A strategic role for HRM
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A strategic role for HRM
HR professionals play a variety of roles within an organisation. Increasingly, these roles are becoming strategic in nature, as HR managers are seen more as leaders and strategic partners with other business leaders. In organisations in which the HR leader’s role is shifting, many leaders and managers may see the value in a more strategic role for HRM; others may be unclear how HRM can add value. In some organisations, the notion of HRM as a strategic partner may still be on the horizon, awaiting an HR leader who possesses the competencies and vision needed to help the organisation move in a new direction. This week’s Key Concept Exercise provides you an opportunity to examine the notion of a strategic role for HRM.
To prepare for this essay:
•Read and consider the notions of the HR leader as a strategic business partner and ‘strategy architect’ (Ulrich & Brockbank, 2009).
•Reflect on the role of the HR leader in the context of changes in the nature of work and work environments.
•Think about an organisation you know well. To what degree does the human resource manager in that organisation serve as a strategic business partner?
The following conditions must meet in the essay:
1) I want a typical and a quality answer which should have about 1100 words.
2) The answer must raise appropriate critical questions.
3) The answer must include examples from experience or the web with references from
relevant examples from real companies.
4) Do include all your references, as per the Harvard Referencing System,
5) Please don’t use Wikipedia web site.
6) I need examples from peer reviewed articles or researches.
Appreciate each single moment you spend in writing my paper
Best regards
SAMPLE ANSWER
The role of the human resource department within an organization has changed from the traditional conception (SHRM 2008, p. 4). In the traditional setting, the human resource department performed staffing the organization, wherein the crucial roles included, sourcing, interviewing, recruiting, and orientation. Whereas staffing equipped the organization with skilled work force to run its day-to-day operations, the present times have made business strategists to rethink the roles of the human resource department (Dave, Wayne & Dani 2009, p.24). Unlike the secondary position the human resource department took in critical decision-making, the department now assumes a central position in strategic management and policy implementation.
Strategic decision-making involves taking concerted steps to avert a future crisis. As concerns the running of a business entity, this process involves making decisions that will make the business more profits. The centrality of the human resource department lies in the implementation of the company policies (Dave Wayne & Dani, 2009, p. 25). People implement the company’s policies and strategic blueprints. Strategic decisions are no longer within the purview of the top echelons in the organization. The top personnel’s roles in the organization are currently mere ratification and assent. Once the human resource department shapes the way forward, the managers serve to ensure the employees observe them.
Owing to the hard economic recession that hit businesses globally, most of them had to restructure in order to stay afloat. The process of restructuring involved, changing the manner and scale of operations, right sizing, and retrenching. Personnel managers had to devise ingenious ways of going through the aforementioned processes without hampering the operations of the business or sending a bad signal to former employees and the public at large. In addition, the very competitive market situation has forced companies to go an extra mile in order to position itself profitably in the market. Liberalization policies have made it possible for new players to have a stake in the market, with old and established entities. This not only minimizes profits but also threatens the very existence of some businesses.
Against this tirade, some companies with a robust and dynamic human resource management have withstood the test of time. This discourse will analyze two companies whose human resource department has steered them to tremendous success. In the telecommunications sector, Apple Incorporated is a fine example of how strategic management yields better fruit (Jeffrey 2005, p.4). Apple Incorporated uses internal management system to plan and execute its functions. The insight approach ensures that only persons conversant with the mission and vision of the company take the reins. Appointments to top managerial positions follow a thorough filter system (Jeffrey 2005, p.7). In addition, the company operates on set targets and reviews its performance appraisals periodically to evaluate the progress of the company so far.
On the non-profit making schemes sector, Digital Opportunity Trust (DOT) is perhaps one of the best-managed organizations. Its human resource department is the busiest, overseeing operations throughout the worldwide branches. The organization uses best human resource business practices, including, ensuring that the human resource department is part of its corporate strategy. In that, employees are highly motivated as they develop a sense of belonging ( Dave, Brockbank & Dani 2009, p.27).
Overly, the human resource department in today’s business world is crucial to the existence of the business itself (SHRM 2008, p.3). Through strategic business management, the department helps the company achieve its overall objectives.
List of References
Dave, U., Wayne B. & Dani J., 2009, The Role of Strategy Architect in the Strategic HR Organization. People & Strategy. Vol. 32, Issue 1.
Jeffrey, C., 2005, The Apple Way. McGraw Hill: New York.
Survey for Human Resource Management (SHRM), 2008, HR’s Evolving Role in Organizations and its Impact on Business Strategy. SHRM Research Department: Alexandria.
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