The Pros And Cons Of Non-HR Issues

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There are 3 non-HR issues in the case. The first non-HR issue is that HR not recognized as a strategic business partners by the management team. In the case, TechSoft preferred using McBrain proposal but not HR’s proposal because they HR was not a part of the strategic group in TechSoft. Therefore, HR did not have the power of decision making. Lack of transparent communication is the second issue in this case. TechSoft missing opportunities for growth and collaboration because the leaders of TechSoft did not collect feedback from their employees and HR department on a regular basis, they were letting potential issues fester and develop.

The third issue is that the company was losing sight of longer-term strategic goals. The CEO of TechSoft
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The first challenge is the poor coordination within management. A successful HR should be able to cooperate with other department. Refer to the case study, there were conflict and disconnect between the HR department and the executive management, the planning of HR was not supported by finance, accounting and the management team which leaded to miscommunication, poor decision making on operational aspects and critical mistakes. The conflict management and coordination management of HR were poor.

The second issue is the poor workforce planning. An effective workforce planning can forecast its talent needs as well as the actual supply of talent that is or will be available. However, in the case study, TechSoft was facing overstaffed problem because the HR department did not proactively plan to avoid talent surpluses or shortages. Also, the workforce plans of HR failed to define the needed “quality” of the workforce but only focused exclusively on the “number” of employees that would be
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Strategic human resource management (SHRM) is, indeed, one of the most pivotal concepts in today's business and management field. It is because SHRM sets the vision of HR and it also a critical HR decision making tool (Wang, 2010). A successful HR strategy can be implemented in the long run to improve the overall employee motivation along with productivity so as to improve business performance and develop organizational culture that nurture innovation, flexibility and competitive advantage (Ulrich, Brockbank & Johnson, 2009). Therefore, SHRM is the important in driven the most successful businesses.

3.0 Strategy and Evaluation
3.1 Strategies
The first and the important step for implement HR strategy is to foster organizational alignment. That is because implementing strategy means carving deeper relationships between inter-dependent organizational units, such as sales and marketing, finance, manufacturing and customer service. Foster the alignment between each department could help HR collect a huge amount of data on organizational effectiveness than often gets ignored, like current and long-term measures of employee engagement, turnover and effectiveness (Bogdanovic, Durian & Cingula, 2016). In addition, foster the communicating in an organization can help HR gain feedback that ensures their strategy is aligned with the business
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