I had got the chance to look into the human resource perspective with the aid of an exciting interview with the HR executive manager of “Business-Jet Seating Solutions”. She was very cooperative, we had an interesting discussion about the responsibilities of human resources in the organization and in particular the strategic concerns related to the human resources which are currently affecting the company. Most of the debate was about the lack of contribution of the HR in the expansion and execution of the overall business strategy. The interview was very edifying and it gave me a good depiction of the HR management role play in the organization. It was evident that HR had limited access over strategic growth of the company, so …show more content…
Identifying the populace as an asset and use of their advanced skill-set and valuable experience can be proved as a competitive edge in the market which in turn also can be used as a benefit to the organizations (Ramona and Anca, 2013). In the advent of the new urban tech era, companies are in search for specifically skilled employees, and indeed retain the existing qualified and proficient workforce. Therefore, efficient human resource practices should be implemented to get the highest employee contribution towards the organization (Mahal, 2012). The vital elements to be considered by human resources to preserve the employees are bonus incentives, skills and authority, support from managers, training and growth on the job, career development opportunities, and work-life balance. Along with these, it is also imperative that organizational practices in alignment with HR practices should help in cementing employee commitment (Dockel, 2003). It was mentioned by Benson and Lawler (2003), that if employees believe that organizations are more committed towards them in turn they show more commitment towards the organization. To diminish turnover and amplify employee retention, human resource managers should design, develop and implement effective employee
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.
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
Secondly, human resource is an important aspect of business; most of organizations nowadays view people as their most valuable resources. In fact, the part that intrigued me was the challenges derived from the changes in function and structure of HR department. HR is becoming a need for every aspects of day-to-day management, and job-seekers would find their jobs require more of generalists with more skills and competencies to perform multi-tasking (Larsen & Brewster 2003). Those are challenges as well as potential, on which you could learn and develop yourself.
Today 's fast-paced, competitive business environment has resulted in "rediscovery" of the human resource management function as a group that may be able to enhance firm competitiveness and performance by being "strategic" (Dyer & Kochan, 1995; Ulrich, 1997). Strategic Human Resource Management is a term describing an integrated approach to the development of Human Resource Strategy that will enable the organization to achieve its goals (Armstrong, 2005). Whiles strategy is an action that managers take to attain one or more of the organization’s goals. Strategy presents a general direction set for the company and its various components to achieve a desired state in the future. This results from the detailed
Lehigh Hanson is the company I chose as my business case. Lehigh Hanson has been supplying cement, aggregates, ready-mixed concrete, asphalt, and other building materials throughout the United States, Canada, and Germany. The high demands on performance and being open minded is what HR and management hold at high demands and they lead by example. To transition the Human Resource department in becoming an innovative and driving force of the organizations to become a driving force of the 21st century, the HR department needs some assistance. This paper covers the human resource management strategy
In any organization it is important for HR to touch all levels of the organization and to understand the organization’s environment. An organization who values their employees cannot afford having a human resources department that does not function in a strategic partner role. Human resources professionals, in organizations are equipped with the knowledge, skills and abilities to work with talented senior leaders in an organization. They have the ability to successfully partner with each department within an organization to understand the overall business. HR professional can assist in designing strategic plans to balance the needs of the organization, the employees and the stakeholders. HR can help align efforts of the various functions within the organization with the established goals. They can support the organization’s functions by recruiting, developing and retaining company team members who are crucial. HR should be the driver of the organization’s values. They must not only focus on internal tasks but must step outside the box and fully understand the organization as a whole, how it operates, the competition and what could influence the organization's progress. They must be able to handle change, perform environmental scanning, understand outsourcing and processes
Human Resources often begins as very tactical policies, records, compliance, discipline, compensation, benefits, job descriptions, hiring, performance management (). Taken to the next level, HR becomes strategic, connecting employees to the business mission, values, and vision, in order to drive business results (). Employee goals and metrics align to the business strategy and rewards tie into results. Additionally, careful consideration is given to developing talent pipelines, employee succession plans, and career planning in order to respond flexibly to the inevitable work flow and staffing changes that all businesses experience ().
Employee retention and turnover has been identified as vital manpower planning elements for a long period of time by many organizations. This is largely because a company recruits, trains and educates its employees in order to improve its productivity and profitability. Through these methods, productivity is attained as employees are retained to meet the specific business needs of the organization. Employee retention is also a critical aspect of an organization's planning because human capital has the capability of leaving a firm freely before the expiration date unlike other physical capital of the firm. As a result, a company must invest in hiring, training, and retaining of employees to avoid the consequences of high turnover. In the recent past, technological means have been developed to help in improving the ability of a company to meet its business needs.
Human Resource Management, was developed in the late 90’s, by R. Wayne Mondy and Judy Bandy Mondy. It was designed to help new students become familiar with human resource management, providing both realistic and practical scenarios of HR’s strategic role in planning and operating organizations. Through various examples from the research of company material, it demonstrates that all managers are necessarily involved with the human resources part of business, which is
The role of the human resources (HR) department can play a significant role in the success and achievements of an organization. The department, which has evolved from the
The field of human resources (HR) plays a critical role in the performance and success of organizations. As organizations have become increasingly more complex, the effective management of HR has become even more important. The traditional perception of HR as only an administrative office is no longer valid. Instead, contemporary HR is directly involved with the internal organizational structure, business operations, and variety of functions carried out by employees on a daily basis (Reed & Bogardus, 2012). HR functions impact the organization’s strategic planning, improvement processes, and goal achievement. Six core bodies of knowledge provide the foundation for all of these HR functions. These areas are: strategic
The evolution of Human Resource Management has transitioned from a very simple administrative function to a very multifaceted strategic function that still includes administrative, operational, and strategic tasks in the organization. In the beginning of Human Resource Management, the roles of Human Resource personnel was mainly just to hire employees, deal with compensation, benefits, legal issues, and the firing of employees. Today, Human Resources Management has progressed into an imperative involvement in the success of all attributes of an eminent business establishment.
Human resource management (HRM) involves all management decisions and practices that directly affect or influence the people, or human resources, who work for an organisation. In recent years increased attention has been devoted to how organizations manage human resources. This increased attention comes from the realisation that an organization’s employees enable an organisation to achieve its goals and the management of these human resources is critical to an organisations success. Inevitably, the change in the business world awaits for no one, and a failure to respond can be linked to the failure of companies – as well as entire industries.
This is an analysis of the Harvard Business School case study -- Sonoco Products Company (A): Building a World-Class HR Organization. This analysis outlines the challenges of Sonoco Products Company to revise its corporate strategy (i.e. products, structure, Human Resources, etc.) to remain competitive and continue its growth in the volatile, ever-changing global packaging industry. In 1995, Cindy Hartley, Senior VP, Human Resources, came to Sonoco and found the Human Resources (HR) function broken. She soon began working on a plan to rejuvenate HR and link HR processes to Sonoco’s business objectives. As Ms. Hartley was well on