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What Is HR Strategy? And How Can You Best Execute It?
Human resources (hr) strategy defines which hr and workforce practices and activities to pursue and improve to deliver outcomes that will drive enterprise business goals., table of contents, how do you align hr strategy with business goals, what is needed to execute your hr strategy, how do future of work trends affect hr strategy, when is it time to update your hr strategy, what is the role of workforce planning in hr strategy, how do capabilities and skills fit into hr strategy, how does technology fit into hr strategy, additional resources for chros and their teams.
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The highly volatile business environment puts the HR function under enormous pressure to identify strategies that drive enterprise success. The chief human resources officer (CHRO) must break down business goals into strategic implications, but they must also then define priorities that realign HR function service delivery to create business value.
For process, follow these five steps to create an effective human resources strategy that supports enterprise business goals:
- Understand your organization’s mission, strategy and business goals.
- Identify the capabilities and skills necessary to achieve those goals.
- Evaluate the current capabilities and skills of your talent and the HR function, and identify gaps between the current state and future needs of the organization.
- Develop HR goals to resolve gaps and establish criteria for measuring successful strategy execution.
- Communicate the HR strategy.
This strategy will drive the strategic plan and any HR transformation initiatives required to move the HR function from its current to its future desired state. To do this successfully, you will need to:
- Understand how well your functional capabilities and the HR operating model are performing in their current state
- Identify next steps and resources required for short-, mid-and long-term plans
- Ensure continuous alignment of strategy and resources to capture market opportunities and respond to volatility as needed
Also needed are mechanisms to ensure the strategy can respond effectively to change (see “ When is it time to update the HR strategy? ”).
Setting strategy is only the first step; turning it into a strategic HR plan that you successfully execute is far more challenging. The process fails for a number of reasons, including lack of visibility into business goals and inadequately defined measures for success. The volatile conditions in recent years also require measures to keep the strategy aligned as business needs change. Being programmatic helps to ensure that relevant strategy is executed effectively.
Align with business strategy
Human resources strategy should always respond to business strategy; it also should align both upward (with business priorities) and downward (with functional priorities). In a world where talent is increasingly seen as an organizational priority, HR strategy should inform and influence business strategy.
Establish goals as part of the strategy
Consider what constitutes long-term success for your HR function and how to prioritize goals to support enterprise strategy. Perhaps create a prioritized list of initiatives and goals, and evaluate the gaps between the current state and your most critical initiatives.
Set criteria for measuring successful strategy execution and adaptation
Once you’ve developed goals, identify four to seven key performance measures that describe the current level of performance of the HR function. Make sure these measures are specific, quantifiable and clearly tied to the desired performance, and use those same indicators to measure performance in the future.
Craft a clear and concise statement that captures the core of the strategy and summarizes the key objectives on which the HR function will focus over the next year. This empowers your organization’s HR professionals and employees to contribute positively to enterprise objectives. Tailor the communication to each stakeholder group to provide employees with direction for their decision making.
It has always been critical for CHROs to prepare their organizations for the future of work (changes in how work gets done, influenced by technological, generational and social shifts). But the pandemic era has reinvented the future of work in new and unexpected ways — from increasing demands for a more human-centric employee value proposition and more seamless employee experience to tough-to-diagnose employee turnover.
In 2022, several key trends will require a strategic response from HR leaders. They include:
- The growing likelihood that elevated turnover levels could become the norm, turning the Great Resignation into the Sustained Resignation
- The ongoing challenge to affect hybrid work models to the benefit of both employers and employees
- The need to offer a more human and purpose-driven employment deal to respond to peoples’ increased demands for more personal value and purpose from both life and wor
- Fairness and equity becoming the defining issues for many organizations, including who has access to flexible work conditions
Given the growing volume of future-of-work-reinvented trends, HR leaders need to shortlist the most important ones on which to focus when developing HR strategies. This requires a three-step trends analysis:
- Identify : Recognize trends that could affect how, when and where work is done; who or what does work; or even what work means in the near future.
- Interpret : Understand the relevance and implication of a future of work trend to your organization.
- Prioritize : Involve diverse stakeholders for an inclusive process of selecting key parameters. Ensure buy-in by prioritizing trends based on objective evaluation and a comprehensive analysis.
Adapting to the rapidly evolving COVID-19 situation has required C-suite leaders to regularly revisit and adapt their HR strategies and tactics to track changes in business strategy and ensure their organizations’ survival and growth.
