Human Resources have never been
more indispensable than today. The competitive forces that we face today will
continue to face in the future demanding organizational excellence. In order to
achieve this extended quality, organization’s need to focus on learning,
quality development, teamwork, and re engineering. These factors are driven by
the way organizations implement things and how employees are treated.
1. HR Can Help
in Dispensing Organizational Excellence: To achieve this paradigm shift in
the organization excellence there is a need for organizations to reform the way
in which work is carried out by the Human Resource department. By designing an
entirely new role and agenda that results in enriching the organization’s value
to customers, investors and employees, HR can help in delivering organizational
excellence. This can be carried out by helping line managers and senior mangers
in moving planning from
the conference room to the market
place and by becoming an expert in the way work is organized and executed. HR
should be a representative of the employees and should help the organization in
improving its capacity for change. HR will help the organizations in facing the
competitive challenges such as globalization, profitability through growth,
technology, intellectual capital, and other competitive challenges that the companies
are facing while adjusting to uncontrollably challenging changes in business
environment. The novel role of HR is to rapidly turn strategy into action; to
manage processes intelligently and efficiently; to maximize employee
contribution and commitment and to construct favorable conditions for flawless
change.
2. Human
Resource Should be a Strategy Partner: HR should also become a partner in
strategy executions by propelling and directing serious discussions of how the
company should be organized to carry out its strategy. Creating the conditions
for this discussion involves four steps. First HR need to define an
organizational architecture by identifying the company’s way of doing business.
Second, HR must be held responsible
for conducting an organizational
audit. Third, HR as a strategic partner needs to identify methods for restoring
the parts of the organizational architecture that need it. Fourth and finally,
HR must take stock of its own work and set clear priorities. In their new role
as administrative experts they will need to shed their traditional image and
still make sure all routine work for the company is done well.
3. HR
Accountability Should be Fixed to Ensure Employee Commitment: HR must be held accountable
for ensuring that employees feel committed to the organization and contribute
fully. They must take responsibility for orienting and training line management
about the importance of high employee morale and how to achieve it. The new HR
should be the voice of employees in management discussions. The new role for HR
might also involve suggesting that more teams be used on some projects or that employees
be given more control over their own work schedules.
4. The New HR
Must Become a Change Agent: The new HR must become a change agent,
which is building the organization’s capacity to embrace and capitalize on
change. Even though they are not primarily responsible for executing change it
is the duty of the HR manager to make sure that the organization carries out
the changes framed for implementation.
5. Improving the
Quality of HR: The
most important thing that managers can do to drive the new mandate for HR is to
improve the quality of the HR staff itself. Senior executives must get beyond
the stereotypes of HR professionals as incompetent support staff and unleash HR’s
full potential.
6. Change in
Employment Practices: The balance sheet of an organization shows human
resource as an expense and not as a Capital. In the information age, it is
perceived that the machines can do the work more efficiently than most people
however; technology to work is dependent on people. The challenges for
Employment Practice in the New Millennium will require that there should be
strategic involvement of the people and labour-management partnerships as
they both have to take organization ahead.
7. Benchmarking
Tool Must be Mastered by HR Professionals: HR professionals must master benchmarking,
which is a tool for continuous improvement- directing the human side associated
with the strategic path adopted by the organization. Through this, HR
department will start appreciating the changes happening within and outside the
environment while expanding the knowledge about how to add value to decision
making at the highest level of the organization.
8. Aligning Human
Resources to Better Meet Strategic Objectives: Too often
organizations craft their strategy in a vacuum. Some organizations don’t even
include key people during strategy formulation resulting in lacunae between the
actual problems and the solutions implemented- as critical inputs are not sought
from those individuals who are supposed to implement the new strategies. A past
CEO of Sony once said that organizations have access to the same technology and
the same information. The difference between any two organizations is the “people”-
the human resource. Empowering the workforce is an essential tool for aligning
human resources with the achievement of corporate objectives. It is the duty of
HR manager to hire talented human resource and to provide them with a positive
environment where they will be able to utilize their skills and potentials and
to create an environment in which these
individuals are comfortable
taking risks.
9. Promote From
Within and Invest in Employees: Promoting employees from within sends a
powerful message that the organization’s employees are valued. New blood and
fresh ideas often come from newcomers to the organization. To avoid stagnation
of the firm, new ideas and approaches are critical. Yet to improve employee
morale, promoting individuals from within the organization is essential. This communicates
that the organization values their employees and invests in their human
resources.
10. Review the
Recruitment and Selection Process: A key element of human resource planning
is ensuring that the supply of appropriate employees (with the right skill mix)
is on board when needed. This requires a proactive approach whereby the
organization anticipates its needs well in advance. It is important to identify
the competencies being sought. That is, the criteria upon which selection
decisions are to be made should be decided in advance. A firm must identify
those skill sets required by employees to be successful. Charles O’Reilly
suggests that companies should hire for attitude (perhaps even more so than technical
skills). That is, the fit of the individual with the values of the organization
and the culture of the firm should also be considered when selecting employees.
This has been referred to as the person- organization fit.
It is no longer enough to simply
consider the person’s fit (and technical skill set) with the job. Part of the employee’s
fit with the organization should focus on the core values and beliefs of the
organization. This will increase employees’ contributions to the overall
success of the organization if they already embrace the core values of the
organization prior to their selection
Really nice and definitely it will be useful for many people. Kindly keep update like this.
ReplyDeleteHr Consultancy in Bangalore
Hr Franchise in Bangalore
Hey thank you for posting useful information regarding consultancies.These are useful for job seekers.Can you add Cernobia Technologies
ReplyDeleteTruly a very good article on how to handle the future technology. After reading your post,thanks for taking the time to discuss this, I feel happy about and I love learning more about this topic.
ReplyDeleteChutiya
ReplyDelete