Human Resource Management : An Organization 's Strategic Planning

The human resources department plays an important role when it comes down to strategic planning. To illustrate this form of planning is a vital component in strategic human resource management. The human resource department must demonstrate a plan, which is the strategy which is intended to accomplish the goal of the organization over time. This is the way the organization functions. When the human resource department is on the same page as the organization this directly links the two together and guide them on a straight

Human Resource (HR) strategic plan’s outline short term goals that have been aligned with their organization’s strategic plans. With the HR’s goals being aligned it also helps the representative know how much man power is needed from the budgeting process done through HR. The HR function of an organization is responsible for ensuring top talent is recruited and retained, which means ensuring success of an organization’s strategic plan.

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.

Human Resource function should align with an organizations strategic goals because successfully reaching the goal will require employees that are capable of completing the work. Since one of the functions of HR is to recruit, screen and on board employees they must be knowledgeable of the organizations goals in order to properly identify qualified candidates. Working closely with other managers to identify key skills needed for the job is important as well, “Successful organizations combine the experience of line managers with the expertise of HR managers to develop and utilize the talents of employees to their greatest potential.” (Snell, Morris, & Bohlander, 2016, sec. 1.6 para. 3). By being well versed in the organizations goals a human resource management team can impact the overall success of the organization. The integration of qualified candidates into a company can accelerate the company’s timeline for meeting goals and in turn save the company money and resources. Human resource management’s knowledge of the company’s goals will aid its efforts in securing human assets for the company.

Working for respectable companies based in America and Great Britain can carry wonderful benefits. The Human Resource Department must give attractive packages to appeal to skilled workers when expanding outside of the US. Bridging the gap when salaries are not as attractive can be achieved by providing other befits like healthcare, covering the cost of additional educational expenses for employees, tuition cost for children. Benefits become expensive when working with scores of people nationally and internationally. Human Resource Management plans for these types of expenses based on location and country the organization will be expanding to, overhead cost must not exceed what the organization can afford. As the organization began recruiting members of the team, it is vital to have the correct personnel be hired. Hiring the wrong people for the job can be very costly. Starting with the leadership team who will be expected to train and ahead of time to be prepared to work with others in a new setting. With conflicts breaking out around world knowing who the company is working with cannot be taking lightly. Knowing who the stakeholders are and who the company adversaries are can save money and lives. Decisive leadership in an international context is essential to high productions and partnerships globally.

Human Resource Management is commonly known as manpower planning, which is an approach to the management of people in an organization. In the past few years, human resource management has become an integral function across many organizations and a specialized area of study. The increased focus is primarily because of the recognition of the fact that employees play a crucial role in the accomplishment of the overall objectives and goals of the organization. Generally, human resource management aligns the skills of workers with the current and future organizational needs and utilizes the employee skills towards the attainment of the desired goals. In addition to human resources being an exclusive department across several organization human resource management is considered as a major department to the extent that its part of an organization's top management.

The goal of human resource management is to help an organization meet its strategic goals by attracting, developing, and retaining employees and also by managing them effectively. Our aim is to achieve a fit between managing the Project 's employees and the overall strategic direction of the project.

Human resource management faces many challenges and operates in a constant environment of change. Two of the most important challenges to the role of human resource management in the future is the ability to move to a strategic human resource model and the capacity

The key purpose of Strategic Human Resource Management is to bolster an organization’s strategic plan by ensuring consistent alignment between the human resource functions and the plan’s outlined strategic objectives. An organization’s achievement of strategic objectives is contingent on employee

The Strategic Review of Human Resource Management (HRM) was endeavoured under the organization of the evaluation Office and the oversight of a Steering Committee drove by the representative Executive Director and including the Director of the Division of Human Resources. The study was driven by MANNET, a HR and definitive organization framework arranged in Geneva. The central request had a tendency to by the study was: 'The methods by which well is UNICEF managing and enhancing its human resource capacity to accomplish. The Review was composed in four stages: Rapid definitive examination to recognize lines of solicitation and questions. Staff audit on HRM drove by the Evaluation Office; Strategic structure for unblocking UNICEF 's HR system so that significant and persisting change can be fulfilled, Catalytic steps perceived for each lever of advancement, with beginning

The modern day work place is undergoing a wide array of changes, all resulted from the numerous challenges impacting the internal and external environment of business enterprises. Some examples in this sense include the growing forces of globalization and market liberalization, the increasing cultural diversity in workplaces, the shift from a manufacturing economy to a service economy, or the advancement of technology.

To begin evaluating strategic human resource management approaches, one must first understand the concept of human resource management and how it came to be. Human resource management stemmed from what use to be called personnel management in the early 1940’s. The term human resource management (HRM) was first used in the United States and it suggests to some that “employees were an asset or resource-like machines, but at the same time HR also appeared to emphasize employee commitment and motivation” (CPID, 2016).

Human Resource Planning, therefore, holds the key in deciding the skills and competencies that are lacking in a business or the skills that need to be reinforced as part of supporting the strategic orientation of the business (Rowley & Jackson, 2010). According to Bhattacharyya (2009), it is imperative that human resource managers work closely with the senior management and strategy development teams to highlight human resource considerations in deciding the appropriate strategy for a business. Essentially, human resource management has to be part of any strategy formulation team in an organization to address the human resource dimension of strategy development and implementation. It is worthy noting that, human resource is an important production factor in organizations, without which all the other production factors cannot achieve the business goals (Marescaux, Winne, & Sels, 2013). For a business strategy to be successful, the management should involve the human resource function in development and implementation processes. Human Resource Planning, however, cannot be effective if there is a lack of proper system to gather and analyse information regarding supply and demand for labour and skills in the organisation (Pablos, 2008).

In simple terms, an organization 's human resource management strategy should maximize return on investment in the organization 's human capital and minimize financial risk. Human Resources seeks to achieve this by aligning the supply of skilled and qualified individuals and the capabilities of the current workforce, with the organization 's ongoing and future business plans and requirements to maximise return on investment and secure future survival and success. In ensuring such objectives are achieved, the human resource function purpose in this context is to implement the organisation 's human resource requirements effectively but also pragmatically,

Most experts agree that managing involves five functions: planning, organizing, staffing, leading, and controlling. In total, these functions represent the management process. The function we are going to focus on is the staffing, personnel management, or human resource management (HRM) function. Human Resource Management consists of many different strategic functions, two of which will be discussed in this paper. With the help of case studies, this paper aims to research on the best ways to carry out the two selected functions in an organization. (Dessler, 2013)