Short Report to the Board That Supports the Retention of the Hr Function Within the Organisation

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.

HR and Line Managers work together to find a balance that best supports the business and employees. Line managers are dependent on the HR function for assistance in knowledge sharing and facilitation.

The CIPD (2014) factsheet states that Employee Engagement is a concept that ‘is generally seen as an internal state of being – physical, mental and emotional – that brings together earlier concepts of work effort, organisational commitment, job satisfaction and ‘flow’ (or optimal experience)’. An engaged workforce willingly demonstrates discretionary effort within their roles; their goals and values reflect that of their employers/organisation; they express a passion for work, feel valued and that their work has meaning.

HRM’s purpose is to ensure that success is achieved through its people, to retain and expand the customer profile whilst increasing and maximising profit. Organisations need HRM who know the business, can influence the culture, and make positive change, within an organisation (Ulrich, 1997). Line managers have a partnership with HR, so a full analysis of the external environment can be assessed. It is likely that where employee involvement practises are pursued, line management are aware of corporate strategy, including mission statement and values.

The HR function is responsible for initiatives to drive culture and engagement ensuring that staff are motivated and committed to the organisation achieving their objectives. This is demonstrated through their performance and validated through enhanced teamwork, and also that they are committed to go above what is expected of them to ensure

1.3: The assessment of the implications for the line managers in case of developing strategic approach to HRM

As mentioned above the benefits for the organization and especially for the employees derive from the extended role of the line manager. According to Yarnall J. (1998) the main tasks of a line manager are categorized in: (BUT YARNELL IS TALKING ABOUT LINE MANAGERS IN THEIR SPECIFIC ROLE AS CAREER DEVELOPERS. THESE ARE NOT THE ONLY THINGS LINE MANAGERS ARE EXPECTED TO DO IN TERMS OF HRM. WHAT ABOUT PERFORMANCE MANAGEMENT? FIRING PEOPLE???)

As stated by (Taylor, 2014) strategic human resource management is an approach to the development and implementation of HR strategies that are integrated with business strategies and support their achievement. According to the (Staff, 2016) ‘line managers have a very important role to play, not only in the day-to-day management of people and operations but also in the implementations of HR policies.’ In recent years’ line managers have been given more and more responsibility from human resource managers. They not only have their original tasks but the added tasks from human resource managers.

In this globalised and fast changing world organisations are faced with tough strategic decisions, which ultimately allow them to survive, strive and have a competitive advantage. Achieving competitive advantage has been a wider topic that has been looked at from Academics, consultancy and organisation perspective. One way, organisations can achieve this is through managing human capital in a way that can help them attract, retain, and develop their employee, which in return can produce a workforce that is engaged, loyal, flexible and innovative. Employee engagement has received a vast amount of interest from the 1900’s till now. Employee Engagement is a phenomenal organisation,

The Human resource department, HR, has shown a big change in responsibilities and roles with the devolution of HR taking place all over the world. The job of HR has moved from being more tactical to being more strategic in nature. A major chunk of functions that were handled by HR manager before have now been given to the line managers and therefore allow the HR department to focus more on planning strategies which will help lead the organization to a better position.

Whether an organization consists of five or 25,000 employees, human resources management is vital to the success of the organization. HR is important to all managers because it provides managers with the resources – the employees – necessary to produce the work for the managers and the organization. Beyond this role, HR is capable of becoming a strong strategic partner when it comes to “establishing the overall direction and objectives of key areas of human resource management in order to ensure that they not only are consistent with but also support the achievement of business goals.” (Massey, 1994, p. 27)

In this era of advanced technology and increased competition it is very important for a company to be stable in the competitive market. Employees are the prime source of the company to gain profit, the hard work of employees depends on their attitude towards the organisation that is how they feel working in the company, their trust and pride towards the firm (Mishra, Boynton & Mishra 2014). The companies now days are not only strengthening the external environment for example, customer focus , stakeholders partnerships, but also the internal environment of the firm as well which involve employee engagement through motivation (Mishra, Boynton & Mishra 2014). In other words it can be

To foster a better employee culture, we should employ programs to keep employees engaged in the company. Engagement is an organization’s best proxy for how far and how hard the employee is willing to work for the organization. Engagement, over satisfaction, is the best predictor of whether or not an employee will stay with an organization long-term. Engagement can be thought of as the employee’s commitment to the organization. If this is not enough to convince an organization, engagement is directly correlated with business performance in terms of employee retention, employee productivity, customer satisfaction, and financial performance. Therefore, even if it is a difficult concept to define, organizations should still invest heavily in maximizing it. While there are no conclusive studies that

It is up to line manager to identify the technical skills required, adopt the talent management process but they also need to work with HR to finalize the right mix of skills, ensure structures, tools and systems are in place. In this scenario, HR may need a “different HR applications (one for HRMS, another for learning, another for recruiting, for example)” and also a better talent analytics such as SAP, PeopleSoft, and …)” Forbes, (2013), to have a global system in place.

Employee engagement touches every aspect of human resources management and human resources is found in every field and sector of every organization. This makes this topic about employee engagement important to both the employer and the employee if the company wants to be successful. Research by (MacLeod and Clarke, 2009) defined employee engagement as: