Deloitte’ Success and Its Strategic Human Resource

It is important that HRM consultants create a strong and sound strategy to keep and gain the competitive advantage. By successfully implementing good HRM strategies, companies can provide excellent talent and improve by staying current on the latest technologies and other information talent (Welcome to HR Consultants, Inc., 2009). This will allow clients to increase productivity within the organization; which in turn will increase profits. The greatest organizations realize that effectively managing the HRM strategies and know that employees are their greatest asset and that they are important to their survival. A sound understanding of HRM strategies will allow clients to keep their competitive advantage (Welcome to HR Consultants, Inc., 2009).

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.

“The human resource planning process, demands the HR manager to first understand the business requirement. Only if he comprehends the nature and scope of the business, will he be able to employ those who will deliver the required performance. When it comes to engaging the

Through this case study I will be discussing strategic management. Strategic management can be defined as a process where an organization attempts to determine what actions need to be taken to achieve the overall objectives and more importantly how to meet them (Mello, 2015, p. 114). For a company to strive and meet their goals, deadlines, and missions they must stay conscious of the strategic plan put in place for the success of the company. If the company does not have a good strategic plan the company could fail. With correct planning a company could succeed without fail. Something that needs to be taken into consideration in the strategic plan should be investing into the company’s human assets. At first it may look like it is causing the company more issues however in the long run it will strengthen the company and moral making a more successful company. This could help with customer relations, and the organization status which will help produce additional revenue for the company.

Although this was a Human Resource Management book the topics related to organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training all tie in to innovation and management process. With strategic management and innovation being a vital component to a company’s success, the topics that were discussed in the book provided great contents

Suggest a significant opportunity for HR to become more of a strategic partner within an organization. Justify your response.

Human Resources often begins as very tactical policies, records, compliance, discipline, compensation, benefits, job descriptions, hiring, performance management (). Taken to the next level, HR becomes strategic, connecting employees to the business mission, values, and vision, in order to drive business results (). Employee goals and metrics align to the business strategy and rewards tie into results. Additionally, careful consideration is given to developing talent pipelines, employee succession plans, and career planning in order to respond flexibly to the inevitable work flow and staffing changes that all businesses experience ().

1a. Rio Tinto is a business that operates in many countries. When there was a global recession, Rio Tinto had to fire some of its employees so they could stay in business. Rio Tinto’s HR used their strategic role to revamp their HR, the HR addressed the needs of the company, and how human capital fits into these needs of the company (Mathis, Jackson, & Valentine, 2014, p. 16). Rio Tinto’s HR used a different approach then they would have used previously. Previously, the company used an approach that would analyze every business unit, then managers and HR directors would approach the reduction in force differently. The company adopted a coordinated approach to lay off its employees globally. This approach was an efficient and ethical way to downsize their workforce. The HR department recognized key leaders and managers in the organization and moved them internally, so they would be able to retain them. These leaders

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.

In general, I think Deloitte Consulting is a great company to be at. It's a real fratty culture, people are always active and you meet some of your really great friends. That said, it really depends what your goals are. I think starting out at Deloitte Consulting is a great place. You get some good training, some client exposure and can see friends across the country with alternative travel. If you have a family and you're traveling every week, it can be a real drag and perhaps it’s not the optimal place. I think the happiest people were Analysts and Principals. I started at Deloitte Consulting, straight out of school. I think though, part of it comes down to a lot of luck. If you're flying to nobody vile Montana every week, with a skimpy expense budget and needing to work on Sundays for some integration testing, yea it’s not great. If you're flying every week to San Diego to do some exciting new pursuit with a healthy expense budget working only the requisite 8-6, it rocks. Also, there's not as much latitude in what you're doing. For example, if you want to do Media work, but Deloitte thinks you're a real utilities guy, then you're a utilities guy, but honestly, I don't think this is true just for Deloitte, I think that's true at any consulting firm. You're going to go where you add the most value,