The days when strategic planning was a once-a-year, set-it-and-forget exercise are over. Today’s rapidly changing business environment requires HR strategies to adapt. Gartner research shows:
Most organizations (66%) say the top barrier to effective strategic planning is the lack of integration with business needs.
38% of HR leaders state that their HR strategic planning process is not aligned to the business strategic planning calendar, and changes are not triggered by shifts in the business plans.
58% of organizations point to the lack of relevant metrics to track progress as one of the top barriers to effective strategic planning.
Only 28% of HR leaders report reviewing their strategies more than once per year, and only 12% change them more than once per year.
To respond to changes as they happen and avoid wasting time on strategic planning, CHROs should identify external and internal triggers for strategic review and monitor them continuously. To do this:
Talk with relevant stakeholders to identify business-, management- and function-driven strategy triggers for your organization
Use this preemptive identification of triggers to act quickly when they occur instead of falling behind the rest of the business
Once triggers are established, proactively monitor business changes to ensure the function can meet business needs as efficiently as possible and improve overall business outcomes
Workforce planning is the process by which HR leaders generate a forecast that projects the future workforce needs of their organizations. Especially now, workforce and business trends are impacting leaders’ expectations about workforce planning approaches and outcomes.
For example, digital business transformation often changes critical skills needs, as well as planning and budgeting cycles. This is especially the case as HR adopts tactics more common to IT, such as agile methodologies and multidisciplinary fusion teams . HR’s increased use of technology solutions will similarly impact budgets and staffing to capitalize on innovations (see “ How does technology fit into HR strategy ?”).
New ways of working demand new talent profiles across all business units. Strategic human resources management will incorporate more granular information about worker skills, capabilities, knowledge and experiences to respond to those needs.
Five types of workforce planning
- Workforce optimization : How do we optimize the assignment and distribution of tasks and processes to improve capacity utilization, productivity and other business outcomes?
- Workforce scheduling optimization : How do we optimize workforce schedules to meet compliance and fair scheduling needs while ensuring that we can hit business targets?
Operational workforce planning : How do we plan for the right number and types of workforce resources to hit projected business targets and make sure we are executing on that plan?
- Organization modeling and transformation management : How do we align resources to our new organization structure following a significant transformation (for instance, restructuring, merger and acquisition, divestiture and reduction in force)?
- Strategic workforce planning : What are the workforce implications of our organization’s short- and long-term strategy? Will we have the right resources? If not, how could we get them?
Goals of workforce planning include:
- Aligning talent planning with the strategic business plan
- Identifying key workforce risks in the short, medium and long term
- Creating a talent strategy to mitigate potential workforce risks
- Mapping out critical skills needed in existing roles
- Ensuring talent readiness for future business needs
- Filling current and projected talent gaps
- Recruiting future talent for the organization
- Preventing attrition
It’s important for CHROs to make sure they and their HR leaders carve out time and resources to conduct workforce planning effectively as few organizations have specific roles or teams dedicated to these efforts. Larger organizations might benefit from specialist full-time employees in a dedicated role.
Six key steps in strategic workforce planning
- Prepare : Figure out the what, who, where and when.
- Understand business strategy : Identify strategic priorities, analyze emerging trends, translate priorities and trends into workforce capability needs and prioritize workforce capabilities.
- Diagnose and analyze risks : Focus on strategy execution and prioritizing critical capabilities.
- Develop a high-level plan : Create a high-level roadmap to address capability risks.
- Prepare to execute : Document and communicate the workforce plan, and establish triggers for reevaluating it.
- Monitor the plan : Measure, adapt and evolve the plan.
As part of strategic workforce planning, it is essential for HR leaders to identify whether the organization has the capabilities and skills it needs to achieve its business goals. It’s also critical to incorporate plans to address skills needs directly into HR strategies.
Skills are a foundational element for managing the workforce within any industry. Improving and automating the detection and assessment of skills enables significantly greater organizational agility. Especially in times of uncertainty, or when competition is fierce, organizations with better data on skills can adapt more quickly by more accurately identifying which opportunities are feasible immediately, and which require more investment over time.
Gartner research shows that headed into 2022, building critical skills and competencies was a priority for 59% of HR leaders — and the challenge remains complex. Gartner TalentNeuron™ data finds that the total number of skills required for a single job is increasing at 6.3% annually.
