Your the strategic role of HR takes

March 11, 2019 Human Resources

Your Executive Directors are proposing to reduce the size of the HR section, or even close the function completely. You are to write a report to the Board that supports the retention of the HR function within the organization, and explain:
• how 3 HR activities support the organization’s strategy
• 3 ways HR professionals support line managers and their staff

In my last papers, I talked the strategic role of HR takes in modern era in organizations. That we, HR professionals are no longer traditional HR that focuses on only functional activities such as managing internal recruitment requests and organizing trainings. In changing and emerging markets, HR started to play the role of strategic partner and consult strategy and business on talent acquisition and talent management in order to make the culture more effective and sustainable where the promotion of culture is based on diversity and equality, more flexible working practices, rewarding employees for best customer service and performance. Indeed, HR in companies and big organizations is more likely as strategic partner rather than traditional player. Where HR is the foundation of healthy organizational life, retention of HR staff can have unpredictable devastation to organizations’ fate. In many emerging markets, where big companies face transformation and change in order to achieve sustainable future, functionality of HR is highly essential.
Taken together all above mentioned and demand for achieving sustainable success of organizations, the following HR activities need to be preserved within the company.
– Referring to the CIPD map or the talent management cycle, skilled and high competent HR managers have direct impact on formulation and implementation of organization’s strategy. The first it happens through attracting and retention of talents or high potentials within the company so to achieve long-run success. Talent acquisition is the great part of the job HR managers do. We may consider it as the foundation of the rest of HR activities practiced. Professional HRs who knows their internal customer’s business needs. Employees journey within the company starts with HR, as the one who recruits, develops and rewards through process and policies. Imagine now, Human resources function does not exist in the company and every other unit has to manage its employee resources. It is not simply just interviewing candidates and signing contracts, it is actually more than seemed. Take a one department as a sample, Finance department which is the center of all company units and is the second biggest department after HR with number of its internal and external customers. The department may need a new employee depending on its changing or broadening scope, or replacement of a person who resigned/ dismissed, or it is a maternity leave that needs to be closed temporarily with short-term agreement. Moreover, an HR specialists that deals with all above mentioned reasons need to close a vacancy – job analysis should be done properly in order to ensure that the proper candidate is fitted to the role which the whole process of accountabilities, main process and activities of the job, its impact and interaction with other functional units of an organization. Now, imagine a company just doing one specific job instead of HR. It will cause structural units heads as a burden. A person who were doing all these with clear and careful analysis as full time, now turned to be heads or managers’ responsibility. It can have immense negative results – such as delay on business as usual tasks, big projects and positive change. The biggest negative impact, for sure, will be destroying talent management cycle of the employee. To choose not well-fitted candidate to the position will have high risk for implementation of strategy, and also will increase turnover rate.
– Some leaders or organizations may see recruitment something to be handles easily or gradually. However, what about the managing performance of the whole company and be align with strategic goals. If everyone, every other leader assigns some objectives or targets with improper KPIs that not aligned closely with strategy or linked to each other’s tasks may even one company to be damaged so deeply that recover may not happen or take quite a long time. Imagine a company that have no performance management process or rules for performance appraisals, and the KPIs are not distributed to all staff based on cascading principle which starts from the CEO and goes down to the earth. Each director or head has own KPIs that not linked to their line mangers and not to strategy, the impact of such action can have non-recoverable for the whole organization. Indeed, HR specialist plays as a key player of the process of sustaining that the organization has KPIs cascaded from top to down, talks with each other and aligned with strategic goals.
– Learning and development is another main part of the job. Once you are recruited a suitable candidate for the job, he/she is evaluated against performance. Learning and development helps the employees to acquire the skill set required for the job or to advance those skill set and competencies. Learning and development is as complex and as important as performance management is to the employees and HR. HR plays a significant role in assessing performance of employees and defining the learning needs of the company by analyzing its development needs against strategic initiatives and skill gaps of the employees. For example, if an employee wants a training or development program, or a structural unit head assigns a development plan for his/ her employees, the implementation of the plan is about using resources properly – budget, attracting internal and external trainers for programs or searching for another development tools, etc. This all is time and money, besides it is again assessing how much the development needs and plan is aligned with yearly objectives of individuals, strategic goals of the company and business as usual tasks. In short, it is HR manager’s job to get to know the employees’ performance results, skill gaps and competencies and help them build onto their goals. If this opportunity will be on hands of many managers, it is more like to be turned on selfish attempt that benefits self’s not organization.
There are many more reasons why HR should exist, and what should be its role to benefit both employees and organizations. The above I mentioned are the backbones of HR for my perspective. Referring to written above, I want to briefly summarize how HR should support line managers and leaders of the company using the following 3 ways:
1. Attract Talent, Hire Resources. Attracting talents starts with the first planning of requirements of the structural unit. Of course, it is the unit and process owners who knows best their job and what they need, how they delegate and how they distribute the job between their teams. We as HR as supporters of this process. To help the business and process run by its own, we do business case analysis, learn the job requirements and supply the line managers with placement of talented professionals. In this process, HR creates the employer brand, which will be represented of company’s image in the minds of potential candidates. For example, HR manager has the client from procurement department who need a new hire for the changed scope. In this step, HR manager does the job analysis, learns the scope in order to determine in which position level and grade the candidate should fit. HR does have to know that the position is junior or senior level, otherwise, the whole line manager group may claim that they need only senior people. HR manager accordingly does the CV review, interviews candidate based on competencies of the job requires and coordinate candidates with line managers. Once the finalist is decided, HR managers turn into negotiating the compensation and benefits part of it. To be within the budget threshold is another challenge of HR manager has to overcome.
2. Resolving conflicts. Where different people with different mind and views work, conflicts are always on the table and especially in big organizations, it is inevitable. Obviously, line managers could have more than 5 or even 10 people in their direct supervision. When the team grows, it becomes harder to manage conflicts and keep the team together. Especially, there could be toxic people who could poison others within the team. To prevent such actions, HR managers have the right to intervene and help map out a solution to line managers. In that role, HR manager is more like to be a consultative partner rather than punisher. So, HR takes the burden of line manager or staff and available at the disposal of conflicting parties, hear out the issues without being judgmental.
3. Employee relations. As an HR person, I always welcome employees of my company with very different cases, problems and try the best professional way of solving problems, responding needs. Employees should always feel comfortable coming up to you with their problems with different matters. As usual, it is not always easy to open all your problems to line manager; thus, there should be a partner who is ready always to help. That itself, involves great interpersonal skills. Line manager could be heavily busy and responsible for higher-level tasks given by top management. HR managers has to be proactive and know their employees. Our role is to build trust among teams and among individuals.
Taking all above, I believe that the role of Human Resources in globalizing world with evolving trends will get much stronger. The world is moving toward digital era, may be in future our today’s HR systems will be inactive or change its shape, turn to be digital HR, but definitely not today and not now. Therefore, retention of HR, for my view cannot happen without being totally digital.

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