A Strategic Role for Human Resources
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The paper reveals that human resources (HR) managers must, when making decisions regarding human resources practice, incorporate the company's overall strategic objectives and view their role within the organization as supporting the organization's long-term strategy, rather than simply meeting short-term needs. The paper looks at strategies that HR managers can utilize to bring their actions more in alignment with corporate-level strategy and at techniques that can contribute to turning human resources into a strategic, value-added function for the organization.
From the Paper:"Trahant, Steckler and Sonnesyn (2007) identified some other techniques that can contribute to turning human resources into a strategic, value-added function for the organization. The first is implementation - the HR department must follow-up on its initiatives by adopting strategic implementation practices such as measuring, monitoring and adjusting. The scope must be tightly targeted - a shotgun approach to strategic HRM will fail because most organizations simply cannot manage multiple complex initiatives. The focus should therefore be specific with regards to the types of outcomes that the program is to deliver. The strategy should be future-oriented. HRM is often oriented towards the short-term future, providing solutions for anticipated needs and problems of the coming year. Most organizations, however, take a longer-term view of their business, and utilize multi-year plans. In order that human resources strategy be well-coordinated with these multi-year plans, HR must take a multi-year time orientation as well. This will invariably require a greater focus on long-term organizational development. Lastly, the process must be clear. Senior management needs to understand how HR is going to help, so that they will be able to facilitate the needs of the HR department. In addition, the employees throughout the company need to understand the role that HR plays in strategy, so that they too can support the actions of the department better. Lastly, if the HR department itself is unsure of how it will implement or measure an action, this increases the risk of that action's failure."
Sample of Sources Used:
- Boudreau, J. & Ramstad, P. (2005). Talentship and the new paradigm for human resource management. Human Resource Planning. Vol. 28 (2) 17-26.
- Dunn, J. (2006). Strategic human resources and strategic organization development: An alliance for the future? Organizational Development Journal. Vol. 24 (4) 69-76.
- Brockway, S. & Park, R. (2007). The art of business partnering. Strategic HR Review. Vol. 6 (6) 32-35.
- Trahant, B.; Steckler, F.; Sonnesyn, C. (2007). Elements of successful strategic human capital planning. Public Manager. Vol. 36 (2) 45-50.
Cite this Persuasive Essay:
A Strategic Role for Human Resources (2013, April 30) Retrieved December 09, 2023, from https://www.academon.com/persuasive-essay/a-strategic-role-for-human-resources-152890/
"A Strategic Role for Human Resources" 30 April 2013. Web. 09 December. 2023. <https://www.academon.com/persuasive-essay/a-strategic-role-for-human-resources-152890/>