Critical Review of Article a New Mandate for Human Resources

In an era of organizational flux due to competition and globalization, companies and employees are faced with constant change. Leaders must be able to adapt to change as the environment shifts. HR has been known as the organizational change agent, administrative expert, and employee advocate. More recently they have been regarded as business strategic partners for many organizations. In order to be successful and remain competitive in today’s market, Human Resources (HR) must be considered a strategic partner if an organization wants to flourish. Top executives today commit significant resources to ensure that their company’s functions are capable of rapid change and achieving their

Furthermore, it is stated that HRM practices can also be categorized on the basis of their emphasis into three sets viz., quality focus, cost reduction, and differential innovation (Guest, 1997). The importance of effective HR practices can be judged by the fact that with the effective execution of HR practices, the employees tend to be more committed to their work and they go the extra mile to add to organization’s benefit.

HR professionals have to think carefully about what they are doing in the context of their organization and within the framework of recognised body of knowledge. They have to perform effectively in the sense of delivering advise, guidance and services that will help the organisation to achieve its goals.

In HR Sector there are lot of things to be repaired, fixed and improved in order to maintain the business and staff effectively. Some changes have to be installed.

In contrast to workers’ compensation, OSHA does not provide payment to injured workers. However, OSHA implements safety policies and standards by company inspections, citations, and fines. In addition, OSHA mandates employers to educate and train employees regarding the specific dangerous substance regulation called the Hazard Communication Standard

I have been asked to provide a report that supports the retention of the HR function within our organisation. In this report I will explain how Human Resource activities support the organisations strategy and how HR professionals support line managers and their staff.

Our people are proud to be a leading dental corporate in the UK” (Southern Dental, 2006). HR needs to understand where the business is at present, where is going and how to get to where the Company wants to be.

First, build a business-strategy-oriented HR function team and working principle. Just like Wessel, I will add a new position to the corporate HR staff, director of organizational development, and this person should thoroughly understand business. Meanwhile, I will shift the director of compensation and benefit to a new leader with the same qualification. Considering the lack of business knowledge and awareness, I will initiate a comprehensive HR leadership program. In this program, those HR employees, who have potential but without business experience, will be assigned into non-HR operating divisions to attend a job rotation. In addition, I will invite outside HR professional consultants to provide training about how to change mindset and be a successful partner with business units. On the other hand, HR people must be involved in related business planning. HR people in business unit should attend the weekly, monthly and quarterly business operation staff meeting to gain first-hand information, and co-work with line managers to solve their problems on site. HR people in headquarters should have a keen understanding of requirement from the management team, understand various needs of the diverse business units, and correct, bring in new programs and processes accordingly. A very important change is the HR performance appraisal system. HR

The current function of HR can be defined as supporting “the delivery of the organisation’s strategy and objectives through the effective management of people and performance” (Taylor & Woodhams, 2012; 22). This definition is furthered by a CIPD survey (2007; 2-3), which indicated that the key functions of HR are: recruiting and retaining staff, progressing performance management to maximise the value of employees and increasing employee engagement.

Helping to gain buy-in to the new HR model, through developing the roles and responsibilities for the important new HR groups and further advocating the case for the changes. Leading on the development and implementation of the People Plan which has provided the framework for guiding and managing the transition (downsizing, restructuring and reskilling) of the HR function – and aspects of the related changes required of managers and individuals as a result

The essay introduces the framework of the HR scorecard, which is modelled after the Balanced Scorecard developed by Kaplan and Norton. The first few sections describe the problems with traditional approaches to viewing HR’s role in business performance. It explains why HR should be looked at as a strategic asset. The HR architecture is then described in brief. It highlights the links between the HR scorecard and the Balanced Scorecard. The nature of HR deliverables including performance drivers and enablers is explained. The seven-step model explains the details of implementing an HR Scorecard. The basic benefits of the HR Scorecard are highlighted. Finally, to highlight the

Managing change and implementing new ideas, methods and strategies are responsibilities of the HR Function. Forward thinking is vitally important to a successful organisation and HR will translate the short and long term

Human resource departments act as a means to organize a business structure while managing its most valuable resources. In the hospitality business, many would agree that a company’s most valuable resource is its employees. Despite a human resources departments many functions, benefits and compensations tend to be what attracts employees to its potential employers. Regardless of the country a company may be located in (e.g. Netherlands, Brazil, or the United States), benefits such as: vacation, sick leave, overtime, etc. will always be relevant. Social, cultural, political and technological factors may influence the way companies implement this segment with the guidance of the human resource department, but it is a company’s

HR can help to bring about changes to the organization, because it can orient employees towards the tasks that will allow the organization to achieve those changes. Job descriptions and performance appraisal systems in particular play a significant role in guiding employees to specific. By outlining the tasks and measures that the company will expect of its employees, it will guide the actions of those employees to meeting those objectives. Thus, HR needs to ensure that the objectives in its job descriptions and performance appraisals are in line with overall company objectives.

When implementing change, managers must act as change agents. By definition, change agents are the catalysts that ensure the change process flows from one phase to the next until the change becomes permanent. Change agents possess an ability to motivate others, exhibit strong interpersonal skills, flexibility, confidence, and an ability to derive ideas from variable sources of input. Organizational leaders should look for these characteristics when assigning responsibility for managing the change process.