management and staffing literature. The paper proposes internal recruitment for the Financial and Investment Analyst position to leverage organization-specific financial knowledge.

Findings: For the Human Resources Manager role, external recruitment through professional networking and social recruitment channels is proposed to broaden the candidate pool and enhance talent quality. Selection systems are structured using multi-method assessment approaches that combine resume screening, ability tests, and work sample assessments. The study also outlines cut-score banding as a flexible decision rule.

Unique Contribution to Theory, Practice and Policy: The main implication of this paper is that staffing decisions should be aligned with job-specific competencies. Overall, the framework provides an integrated staffing approach that enhances workforce capability, improves retention, reduces turnover risk, and strengthens organizational performance.

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References

Azmy, A. (2018). Recruitment strategy to hire the best people for organization. Journal of Management and Leadership, 1(2). http://jurnal.tau.ac.id/index.php/jml/article/view/40

Cloutier, O., Felusiak, L., Hill, C., & Pemberton-Jones, E. (2015). The importance of developing strategies for employee retention. Journal of Leadership, Accountability and Ethics. http://m.www.na-businesspress.com/JLAE/Pemberton-JonesEJ_Web12_2_.pdf

Gberevbie, D. E. (2010). Strategies for employee recruitment, retention, and performance: Dimension of the Federal Civil Service of Nigeria. African Journal of Business Management, 4(8), 1447–1456. https://doi.org/10.5897/ajbm.9000526

Golec, A., & Kahya, E. (2007). A fuzzy model for competency-based employee evaluation and selection. Computers & Industrial Engineering, 52(1), 143–161. https://doi.org/10.1016/j.cie.2006.11.004

Hausknecht, J. P., Rodda, J., & Howard, M. J. (2009). Targeted employee retention: Performance-based and job-related differences in reported reasons for staying. Human Resource Management, 48(2), 269–288. https://doi.org/10.1002/hrm.20279

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Published

2026-01-20

How to Cite

Hamed, F. (2026). Human Resources Manager and Investment and Financial Analyst Jobs. Journal of Human Resource and Leadership, 11(1), 47–58. https://doi.org/10.47604/jhrl.3603

Issue

Section

Articles