Hennepin County is a non-profit government agency and our mission is to provide human resources for county department to enhance performance, engage employees and excel delivering results. Hennepin County defines HR as a business partner that supports and advises county department’s leaders with decision-making process that provides alternative ways to reach their objective while ensuring legal compliance. HR explain how legislative rules, labor agreements apply in cases and propose what actions to take depending on the objective. In order for us to be effective and remain in alignment with the vision by partnering with the county department to provide progressive human resource programs and innovative solutions to achieve organizational goals.
Today, we live in a world of shrinking resources and rapidly changing environments and needs of the community. As a result, we are required to operate both effectively and efficiently. The human resources department is responsible for ensuring each department manages its goals, strategies, projects, data sharing by working together across departments and lines of business. This allows us to better utilize our resources and look for opportunities for improvements. In order for an organization to achieve all elements mentioned, a robust strategy management system is necessary in order for the human resource management team to deliver and build. Integration of the system is crucial due the business lines we support internal and
The HR department officials in most organizations perform as they should. In most cases, they also focus on achieving the right things. Human Resource departments focus organizing, controlling, and hiring employees in organizations. When organizations apply HR practices, the results are great client satisfaction, a good net margin, and reduced sickness absence (Richard and Johnson, 2001). Vermeeren et al. (2014) posit that there is a great relationship between performance and HRM. Most organizations use the human resource department to ensure that operations run smoothly.
Human resource is an appellation used in referring to the workforce of an organization or company. Human resource management is involved in the act of putting together employees in an organized manner to assure the objectives of the organization are achieved in a competent and experienced manner. Human resources are the most important services of any organization since they are the catalysts of non-human resources and the medium for developing competitive advantages and sounds of creativity. No organization can exist without a human resources department (Walsh, 2009). A company without an HR department would be reducing its operations and could collapse within a short amount of time.
Human resource departments today have a more distinct, calculated position within organizations, and human resource strategy influences the bottom line. “One of the challenges for HR leaders is convincing executive leadership teams that human capital is one of the most important resources in which the company can invest” (Mayhew, 2014, p.). Subsequently, “this return on investment is an essential part of the argument for including HR as part of an overall business strategy” (Mayhew, 2014, p.). Human resource departments utilize the information given to them from company executives and leaders, coupled with their respective expertise on all things personnel, and they plan and implement staffing concerns for the betterment of the organization. From preparing job analysis, to comparing inventory and forecasting, it is the responsibility of human resources to consider the objectives of an organization and fulfill those goals while operating the specific planning relative to HR.
Business strategies touch every entity of the business including HR which is where many of the business necessities begin. The HR function needs to be involved in the strategic management process as “each component of the process involves people related business issues” (Noe et al., 2002, 59) which is the primary function of HR. “Once the strategy has been determined, HRM has a profound impact on the implementation of the plan by developing and aligning HRM practices that ensure that the company has motivated employees with the necessary skills” (Noe et al., 2002, 83).
In order to develop a human resource strategy; there must be a linkage of the entire human resource function with the firm’s business strategy in order to improve business strategy execution. The first recommendation
Today 's fast-paced, competitive business environment has resulted in "rediscovery" of the human resource management function as a group that may be able to enhance firm competitiveness and performance by being "strategic" (Dyer & Kochan, 1995; Ulrich, 1997). Strategic Human Resource Management is a term describing an integrated approach to the development of Human Resource Strategy that will enable the organization to achieve its goals (Armstrong, 2005). Whiles strategy is an action that managers take to attain one or more of the organization’s goals. Strategy presents a general direction set for the company and its various components to achieve a desired state in the future. This results from the detailed
Apply the theories reviewed in class related to analyzing an HR function and determining the type of HRIS application necessary to automate and create a strategic alliance for this HR department. Students will have an opportunity to apply theoretical concepts to a professional business application.
The strategies adopted by our organisation can be influenced by both internal and external factors. HR are involved in the initial planning process and assisted with the formation of a business plan detailing objectives for departments to achieve.
‘HR strategy, a ‘people plan’, that will help you ensure you have the right people in your business, at the right time with the right skills to ensure you achieve your business goals’.
Wright and McMahan (1994) define strategic HRM as “the pattern of planned Human Resource deployments and activities intended to enable the organisation to achieve its goals.” A HR function should impact the success of an organisation; a policy must remain current and suitable to both the internal and external environment. Ulrich and Lake (1990) affirm, ‘HRM systems can be the source of organisational capabilities that allow organisations to learn and capitalise on new opportunities.’
The practise of Human Resources is moving from the traditional forms of managing people to a more strategic form whereby the Human Resources function is closely linked with organisational performance and success. This strategic form of human resources has increased the need for the Human Resource professional to understand the linkages between Corporate Strategy, Human Resource Strategy and Employee Integration.
An effective human resources (HR) strategy is the complete design, or strategic plan, that directs the engagement of specific HR functional areas. Subsequently, HR strategies will guide decisions about company personnel to make sure they are best suited for the company. For this to be successful, all of the functional areas of HR strategies must be directly compatible with the entire business strategy of the company (Wright, Snell, & Jacobsen, 2003). One such company that has been very successful in developing an HR strategy to support the overall business strategy, is the United Services Automobile Association, or more commonly known as USAA.
Strategic Human Resource Management has been developed to give companies a competitive edge over other companies. Since widespread access to and the use of technology have resulted in tighter margins for maintaining a competitive edge,
The term Human Resource Strategy is well defined as - “Human Resource management (HRM) is a strategic approach to managing employment relations which emphasises that leverage people 's capabilities is critical to achieving sustainable competitive advantage, this being achieved through a distinctive set of integrated employment policies, programmes and practices.” [ Bratton and Gold,4e,p3]
Strategy is the skill and planning that are involved in governing resources. In a business sense this relates to "a set of ideas, policies and practices which management adopt in order to achieve a people management objective" in studying Human Resource Management it is important to differentiate between the 'operational' and the 'strategic' methods of managing a workforce. A Strategic focus will require operating HR initiatives with an eye to long term corporate strategies and objectives. To focus on strategy would mean tackle and