Many of today’s new and emerging skills are also difficult to obtain, so HR leaders first need a way to sense shifts in skills needs dynamically. This allows them to:
Anticipate needs as they occur , rather than trying to predict the future, and adapt to those shifts in an iterative, course-corrective way
Develop skills at the time of need by identifying and implementing skills accelerators — strategies that leverage existing resources (e.g., content, people and skills adjacencies ) to develop new skills solutions at speed
Enable employees to make skills decisions dynamically , such as by creating channels for them and the organization to exchange skills information for mutually beneficial and flexible skills development
Prioritizing skills according to enterprise goals will help HR leaders understand the key talent issues they will need to tackle. For example, with the COVID-19 response accelerating the speed and scale of digital transformation, many organizations lack the digital skills required to succeed.
Most organizations will need to deploy multiple talent strategies to acquire hard-to-find critical skills. This involves combining build, buy, borrow, rent and other strategies depending on the particular needs and circumstances.
All processes related to workforce planning use data and analytics intensively, making labor market intelligence and talent analytics (also known as HR analytics, workforce analytics and people analytics) critical for HR leaders to use in:
Forecasting the future workforce
Creating long- and short-term sourcing plans
Pinpointing emerging roles and skills and identifying skills gaps
Analyzing competitor hiring trends
Discovering new competition for key talent
Understanding market disruptors
Pandemic-accelerated trends continue to transform how organizations acquire, develop, motivate, reward, serve and manage talent. Technology has emerged as an essential tool in responding to uncertainty and creating a more human-centric but adaptive and composable organization. HR technology, in shaping employee experience and driving business productivity, is therefore an increasingly critical component of successful HR strategy.
Increasingly, designers of human capital management (HCM) applications aim to improve the candidate, worker, learner and manager experiences, while acknowledging that most employees spend relatively little time using these applications. Many applications have a conversational user interface or use insights from behavioral science disciplines to engage users, influence behaviors and contribute to improvements in organizational culture. Continuous learning, listening, feedback and performance management are also becoming necessary to support hybrid and agile ways of working. HR technology shapes employee experience and impacts business productivity.
But amid continual hype around technology trends, HR leaders must understand their own needs and capabilities as they plan to add technologies within HR processes and existing applications. Aim to improve the employee experience by resisting one-size-fits-all solutions, and instead deploy flexible, human-centric HR processes and tools to meet diverse workforce needs.
The core functional pillars of human capital management (HCM) applications are:
Administrative HR : Core HR organizational and employee data management, employment life cycle processes, transactional employee and manager self-service benefits and payroll administration
- Talent management : Recruiting, onboarding, performance management, compensation allocation, career and succession planning, learning and development, and workforce planning
- Workforce management : Time capture, absence management, scheduling, task and activity tracking, budgeting and forecasting
- Integrated HR service management : Content delivery via a portal and knowledge management capabilities for employees and managers, which may include case management (ticketing/routing), business process management tools and digital document management
Innovation in the HCM technology market is driven by:
- Technological advances, including artificial intelligence , augmented reality and virtual reality
- Increased focus on skills management, as existing HR applications do not support current business requirements
- Wider macro and social developments surrounding the nature and evolution of work practices and policies, such as the increasing importance of diversity, equity and inclusion, automation, remote working and the growth of the gig economy
To support ongoing pandemic responses and prepare for subsequent economic uncertainty, the following technologies have attracted renewed interest:
- Internal talent marketplaces
- Ontology-based skills graphs
- Voice of employee
- Learning experience platforms
- Workforce planning and modeling
Prioritize Roles & Skills to Fight the War for Talent
The top 5 hr trends and priorities for 2022, leadership vision for 2022: chief hr officer, chro global leadership board, 11 trends that will shape work in 2022 and beyond, gartner reimaginehr conference.
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How to Create a Human Resource Strategy
- How to Create a Human…
Posted by Erik van Vulpen
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What is a Human Resource Strategy?
- It requires an analysis of the organization and the external environment.
- It takes longer than one year to implement.
- It shapes the character and direction of Human Resources Management activities
- Helps in the deployment and allocation of organizational resources (i.e. money, time, personnel)
- Is revised on a yearly basis.
- It incorporates the expert judgment of senior (HR) management.
- It is number-driven.
- It results in a specific behavior.
