Human Resource Needs
Introduction
HR is an important arm of every organization. Over the decades, the HR function has slowly been incorporated into the organization structure. This includes the roles that can be played by human resource management in an organization. Over time, HR has been utilized in organizations as component that deals with employee affairs such as recruiting, safety, benefits, payroll and performance. Lawler & Boudreau observe that HR can be very useful as a business and strategic partner. They assert that HR function can be utilized in the three methods in an effort to make the business model effective (Lawler & Boudreau 3).
An HR department limited only to employee affairs is ineffective and inefficient to any business model. HR management should not report to the senior management, but should be in the top management. In this way, the organization will utilize the HR department as a business, and strategic partner (Lawler & Boudreau 4). The HR function in this case study needs to be reconstructed to reflect the three roles that HR can play to increase the efficiency and success of the organization.
Background
Lawler & Boudreau carried out research on the role of HR in strategic management in organizations from the year 1998. This was an analysis to determine the usage of HR as a strategic function in organizations. In addition, they examined the activities that the HR department is involved in order to gauge its usage. However, they found out that many organizations still do not utilize HR as a strategic function in business. Moreover, many organizations still do not utilize HR in business strategies and activities (Lawler & Boudreau 5).
Wattanasupachoke attests that the HR should be involved in the business activities. In this way, HR can increase its role in strategic management of the organization. HR should, therefore, have managers with the capability to influence strategic decisions made by the organizations’ top management (Wattanasupachoke 139). Organizational leaders and managers should be willing to incorporate organization and talent considerations into the strategic process (Wattanasupachoke 141). This is the only way to expand the HR function from employee affairs to cater for the other two possibilities as a business and strategic partner.
Discussion
The design of the HR function in an organization determines the role it plays. The HR function should not be a minor player in management and administration. The HR function should be decentralized throughout the organization to increase its performance and involvement as a business and strategic partner. Members of staff have several needs to be addressed by human resources department for their smooth operations. These needs could include their satisfaction, as well as, training and development within the department.
HR staff should receive up to date skills that help them to fit in the changing HR sector. Therefore, the employees expect the human resources to go through frequent training to all the staff to help them improve on their skills and qualifications and be competitive in the market (Martin & Jackson 39).
Executive Management
There are several needs of the executive management that they would be happy to probe the human resources address. These include improving on the participation of the HR department in strategic management. The management should encourage the human resources to formulate a schedule that would ensure talented candidates are retained. The management should keen to witness the human resources encourage employees to sweep up the company’s philosophy. The human resources are then to create the favourable environment that suits working of the employees for higher productivity (Martin & Jackson 43).
HR Talent Development
Prioritiz Therefore, prioritising customer needs is necessary to ensure that they are properly addressed. During the recruiting of individuals, talent should be prioritized to enable the business focus on efforts that would ensure productivity and innovation. In resolving conflicts, the human resources should prioritize equal treatment with no bias. The solutions should be timely to ensure the conflicts do not bear negative consequences on the activities of the transport department (Martin & Jackson 67). Carrying out frequent training and workshops entrenches the company’s philosophy in the employees.
Decision Making
Decision making is an efficient way of adding value to HR function. The HR department has been in charge of human capital, yet it is excluded in decision making. HR function is a critical factor in the success of a business (Lawler & Boudreau 15). In this case, HR should be included in making decisions concerning human capital. In addition, HR should be involved in talent regulation, management, selection and development. Being in charge of human capital, the HR function has undeniable insights on handling human capital effectively to realize maximum employee contribution and strategic accomplishment. Therefore, HR function is very useful and essential in the organizations’ decision making (Lawler & Boudreau 15).
Recommendation and conclusion
Over the decades, the HR function has slowly been incorporated into the organization structure. An HR department limited only to employee affairs is ineffective and inefficient to any business model. HR management should not report to the senior management, but should be in the top management. In this way, the organization will utilize the HR department as a business and strategic partner.
The HR function should not be a minor player in management and administration. The HR function should be decentralized throughout the organization to increase its performance and involvement as a business and strategic partner. The HR function should be involved in decision making, Talent development and management. The HR function needs to be accepted as a business and strategic partner to increase the efficiency and success of the organization.
Works Cited
Lawler, E, and J Boudreau. “What Makes HR a Strategic Partner? People and Strategy,.” Center for Effective Organizations 32.1 (2009): 14-22.. Print.
Martin, Malcolm, and Tricia Jackson. Human resource practice. 5th ed. London: Chartered Institute of Personnel and Development, 2010. Print.
Wattanasupachoke, T. “Strategic Human Resource Management and Organizational Performance: A Study of Thai Enterprises.” Journal of Global Business Issues 3.2 (2009): 139-148.. Print.
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