It is important for HR Management to transform from being primarily administrative and operational to becoming more strategic contributor because of the involvement of competitive advantages through a company s’ employees. Strategic HR managers need proceed with the professional growth by hiring employees with high potential and giving them opportunity to learn and make lot of experience from their job roles where can access to brightest future in the industry. Secondly, the executive succession where the strategic HR managers will hiring the potential successors and grooming them with experience and advancement to be ready for replacement of the owner of company. A company can be in right direction if proceed with the strategic succession planning. Third is the labor cost efficiency. Strategic HR department mainly focus on their top performers who effort the most to organizational goals and long-term company success. A strategic HR philosophy ensures the employees satisfied perfect where by paid to

During 2006, the first part of Alan’s plan was to convince bankers into giving Ford Motor Company billions of dollars to complete this company overhaul. Once they were provided with the right amount of money, the plan was able to be executed. With this plan came a timeline; by the year 2009, the company planned to have the ‘One Ford’ mission in action and to see production increase. Because of such a short timeline, HRD was ultimately involved throughout the entire process. As part of the company’s “One Team” approach, certain areas of the plan are discussed and analyzed to examine if anything can be improved; this is accomplished by using everyone in the company. Employees are able to share how they feel about certain areas of their work and give their opinions on how certain things should change or stay the same; after everything is examined, the leaders of the company are the ones held responsible and accountable for making the changes, if any, to whatever was examined (Ford Motor Company, 2010). During this process, new strategies can also be provided by using the employee’s opinions and assessments of their strengths and weaknesses. This ultimately shows the use of human resource development as part of the company’s competitive strategy. Without the employees understanding how to complete their job correctly, the company would plunder. Thus, the company makes

Instead, human resource practices of ‘best fit’ are more effective when they are designed to fit certain contingencies in the organization’s specific context. Consequently, ‘best practice’ is perceived to improve performance within an organization when a select bundle of policies is implemented and the employees are managed more efficiently. Jeffrey Pfeffer’s (1994) work under this conception offers a list of seven practices assumed to be most beneficial to an organization for achieving competitive advantage ‘through people’. (1) The importance of employment security is emphasized because it is unrealistic to expect such hard work and commitment from employees without some expectation of security on their part. (2) Selective hiring is a source of sustainable competitive advantage through its “capturing” of particularly exceptional human talent (human capital). (3) Self-managed teams require efficient teamwork, and are seen as a route to achievement of more creative solutions. Employees deserve to be rewarded for

The field of human resources (HR) plays a critical role in the performance and success of organizations. As organizations have become increasingly more complex, the effective management of HR has become even more important. The traditional perception of HR as only an administrative office is no longer valid. Instead, contemporary HR is directly involved with the internal organizational structure, business operations, and variety of functions carried out by employees on a daily basis (Reed & Bogardus, 2012). HR functions impact the organization’s strategic planning, improvement processes, and goal achievement. Six core bodies of knowledge provide the foundation for all of these HR functions. These areas are: strategic

Deloitte Consulting is one of the largest and most diversified consulting services operating in the United States and major metropolitan centers globally. Deloitte's mission statement is to assist is clients and employees excel (Sidney, 2010). Audit & Enterprise Risk Management Services, Financial Advisory Services, Tax, Deloitte Growth Enterprise Services in addition to fourteen other services comprise the company's portfolio (Sidney, 2010). Deloitte is a world leader in enterprise tax management, risk management and regulatory compliance, in addition to strategic planning for operations, technology adoption and human resources as well. Deloitte is also adept at managing outsourcing consulting across its many business units, a core competency that has given the company formidable competitive depth relative to competitors including Accenture, KPMG, McKinsey & Company and PriceWaterhouse Coopers (PWC). In the last decade Deloitte has practices in twenty different industries, ranging from aerospace and defense, automotive and banking & securities to Oil & Gas, retail and distribution, technology and travel, hospitality and leisure (Sidney, 2010). Deloitte relies on its partners in each of these practice areas to coordinate business-based and technology-related solutions to customers' problems. Often this includes the coordination of large scale project teams where there is the need for extensive cross-functional expertise to solve a