Essay Strategic Alignment Worksheet: Human Resources

A job description is a written summary of the responsibilities related to a specific job and the skills and knowledge necessary for discharging those responsibilities effectively. The job description becomes a handy resource for human resource professionals and departmental heads when recruiting new people to fill in vacancies as well as for the purpose of evaluating performance. The job description is also an important component of the job specification, a document that includes task requirements as well as a profile of the ideal person for the job (Cascio 2003, p. 160).

Explain why the human resource function should be aligned with an organization’s strategic plan (use ideas from the Module One discussion on this topic).

3. Who are the department heads for each program (for days and nights it’s the same Dept. Heads - a total of 4 persons)?

Once Job Analysis is complete, the next step is to define the responsibilities of the candidate to meet the needs of the position. Job description is basically a list of the tasks required of the employee holding the particular position defined in the job analysis. A Complete job description will include level of responsibility and the expected outcome. Once these attributes are defined and documented, finding the ideal candidate will become easier and more precise.

My supervisor Tricia Hughes is the wellness director of the office; she is on top of the organizational chart. Tricia plans and directs the wellness programs and is in charge of designing health communication strategies, implemented evidence-based prevention and environmental programs, facilitated community processes and collaborations, provided professional development, and works to radiate possibility and positivity. Tricia also oversees staff operations, business planning and budget development, and ensures the services are in compliance with professional standards and requirements. Next on the organizational chart, we have Laura Mathieson who is the Health

5. When looking over the company’s organization chart, you notice that the acting manager of

Many organizations and establishments have philosophies in how an organization is to be functioning and which positions are necessary to execute the plan. One of the crucial positions that make the establishment function is that of a Supervisor. The term supervisor is a word with Latin roots which means “to look over,” however, a supervisor is viewed as a person who is an immediate overseer to an employee at a workplace. The supervisor is the person an employee would directly report to for any work related situation. A supervisor plays an essential part of the management team that gives an organization purpose and leadership by being responsible for employees’ progress and productivity (Bittel & Newstrom, 1992).

At the very top, we have the CEO, also the strategic apex, who oversees the overall functioning of the organization by making major decisions, managing resources, and serving as the main point of communication for the organization. Under the CEO are HR and IT, both technostructure, and the case managers who are the operating core. Administrative interns, such as myself, are support staff under the case managers. As I previously stated, the chart lacks clarity and there are two reasons. First, the case managers are all directly under the CEO, but there is a head case manager for each program that supervises the other case managers. In this case, the head managers would serve as the admin line staff and the other case managers are operating cores. Second, the receptionist is not listed on the chart and she supports the other managers by screening clients first. However, the receptionist is also the sole case manager of Project 20, making her an admin line staff. These are not shown in the organizational chart, and therefore, does not explain the structural dynamics of the

Use this Strategic Alignment Worksheet (SAW) to help you complete the sections listed below. As you progress through the course, you will be instructed to complete and submit section(s) of the SAW. Once you have all of the sections completed, you are to incorporate the sections into the larger Atha Execution Plan, which is your final project deliverable (to be submitted in Unit 5).

The new organization structure presented in exhibit 2 suggests the dotted line relationship between plant employees and home office executives. Dotted-line reporting describes a relationship between an employee and a secondary supervisor/leader that provides additional oversight and guidance to the employee in the execution of his/her work. Since Mr. Pierce has never worked at the major line production facility, cross functional relationships could help him to supervise the actual production or other spheres that he lacked experience in. On the other hand, cross functional relationships presented by dotted lines usually creates ambiguity within the structure. Connecting individual employees with dotted lines to functional vice presidents can result in confusion over who can direct the employees’ tasks. As was discussed previously,

Armstrong ( 2010) defined Strategic Human Resource Management (SHRM) as “an approach to making decisions on the intentions and plans of the organisation in the shape of the policies, programmes and practices concerning the employment relationship, resourcing, learning and development, performance management , rewards and employee relationships,” ( p. 115). There is a paradigm shift from a functional role to a tactical one through the strategic management process. SHRM is very important to the effectiveness of my learning organisation because it ensures that the needs of the learning community are met and provides the opportunity for instructional leaders to “add value to the learning community” (Introduction to Human Resource

In this paper, we will be looking into Westport Fuel Systems Inc. Corporate strategy and the alignment of HR strategy. The HR functions, the company growth, innovation and talent management. We will discuss in details how Westport implement its strategies and how effective these strategies are to the growth and development of both the company and employees. Also whether these strategies help in employee retention and general business productivity or not. Business success highly depends on these mentioned key areas. The result of business success depends on how effective corporate strategy is implemented. Recommendations and conclusions will be drawn from our findings after discussing the key points in details.

Strategic Human Resource Management is an approach to organizational strategy and is evolving in the workplace. Since change is inevitable, it makes sense that HRM would try to take a pro-active step and forecasting for the future is one strategic way to plan rather than yesterday’s thoughts of simply recruiting, training, and employee benefits. Another example that requires implementation of SHRM is of the aging workforce. Analysis and data must be conducted to determine how this new shift could affect the organization and what changes, if any, need to happen to provide the transition amongst its employees as well as hiring new employees of a golden age. The HRM team must plan for future replacement of these workers; however, due to their vast experience, it won’t be an easy task with simply obtaining new qualified workers. One proposition would require coordinating seasoned employees with newer staff to be able to transfer some of the knowledge beforehand. Ongoing training programs that involves both sets of employees to promote cross-training could prove to be a proactive step towards retirement. These ideas would need to have systems in place that could be analyzed and evaluated for ongoing improvements. This could also create a further opportunity to execute more diversity within the organization.

Within this essay an in depth analysis will be conducted on the difference between Human Resource Management and Strategic Human Resource Management using contemporary perspectives. Human Resource Management (HRM) is the process of managing human resources in a systematic way. It is a practice devised to maximise the performance of employees and is concerned with the application of management principles to manage organisational personnel while paying attention to the policies and systems of the entity (Delaney & Huselid, 1996). Strategic Human Resource Management (SHRM) is a function of management which entails development of policies, programmes and practices related to human resources, which are aligned with business strategy so as to achieve the strategic objectives of the organisation (Patrick M. Wright, 1992). Its primary purpose is to improve the performance of the business and maintain a culture that encourages innovation and works continuously to gain competitive advantage. In this essay the Resource-Based View, High Performance Management and High Commitment Management perspectives of Strategic Human Resource Management and Traditional and Collaborative

3. Account Department 4. Office Service Department 5. Sales and Development Department 6. Claim Department 7. Machine Department