The role of a Human Resource department is ever changing in today’s volatile business environment. Over the years HR have become strong strategic partners within an
Human resource management’s (HRM) role is changing in business. In the past, HR was a nothing but an administrative support function, now it is a key player in a business’s strategic planning. Today HR must have the ability to manage employees in way that contributes directly to a organization’s strategic goals. This sudden paradigm shift in purpose now feeds HR manager’s need for integrated systems that also include business intelligence. As companies look for more responsive and effective systems, outdated HR systems fall to the wayside as new modern and agile systems evolve.
This supposed cross-road could take HR in two different directions – will HR continue to be a critical support function, with a focus on keeping day to day HR needs met and a “call-us when you need us” approach to talent planning, recruiting, and development. This isn’t necessarily a bad role: an HR function running in this manner with effective and efficient processes around a clearly defined box of available services can have a major impact on an organization. They operate as an essential support function, able to provide the appropriate data to answer business questions when needed.
Further to the recent organisation re-structure forecasting the closure of the HR department, the following report has been created to highlight the importance of the HR activities and the support it offers within the organisation.
“To manage people well, companies should elevate HR to a position of power and primacy in the organization, and make sure HR people have the special qualities to help managers build leaders and careers.” (Jack Welch 2005: 98)
HR Function has evolved from a traditional people management foyer to a value added consulting service provider that accelerates improvement and development in all facets of operations. In order to fully capsize functionality of HR in organizational structure, HR capabilities should be aligned with organizational strategies designed to achieve set targets. This requires introducing meticulous changes in current HR Policies and revamping the structure and procedures to reinstate the roles and responsibilities of HR function to emerge from being compliance and administrative focussed to a decisive role that fosters partnership with Management team/Executive council. Once HR Policies are established it will be critical to measure, monitor
Dr. Ulrich goes on to support the need for HR in today’s business world. He feels that there are 5 critical challenges that businesses face: Globalization, profitability through growth, technology, intellectual capital, and change (Ulrich 126). Conversely, these things do not matter on a competitive scale. All businesses need these things to survive, but they can be attained and copied. The only competitive weapon left is organization (Ulrich 127). That is where Ulrich believes HR plays its most vital role. The differences between the leading businesses in their respective markets is their organization. Top-tier businesses are run efficiently with good HR relations. For businesses to take the next step towards maximizing their operations, they must change the culture surrounding HR and train their HR teams to become sufficient in promoting higher employee morale. Ulrich is convinced that senior operating managers must value the “soft” matters, define and hold HR accountable for its results, invest in innovative practices, and upgrade HR professionals (Ulrich
Thank you for the opportunity to present the HR competency in order to retain the HR function in the organisation. This reports states the various HR activities that support the organization’s strategy.
Human Resources is not known for early adoption or being innovative. Human Resources is known for its compliance orientation and focus on risk mitigation. What has put HR in a innovation zone today, is the new technologies and the potential to increase engagement and productivity and the pull of employee
In an ever-changing world of Human Resources you have to be up to date with all legislation and have a pipeline of solution to each eventuality that can occur in your individual sectors along with the outside world.
In an era of organizational flux due to competition and globalization, companies and employees are faced with constant change. Leaders must be able to adapt to change as the environment shifts. HR has been known as the organizational change agent, administrative expert, and employee advocate. More recently they have been regarded as business strategic partners for many organizations. In order to be successful and remain competitive in today’s market, Human Resources (HR) must be considered a strategic partner if an organization wants to flourish. Top executives today commit significant resources to ensure that their company’s functions are capable of rapid change and achieving their
Accurate, timely, and actionable Human Resource (HR) metrics are key’s to assessing HR’s contribution to organizational effectiveness. Despite the capabilities available in today’s Human Resource information System (HRIS), organizations often still use simple, cost-oriented metrics based upon the most conveniently retrieved data, rather than determining the most appropriate metrics for a given setting. With better analytics and metric skills, HR professionals can more effectively communicate the key human capital drivers of success to managers, and work with them to develop metrics that focus on business value, organizational effectiveness and return on investment (ROI) (Johnson, Gueutal, & Marler, 2012, p. 15).
Both findings have truth to them. Not all organizations have accepted HR as a strategic partner while others have already seen the impact of HR to the line of business thus is at point where investing in HR is the focus. The HR function itself has changed over the years due to external and internal forces which have ultimately required HR to transform from a preemptive approach to a more strategic approach focused on future opportunities (Practicing strategic human resources, 2015). It is critical that HR develop its normal initiatives in total rewards, recruitment, etc. with a broader mindset and this strategic way of thinking is how HR can integrate the employees of the organization and create solutions to help accomplish the organizational goals. Surprisingly, neither research findings addressed how various workplace challenges like increasing health care costs and issues with the make-up of the employee population, will impact HR’s strategic planning initiatives (Practicing strategic human resources, 2015). As long as HR is able to stay informed and ahead of any workplace challenges, they will be able to utilize the information to their advantage and integrated it into their
Over the years, it has been questioned by organizations as to whether Human Resource (HR)’s
Many senior leaders do not understand the potential value that HR departments can contribute to their organizations. It is vital for these senior leaders to view the human resource departments in their organizations as a strategic partner. In as much as many human resources functions have in the recent past started to play a strategic part in the