Organizational Strategy For A Successful Business

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.

Contemporary globalization of businesses and growing global market competition has made effective human resource planning as one of the major strategies to forge ahead and remain proactive. It can be said that an organization 's success lies to a great extent to the knowledge, skills, creativity, and dedication of its workforce. Every aspect of an organization needs human capital to drive its activities or operations to achieve individual strategic goals and objectives towards its purpose of existence, growth, and competitive status. Companies can compete at all levels of the marketplace through improved commitment not only through creativity, innovation, and research, but also human resource development (Truong, Heijden, & Rowley, 2010). In this regard, the human resource planning is needed to ensure a systematic analysis of human resource needs so that the right quantity and quality of employees are always available when required. Fundamentally, organizations are looking for the best people that would help drive them to their desired destination of achieving their missions. Therefore, it is important to develop human resource strategies to support organizational strategies, through measures such as forecasting human resource requirements, and effective strategic staffing. Technically, an organization 's mission, goals, and objectives drive its strategy and human resource (HR) and staffing strategy in an interactive manner. The purpose of this

Human resources involves workers who are in charge of the organization and responsible for implementing strategies and policies that relate to the management of individuals. It is a very important part of a company’s success and ultimately decides how much the company can grow and achieve (Vasquez, 2003). Human resource managers seek to achieve this success by arranging the supply

Staffing has always been considered as the foundation for organizations' growth, development, survival, and competitive advantage. A successful staffing process may require effective advance preparation and planning in order to address support services required to advance organizational goals and workforce planning. Having read through the company's (Tanglewood) overview and job descriptions for the various positions, I think this topic offers an opportunity to explore some of the theoretical aspects of staffing organizations model in recommending some effective and efficient ways of employing the best personnel to fulfill the company's goals. The staffing plan or model to be used for this company is intended to monitor and control human capital

The human resource department recognizes the importance of having the right human capital as a means to attain organizational objectives and we can establish our values depend on hiring and retaining skilled and effective staff members. This plan provides steps to follow to ensure highest quality of employees.

7. Which one of the following generic types of competitive strategy is typically the best strategy for a company to employ?

Introduction – Human resource planning is the most valuable assets of organization. It is a ongoing process of systematic planning to achieve optimum use. Human resource planning is to ensure the best fit between employees and jobs, while avoiding manpower shortages or surpluses. In order to realize company objectives, it is essentially to have a human resource plan. Human resource planning is essentially the process of getting the right number qualified people into the right job at the right time so that an organization can meet its objectives. In context of getting organization’s objectives or to achieve its goal human resource planning is the most important assets of an organization. It is a system of matching the people between existing employees and those to be hired or searched for.

Historically, operations management and human resource management have been separate fields, only interacting for administrative issues regarding payroll and other matters (Boudreau et al., 2002). However, human resources play an integral role in the development of strategic plans for organizations. Since no operations can take place without the human capital necessary to implement the operations, special attention should be paid to the linkages between the operational strategy and the human resource strategy of the firm. According to Ahamd and Schroeder (2003, p. 19) “human resources are

‘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’.

Moreover, strategic staffing can help a company to avoid problems by planning for them in advance with a human resources strategy. As Carabelli (n.d.) puts it, "By identifying needs before recruiting, developing and keeping employees, your organization will be prepared to maintain status quo or weather growth or decline," (p. 1). Therefore, strategic staffing is more than just human resources management. It involves an identification of the organization's immediate and long-range needs; a

Step 1 (10–15 minutes) Read the background information and descriptions of each of the applicants. Consider

Planning means looking ahead and chalking out the future courses of actions to be followed. The ongoing process of systematic planning to achieve optimum use of an organization 's most valuable asset is human resources department. The objective of human resource (HR) planning is to ensure the best fit between employees and jobs, while avoiding manpower shortages or surpluses. The three key elements of the HR planning process are forecasting labor demand, analyzing present labor supply, and balancing projected labor demand and supply.

Planning is an essential part of the HR department in an organization. The size of a corporation will determine the need for more specialized human resource management. Additionally “The department has to accurately judge the number of employees the organization needs to be capable of performing its activities and operations efficiently. Having more than the required number of staff members will harm the company by drawing scarce financial resources away from other important functions and uses” (Youssef, 2015, 1.4). Having an effective plan allows employees to understand what is expected of them and the consequences if they don’t achieve it.

Staffing has been an important aspect in all types of organizations’ development. More and more companies have noticed a good staffing plan could increase productivity and reduce operation costs in terms of lower turnover rate and transition costs. Good staffing could be able to minimize cost in order to maximize profit, because it could assist the company to stay more competitive within the industry. According to the definition by Dr. Green, “staff is the process of identifying work requirements within an organization; determining the number of people and the skills necessary to do the work; and recruiting, selecting and promoting the qualified candidates. It is the selection process of

The organization of this book is made according to the functions of management. Managers are the ‗coordinators‘ in the organization. They are the individuals charged with examining the workflow, coordinating efforts, meeting goals and providing leadership. Chapter one of the book examines managers and management. It covers management theory and practice. Chapter two discuss planning functions in detail. Successful managers deal with foreseen problems, and unsuccessful manager‘s struggle with unforeseen problems. The difference lies in planning. The chapter three explores the organizational context in which managers operate. Organizing is important to managers because it is the means which they use to align work with resources, so that organizational plans and decisions can be made and carried out effectively. In Chapter four, we will first define the basic human resource management functions. Further, each of the elements in the staffing process is discussed in detail. Staffing is the process of attracting, developing, evaluating and compensating individuals at work. In fact the most important duties of human resource managers are to help the organization reach its goals through effective and efficient utilization of human resources. Chapter five discusses directing. Direction is telling people what to do and seeing that they do it to the best of their ability. The chapter six first describes