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6 HR strategy best practices
- HR professionals should know the strategy and (at least to some extent) be involved in its creation – A strategy will only be effective if it is clearly communicated. Involvement in the creation of the strategy will help in the communication and create buy-in.
- Management buy-in and HR budget are critical enablers of strategy execution – An HR strategy can never be realized in isolation. Conditions are management buy-in, budget, skilled HR professionals, and appropriate digital technology.
- HR initiatives should be aligned with the HR strategy – The strategy is there for a reason: it should be followed. HR practices and initiatives should follow the strategy.
- Performance incentives should be directly connected with the execution of the strategy – The idea of contingent compensation is as old as HR itself. People will work harder if their goals and incentives are aligned.
- Strategies should be monitored and execution measured through KPIs – Strategy will never be effective without consistent implementation and monitoring of results. This is done through KPIs (metrics that measure strategic goals)
- Strategy is a long-term plan – A strategy is, by definition, long-term. This doesn’t mean it isn’t subject to change. A strategy can be – and sometimes should be – adapted to better fit the external environment.
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Erik van Vulpen
Erik van Vulpen is the founder and Dean of AIHR. He is an expert in shaping modern HR practices by bringing technological innovations into the HR context. He receives global recognition as an HR thought leader and regularly speaks on topics like People Analytics, Digital HR, and the Future of Work.
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HR strategy
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- HR Strategy
Human resource (HR) strategy maximizes the potential of an organization’s human capital so it can achieve its broader business objectives. For some employers, however, transitioning HR from a purely transactional function to a strategic one can be challenging. But considering the competitive advantages enjoyed by talent-driven organizations, it’s an obstacle worth overcoming.
What is an HR strategy?
HR strategy is a roadmap for solving an organization’s biggest challenges with people-centric solutions. This approach requires HR input during policy creation and elevates the importance of recruitment , talent management , compensation, succession planning and corporate culture.
Why is HR strategy important?
Without strategy behind it, HR remains an administrative function and business growth may be hindered. Consider, for instance, two different companies that would like to expand into new markets.
One of them is strategic and gives HR a seat at the table from the very beginning. It researches locations that would be the most advantageous from an employment standpoint and then develops a long-term plan for networking highly-qualified, passive candidates in the chosen regions.
The other company takes transactional approaches to solving problems. Instead of including HR in its expansion discussions, it delegates a hiring manager to recruit candidates without knowing if the desired talent exists in that market or if the employment rules add a significant number of unexpected obstacles.
As the first example shows, when HR is involved and integrated at many levels of an organization, it can create a powerful advantage.
How to create a human resource strategy
Creating an HR strategy means taking a hard look at an organization’s strengths, weakness, opportunities and threats – a process also known as a SWOT analysis. Every business is different, but most follow these steps:
- Understand the business and its objectives Talk to people throughout the organization to gain a full understanding of the business’s past achievements, the products or services that it offers today, and what it hopes to accomplish in the future.
- Evaluate employee skillsets Review employee performance, resumes, project history and continuing education to assess the collective workforce skill level.
- Conduct a gap analysis Determine if employees have what they need to maximize their productivity or if investments in additional resources are necessary.
- Assess talent strategy Regularly auditing compensation, benefits, work environments and employee engagement can help employers compete for new talent and retain valued workforce members.
- Develop existing employees If any employees appear ready for new challenges or have skills outside their current role, create a development plan that will allow them grow to with the business.
- Limit turnover Get to the root cause of why people leave an organization and create a comprehensive plan to address the problem and prevent labor shortages.
- Plan ahead for succession Knowing which employees can easily fill other positions, should they become vacant, helps lessen disruptions when someone abruptly leaves the organization.
- Rely on analytics Compensation history, turnover rates, employee engagement and other HR metrics can guide strategic decisions.
- Create a mission and vision statement Mission and vision statements summarize the HR strategy and serve as a litmus test for all policies and decisions thereafter.
What are the benefits of strategic human resources planning?
One of the primary benefits of syncing HR strategy with broader business initiatives is that it helps organizations allocate budgets in ways that will maximize their return on investment (ROI). Employers who take this approach to HR, may also be able to:
- Reduce turnover
- Improve employee engagement
- Enhance productivity
- Attract superior talent
- Enact better policies
- Minimize business disruptions
Best practices for implementing an HR strategy
Everyone has fires to put out, which is why being proactive rather than reactive in the workplace does not always come naturally. The good news, however, is that HR experts have perfected some tried and true methods for implementing strategy effectively. Best practices are to:
- Involve key stakeholders Strategy requires collaboration. HR professionals should be involved from the beginning and managers and other senior leaders should sign-off on the plan.
