How Can Hr Management Systems and Practices in Singapore, Be Re-Designed Using Km and Ol Principles to Increase Innovation and Competitive Advantage over the Next Five Years.

In today’s competitive and ever changing economy, the challenges of Human Resource Management (HRM) is becoming more demanding of strategic responses to its functions as the new era unfolds. The primary function of human resources is to use strategic goals and objectives in order to improve performance outcomes and develop organisational culture that foster innovation and flexibility. Staffing, training and performance management are important functions of human resources, if carried out effectively the success of a setting becomes imminent.

Organisations need to consider succession planning alongside workforce planning, to ensure that their longer term objectives can be delivered in the future by the right people with the right skills.

Organizational politics may interfere with decisions on training needs and employee relations may also interfere with HRD. The idea of a learning organization may be difficult to implement as employees may be fearful of or resist change. The organizations culture may give little consideration for training and not see the link between HRD and organizational strategy. Smaller companies or companies that are

Learning and Development (L&D) is considered a significant function of the Human Resource Management (HRM), which is related to the activities performed in an organization, which aim to enhance and advance the performance of the group of employees and the individual employees in the considerable settings of an organization. This essay discusses the key issues that occur during the process of Learning and Development (L&D) and elaborates a literature review based upon the findings of Learning and Development (L&D). This essay is designed to encourage strategic thinking about learning, development and knowledge creation and management, and provide basic of understanding regarding the contribution of Learning and Development (L&D) in the field of Human Resource Management (HRM).

Succession planning is one of the most important career development tools used by organizations. This is done to determine the backups for each senior position by identifying and training the executives who are at the next-lower levels. Succession planning is not always the easiest process. There are barriers that are affiliated with this process. The most challenging succession planning barrier that I foresee is choosing the successor. There are many talented qualified people in organizations today, the hardest part is weeding through all candidates and finding the best successor to replace the best person already in the role. This challenge is present in informal and formal succession planning. The best strategy to mitigate selecting the best possible candidate is to come up with a panel that can make decisions. This panel should consist of a representative of HR, a representative of the board of directors, and the candidate of the succeeding position if applicable.

The role of HR in the present scenario has undergone a sea change and its focus is on evolving such functional strategies which enable successful implementation of the major corporate strategies. In a way, HR and corporate strategies function in alignment. Today, HR works towards facilitating and improving the performance of the employees by building a conductive work environment and providing maximum opportunities to

We have 167 regular full time salaried employees. The rate of organization growth is expected to flatten over the next two to three years. We have a traditional hierarchical organization, but we are seeing more and more, the emergence of dual reporting and cross-functional responsibilities typical of a matrix organization. Our base functional departments are Sales, Product Engineering, Manufacturing Engineering, Production, Materials & Logistics, Quality, Purchasing, Accounting, MIS and Human Resources. Approximately 60% of our salaried jobs are technology driven (Engineers or Technologists). We are not alone in our growth. Market demand in SW Ontario and Michigan is pretty strong for academically qualified and experienced professionals especially for technical positions. We are seeing about 3% annual unplanned turnover measured across all departments. As a relatively young company, our retirement rate has been negligible to date. However we expect that this will accelerate over the next several years to include several individuals in key leadership positions. The growth, matrix influences, unplanned turnover, anticipated key leadership retirements, and relative inexperience of our new employees have presented a challenge to succession planning.

Tacit knowledge and explicit knowledge can be extremely important in our current workplace. These two are developed over time that help employees become expertise in their fields. Each one can bring value not only to the employee but the company in general. While employees cannot be directly seen, or observed learning, we can tell when people have learned by observing their behaviors. These behaviors are developed through either their experiences or what’s called tacit knowledge or classroom settings which is known as explicit knowledge. These two are not necessarily independent from one another, employees typically need some tacit knowledge to better understand explicit knowledge, while having some tacit knowledge can make learning explicit

Schuler and Jackson (1987) propose the model of Human Resource Management as the business strategic policies and practices of the organization. This framework is to achieving competitive advantage in different industry condition. They argue for fit in different industry condition and business strategic. It includes innovation, quality enhancement and cost reduction. This business strategic associated with particular employee role behaviors and HRM policies and practices.

Schuler and Jackson (1987) propose the model of Human Resource Management as the business strategic policies and practices of the organization. This framework is to achieving competitive advantage in different industry condition. They argue for fit in different industry condition and business strategic. It includes innovation, quality enhancement and cost reduction. This business strategic associated with particular employee role behaviors and HRM policies and practices.

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,

Succession planning selects and develops future company leaders, but it is also an important opportunity an organization can use to develop employees for non-management roles. Succession planning concentrates on high-potential employees that the organization considers promising for higher-level manager positions (Noe, 2016).

How can HR management systems and practices in Singapore, be re-designed using KM and OL principles to increase innovation and competitive advantage over the next five years.

Aim: This research will help us understand the role played by Strategic Human Resources Management in Organizational success, what role a HR manager plays in improving organizational efficiency and how it differs from traditional Human Resources Management.

The present study aimed at measuring the practice of Succession Planning and its impact on