Aligned HR Policies Implementation Order Instructions: If only the plans, policies and practices that organizational leaders design could be implemented exactly as intended, with the assurance that intended results would be achieved!
In the real world, this is almost never the case. Different individuals will interpret and enact policy in different ways, depending upon their personal agenda or perspective.
People with different roles within the organization, at different levels, will also understand and implement policy differently.
On occasion, policies can be resisted, subverted or even deliberately misinterpreted when they conflict with what particular individuals, teams or departments are trying to achieve. All of this leads to the existence of both the organization’s ‘espoused’ HR strategy – what is planned or intended – and its attendant policies and practices, as well as the ‘emergent’ strategy and policy as actually implemented (Bamberger, Biron and Meshoulam, 2014, p.8).
In this essay, you build on your work to consider how you could work to ensure that well-aligned HR policies will be implemented so as to have their desired effect.
Aligned HR Policies Implementation Sample Answer
Aligned HR Policies Implementation
Introduction
Strategic HR policies remain a significant element in strategic HR management since this process links HR management directly to an organization’s strategic plan. Most organizations therefore develop strategic policies in order to guide their functions in meeting their missions successfully. It is vital to detail that even the smallest organizations have the capacity to develop HR policies that guide their future decisions. Based on the HR policies, an organization has the capacity to initiate a strategic HR plan that would aid its management in making HR management decisions that supports the organizations future direction.
Aligned HR Policies Implementation
The implementation of HR policies infers to an organizations effort directed towards ensuring productivity and maximum success. In implementing HR policies, it is integral that HR professionals initiate appropriate strategies that support an organizations direction. This process requires the HR practitioners to consider an organization strategic vision since an efficient HR strategy may not survive in a vacuum (Ulrich, Brockbank, Ulrich, & Kryscynski, 2015, pp.56).
These policies should be aligned with the strategic vision of the organization that indicates where an organization is headed to including the people resources that are required in aiding it to achieve its goals (Arthur, Herdman, & Jaewan, 2016, pp.420). It is therefore essential that the HR professionals review the current visions of a company to establish effective approaches of conducting HR activities that support the vision. In relation with other managers within the organization, HR practitioners need to also ensure that the vision of the company is applicable on the internal and external elements and whether the proposed changes within the marketplace may require the initiation of a new vision.
In addition to this, aligned HR policies implementation requires the consideration of demographics. For instance, when the baby boomer generation approaches their retirement, an organization may be required to understand the need to resolve the exodus of their key staff members. This is in consideration of the fact that an aging population may translate to high staffing costs as well as the need to retain and train the employees (Creelman, 2015, pp.17). This clearly determines the need for the HR practitioners to take consideration of the demographical factors in adjusting to the gaps that may exist between the current required skills and the need for experiences in the future, as aligned to the vision and strategy of an organization. HR strategy therefore needs to be directed towards filling these gaps through an approach that involves strategic recruitments, retention approaches and training efforts.
Lastly, it is significant to ensure that the element of knowledge transfer between the departmental employees, whether these personnel are departing on a voluntary or involuntary basis, or as a result of retirement is considered. This is attributed to the need of an organization in ensuring continuity, an approach that is directed towards impacting the effectiveness and productivity of an organization (Chadwick, Super, & Kwon, 2015, pp.350). A knowledge transfer approach is considered as vital, a factor that requires the creation and implementation of knowledge transfer plans. These approaches are developed to ensure that the knowledge and skills of the older workers is captured, retained and transferred to the new and younger workers during the retirement of the baby boomers.
Aligned HR Policies Implementation Conclusion
As detailed in this paper, it is vital to establish that the aligned HR policies implementation that impacts the function of an organization requires the inclusion of effective strategies aimed at supporting an organization’s future endeavor (Ostroff, & Bowen, 2016, pp.198). This process requires HR managers to evaluate an organizations vision, consider the demographical factors of the organization and lastly ensure that adequate knowledge transfer approaches are initiated.
Aligned HR Policies Implementation References
Arthur, J, Herdman, A, & Jaewan, Y 2016, ‘How Top Management Hr Beliefs And Values Affect High-Performance Work System Adoption And Implementation Effectiveness’, Human Resource Management, 55, 3, pp. 413-435, Business Source Complete, EBSCOhost, viewed 9 June 2016.
Chadwick, C, Super, J, & Kwon, K 2015, ‘Resource orchestration in practice: CEO emphasis on SHRM, commitment-based HR systems, and firm performance’, Strategic Management Journal, 36, 3, pp. 360-376, Business Source Complete, EBSCOhost, viewed 9 June 2016.
Creelman, D 2015, ‘HR in the Middle (Hot) Seat: Implementing the Right Talent Management System’, Workforce Solutions Review, 6, 5, pp. 15-18, Business Source Complete, EBSCOhost, viewed 9 June 2016.
Ostroff, C, & Bowen, D 2016, ‘Reflections On The 2014 Decade Award: Is There Strength In The Construct Of Hr System Strength?’, Academy Of Management Review, 41, 2, pp. 196-214, Business Source Complete, EBSCOhost, viewed 9 June 2016.
Ulrich, D, Brockbank, W, Ulrich, M, & Kryscynski, D 2015, ‘Toward a Synthesis of HR Competency Models: The Common HR “Food Groups”‘, People & Strategy, 38, 4, pp. 56-65, Business Source Complete, EBSCOhost, viewed 9 June 2016.
