Human Resource (HR) is a process of bringing people and organizations together so that the goals of each are met. It is that part of the management process which is concerned with the management of human resources in an organization. It tries to secure the best from people by winning their wholehearted cooperation. It is defined as the art of procuring, developing and maintaining competent workforce to achieve the goals of an organization in an effective and efficient manner for people to achieve organizational and individual goals.
The debate arises out of serious and widespread doubts about HR’s contribution to organizational performance. It is often ineffective, incompetent and costly, in a phrase it is value sapping. If HR were to remain configured as it is today in many sectors, the competitive forces that organizers face today and will continue to confront in the future demand organizational excellence.The efforts to achieve such excellence — through a focus on learning, quality, teamwork and reengineering — are driven by the way organizations get things done and how they treat their people. These are fundamental HR issues. Create an entirely new role and agenda for the field that focuses it not on traditional HR activities, such as staffing and compensation, but on outcomes.
HR should not be defined by what it does but by what it delivers — results that enrich the organization’s value to customers, investors, and employees. HR can help to deliver organizational excellence in the following four ways.• First, HR should become partner with senior and line managers in strategy execution, helping to move planning from the conference room to the marketplace.• Second, it should become an expert in the way work is organized and executed, delivering administrative efficiency to ensure that costs are reduced while quality is maintained.• Third, it should become a champion for employees, vigorously representing their concerns to senior management and at the same time working to increase employee contribution; that is employees’ commitment to the organization and their ability to deliver results.• And finally, HR should become an agent of continuous transformation; shaping processes and a culture that together improves an organization’s capacity for change.
Human Resource -- Strategic ManagementRegardless of the industry, size or location, organizations today face primarily five critical business challenges. Collectively, these challenges require organizations to build new capabilities. That vacuum is HR’s opportunity to play a leadership role in the company to meet the following competitive challenges.Globalization: With the rapid expansion of global markets, managers are struggling to balance the paradoxical demand to think globally and act locally.
The imperative requires them to move people, ideas, products and information around the world to meet local needs. They must add new and important ingredients to the mix when making strategy: volatile political situations, contentious global trade issues, fluctuating exchange rates, and unfamiliar cultures. They must be more literate in the ways of international customers, commerce, and competition than ever before. Globalization requires that organizations increase their ability to learn and collaborate and to manage diversity, complexity and ambiguity.Growth: During the past decade, most organizations have been using downsizing, reengineering, delivering and consolidation to increase efficiency and cut costs. The gains of such hard work, however, have largely been realized, and executives will pay attention to the other part of the profitability equation and revenue growth.
Technology: Internet and advanced technology has made our world smaller and faster. Ideas and massive amounts of information are in constant movement. The challenge for managers is to make sense and good use of what technology offers. Not all technology adds value.
But technology can and will affect how and where work gets done. Managers will need to figure out how to make technology a viable, productive part of the work setting. They will need to stay ahead of the information for business results.Intellectual Capital: Knowledge has become a direct competitive advantage for companies selling ideas and relationships and an indirect competitive advantage for all companies attempting to differentiate themselves by how they service customers. Successful companies will be the ones that are the most adept at attracting, developing, and retaining individuals who can drive a global organization that is responsive to both its customers and the burgeoning opportunities of technology. The challenge for organizations is making sure they have the capability to find, assimilate, develop, compensate and retain such talented individuals.
Change, Change and More Change: The greatest competitive challenge companies’ face is adjusting to — embracing nonstop change. They must be able to learn rapidly and continuously, innovate ceaselessly, and take on new strategic imperatives faster and more comfortably. Constant change means organizations must create a healthy discomfort with the status quo, an ability to detect emerging trends quicker than the competition, an ability to make rapid decisions, and the agility to seek new ways of doing business. To thrive, companies will need to be in a never-ending state of transformation, perpetually creating fundamental, enduring change.The five challenges mentioned above have one overarching implication for business: the only competitive weapon left is organization. Traditional forms of competitiveness-cost, technology, distribution, manufacturing, and product features — are the examples.
HR - Planning and Recruitmenta) Develop People Employers know that helping employees to manage their career progress will help them to keep good people. Now more employees are asking ‘what can you do for me’, particularly when they see their peers being provided with development opportunities by their employers. Senior executives play a vital role in developing their subordinates. Although most executives have not yet diagnosed the problem, industry’s greatest challenge by far is to rectify the under-development, underutilization and ineffective management and use of its most valuable resource - its young managerial and professional talent.
These days what the organization is doing for individual employees is becoming more important. Now every employee wants that company should give them or send them to different training and development programmes for career developments and have to arrange and give opportunities to employees for all these.One solution has been to implement a project on internal candidates and interviewing them. Interviews have been made more formal, explaining the reasons behind them and using competency evidence for not only the role but also for training and development too.
In the past, people were often promoted rapidly into roles and moved about the company at will. Now, though, there needs to be a reassessment and a recognition that, as well as moving people about, the company need to give them skills and tools to do the job they are currently doing well even better.b) Grooming Future TalentWhile analytical and communication skills and boosted confidence will often give graduates an edge, HR across the board is rapidly moving away from the perception that a degree is a mandatory springboard to greater things. There are people who do not go to university for many good reasons.
It is the duty of the company to provide tools to allow them to do the job. In this context training needs analysis and plotting of career growth paths for employees are important activity of HR professionals. Instead of conducting it as an annual ritual, the need analysis should really contribute towards the skill enhancement of the employees resulting in the fulfillment of current and future organizational requirements.c) Employees DeploymentAs employees move easily between diverse roles, the value of the internal talent market increases because employees are aimed with transferable skills and knowledge that can be applied in many areas of the organization.
This allows companies to become more agile and to rapidly deploy workers to new projects or locations. This deployment is very useful for employees also because now every employee wants to become a multi skill person, because now ones one skill can become meaningless any time. This is the duty of organizations that one moves for all these so that the company can retain employees in their organization.d) Build Employee CommunitiesIt should build high quality internal talent communities through segmentation.
This enables employers to cultivate relationships with employees on the employee’s terms and to consistently demonstrate value to the employee through opportunities for internal mobility. This increases job satisfaction and leads to higher retention rates. Any recruitment opportunity in the organization should be viewed as a career growth opportunity for the existing employees without compromising efficiency requirements. This always is very cost effective in all respects and will go a long way in boosting the morale of existing employees. The direct correlation of morale and higher productivity could be sufficient for any justification required for these moves.
e) Turn Managers into CoachesWhen a person joins just after his getting degree he is totally new from the point of view of experience. This demands that intelligent but non-experienced need a personal coach for their perfection in the job and to cope-up with early entry-level problem. Personal coaches are personal advocates for their clients, but advocacy is aimed at the client. What great personal coaches are great at is helping people help themselves. They offer penetrating insight to people about themselves. They give them good and bad news.
They help people believe that they can do better. They give people concrete solution to help them improve. And coaches are right there with the people they coach, encourage them, scolding them when necessary, praising them when it is appropriate, and constantly helping their clients move in the right direction.Implementation of this system in the organization is a duty of HR department with the help of top management. From this system we can motivate and inspire the people to do extraordinary work. Coaching style of management is the single greatest factor in improving productivity, moral, and retention.
Day to day coaching creates the kind of trust and confidence, the genuine bond between managers and individual contribution that cuts through everything.
