Strategic Human Resources Management
The human resource management in an organization is the most important especially when different cultures are involved. In the team, the human resource manager has been the most effective in ensuring that the different people work in unison. For effective management of people from different cultures, strategic human resource management is important. It is vital to collect and record job-related data such as skills and experience needed for a specific job. The stipulation of considering such characteristics enables an organization to find the right candidate for every position within the organization.
It also provides for the measures to gauge the employee and critically establish their performance. The primary attribute of conducting a job analysis is inclined to oversee that the goals and objectives of a particular job are accomplished. Job analysis is used to determine the performance standards, assessment proliferations, and output of individuals (Noe et al., 2017). Human resources describe both the department responsible for managing resources and issues related to employees and the people who work for an organization. There have been some changes in human resources over the past decade.
One of the changes is technological and is on employee engagement. Technology in human resource management and human resource department has changed the way organizations understand their employees (Sparrow, Brewster & Chung, 2016). Technology has allowed the collection and analysis of employee feedback. Technology has resulted to innovation in human resources by different companies. However, the underlying levels of IHRM and the different staffing approaches have existed over time. The changes on diversity and demography are on the knowledge by the employees. Institutional knowledge is passed around and down such that organizations have ended up in mutual training paradigm (Sparrow, Brewster & Chung, 2016). This has changed the way human resources departments have conducted training on new employees. Globalization is another major change in Human resources today.
Typically, human resource uses job analysis to determine the worth of an employee (Dowling, 2008). The organizations are capable of designing their structure through job analysis. Employees are also equipped with the disposition of comprehending their roles within the organization as a result of job analysis. For recruitment and selection, job analysis plays a significant role in ensuring that the worth of a job is determined. Organizations that deploy the use of job analysis have been known to succeed based on compensation management, comprehensive training and development, performance analysis, job designing and redesigning, and recruitment and selection.
A job description is attributed with the following critical data; heading information, the summary objective of the job, qualifications, unique demands, and job duties and responsibilities (Sparrow, Brewster & Chung, 2016). The job title, the pay grade, shifts hours, reporting relationship, and overtime work is included in the proliferation of heading information. This helps illuminate an individual on the primary requirements pertaining to their working towards accomplishing a task. In the category of the summary objective of the job, customer relations, coworkers, general responsibilities, among others are provided. The qualification part includes education, experience, and other essential attributes, such as training.
Special demands are the attributes of extraordinary conditions if any. The section critically provides for any extra attachments such as exposure to extreme temperatures. Job duties and responsibilities include task identification and task listing. Typically, job description provides the nature and scope of the job that one is to engage in (Sparrow, Brewster & Chung, 2016). A job specification is an implication where knowledge, skills, and abilities of an individual are outlined as the qualification to perform a specific job. Job description entails the professional attributes of a given task. A job specification is inclined to cover educational, work-experience, among others, attributes to help an individual realize goals and objectives relating to the position.
Human resource planning takes the following steps to ensure that organizations utilize their resources effectively and efficiently to attain their goals. The first step is to comprehend the objectives and plans of the firm to make informed decisions. HR uses the data it has to plan based on the goals and objectives of the firm. The need to understand organizational goals is thus critical (Noe et al., 2017). The second step is to evaluate the prevailing human resource situations which help the HR determine the company’s inventory in terms of quality and quantity. The establishment of the performance of the organization is what creates the disposition to plan for the future. The third step is the human resource forecasting which allows the firm to decide on its future requirements.
The fourth step of planning is the implementation of the program, which constitutes of recruitment, transfer, among other dispositions. Typically, the fourth step is all about the action taking (Dowling, 2008). The attribute of taking action may be a success or failure. The plan is converted into action in this step to enhance its applicability in the case it becomes a success. The fifth step, which is the final step, is the evaluation and feedback, which includes the measurement of the progress, which might necessitate changes. The fifth step is carried out since the firm might fail to meet its set objectives. The steps are critical, and a firm must understand the implications of every step.
The human resource planning (HRP) is inclined to set the goals and objectives that the organization should realize as its primary role. Through HRP, the organization is capable of knowing its needs and planning effectively to achieve them. Other critical significances of human resource planning include the following; the provision of the right kind of labor to the organization in the correct time and the right quantities. It helps the organization achieve a balance in demand-for and demand-of resources (Noe et al., 2017). This it does by the utilization of the available resources which helps minimize the cost. The creation of a succession plan is initiated, which creates means and ways for internal promotions.
Human resource planning is also essential since it ensures that the company can continuously focus on its human resources, a proliferation that enables it to supervise the quality and quantity of its labor force. The general productivity of the firm is enhanced in the long-run through effective human resource planning as it improves coordination. Through human resource planning, the organization is characterized to achieve coordination, improved utilization, better decision making, and a better view of corporate decisions (Dowling, 2008). It is critically essential that a business experience these attributes to expose its performance which in-turn will influence the planning.
To maintain the standards of the organization towards the provision of equal employment opportunities entails effective recruitment. The results of effective recruiting are that employee turnover is critically dealt with (Sparrow, Brewster & Chung, 2016). The implication of the organization acquiring all the needed documentation of an employee is also achieved a measure which helps the firm reduce stress in recruiting. Effective recruitment is essential for the company’s operations as it helps maintain the organizational commitment in providing quality output. Conducting effective recruitment also contributes to the saving of time in hiring the right individuals to help the organization realize its goals (Dowling, 2008). It essential and a primary factor that the organization employs reliable candidates that carries out their duties effectively. Effective recruiting gives the firm the best, and thus its service delivery is enhanced, which ensures that customer satisfaction is realized. It is, therefore, critical for all firms to ensure that they meet effective recruiting to be able to utilize the available resources.
The benefits of external recruiting include the following; the attribution of acquiring fresher skills and input. The generation of creative ideas is initiated through external recruiting. The chances of getting qualified candidates are increased as a result of external recruitment. The implication of being fair is also enhanced (Noe et al., 2017). By considering external recruiting, the organization is attributed to developing lesser internal politics a condition which increases job completion. Better competition platforms are availed through external recruitment. Organizations have also been associated with better growth dynamics as opposed to companies that deploy internal recruiting mechanisms.
External recruitment is also normed to have disadvantages as well. The cost of external recruiting is high. Internal disputes with the existing employees and the proliferation of inviting unsuitable applicants are heightened. It is also significant to understand that external recruiting is time-consuming (Dowling, 2008). The recruiting may bring in personnel who have limited comprehension of the organizations’ operations, thus compromising productivity. The legal risks attributed to external recruiting are high. Despite enhancing better growth, the company is at risk of experiencing maladjustment complications as a result of trying to diversify. The team experience brings about the role of human resource management in a team and organization.
In conclusion, culture plays an important role as the various team members hold key management positions, which range from CEO, finance director, administrator, and Human resource manager, among others. For effective management of people from different cultures, strategic human resource management is important. It is vital to collect and record job-related data such as skills and experience needed for a specific job. It is, therefore, essential for leaders in organizations to recognize the different cultures in an organization for effective communication.
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Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. Human resource management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education. 2017
Sparrow, P., Brewster, C., & Chung, C. Globalizing human resource management. Routledge. 2016