- Know the budget Without funds to support it, HR strategy quickly becomes pie in the sky. Focus on initiatives that realistically fit within the organization’s budget.
- Remember the basics Do not overlook administrative responsibilities in favor of strategy. A compliance violation will derail any plan, no matter how grand it is.
- Recognize transactional solutions The quickest answer to a problem may not always be optimal in the long run. Make it a habit of acting strategically in every endeavor.
- Monitor and adjust the strategy Measure the strategy’s effectiveness over time with key performance indicators (KPIs). If something’s not achieving the desired results, revise it accordingly.
Frequently asked questions
What are strategic hr functions.
Examples of strategic HR functions include compensation planning, recruitment, succession planning and employee development.
What are four human resource strategies?
- Limit transactional problem solving
- Be proactive, rather than reactive
- Provide people-centric solutions to large-scale challenges
- Connect people who can solve each other’s problems
What are the types of HR strategy?
There are essentially two types of HR strategies – those that are overarching and those that are specific. Overarching strategies apply to the management of an organization’s people as a whole, while specific strategies address subsets of HR, like talent management or recruitment.
How do you develop a strategic HR plan?
A strategic HR plan can be created by thoroughly evaluating an organization’s strengths, weaknesses, opportunities and threats. This is known as a SWOT analysis. Once employers know this information, they can create realistic goals that account for what they do well and where they need improvement .
This article offers practical information concerning the subject matter and is provided with the understanding that ADP is not rendering legal or tax advice or other professional services.
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7 Successful HR Strategy Examples that Work in 2023
It’s no secret that the role of human resources (HR) is evolving. What worked last year may not work this year, and what works this year may not work next year.
As the workforce changes and technology advances, HR strategies must adapt to remain effective. So, what does the future of HR look like?
Here are seven HR strategy examples that will help your company stay competitive in the ever-changing business landscape.
Table of Contents
What is an hr strategy.
- What are the best HR strategy examples?
How to develop an HR strategy
- Frequently asked questions
An HR strategy is a plan that organizations use to manage their human resources department. The best HR strategies are about defining the roles of HR within the organization, setting goals for HR, and creating policies and procedures to guide HR activities.
An effective HR initiative can help an organization to attract and retain top talent, improve onboarding and recruitment, reduce turnover, improve employee engagement, and boost productivity.
According to Dyer and Reeves, they are described as ‘internally consistent bundles of human resource practices’. Richardson and Thompson suggest that:
The goal of any good strategic HR plan is to articulate what a company plans to do about its HRM policies and procedures both now and in the future.
They aim to meet both business and human needs within the organization. Without a full, solid HR strategy in place, your human resources department can negatively affect the growth rate of your business.
General guidelines
Before you align on what HR strategy you want to implement that is best for the wellbeing of your organization, there are a few elements to consider.
For a functional HR plan, you’ll need to take into account the following:
- Hiring and dismissal procedures
- Building effective co-worker relationships
- Compensations and salary schedules
- Training and development of current employees
- Installing safety procedure
- Maintaining workplace peace
With these in mind, let’s dive into some of the two primary types of HR strategies.
Two main types of HR strategies
While there are many ways to set up an HR department, there are two main types of strategies. The first one revolves around the business as a whole .
That means this action plan will focus on the HR needs of the entire company , ideal for large businesses with a clear hierarchical setup.
It describes the company’s overarching principles for how employees should be developed and managed, along with the actions that must be taken to make sure that the corporation can attract and retain the talent who will assist in attaining its goals.
The next HR strategy type is focused more on individual employees and the different facets of HRM (human resource management) , such as rewards, l&d (learning and development), and training.
This approach to HR aims to outline what the company is trying to accomplish when it comes to knowledge management, which involves sharing, acquiring, producing, using, and capturing knowledge to improve performance and reduce skill gaps in its employees.
Every business is different, so your business goals need to go hand in hand with your organization’s strategic HRM plan in order to get the most return on investment.
7 HR strategy examples working today
Now that we have the two foundational principles in place, it’s time to decide which HR strategy can help your business the most when it comes to hiring top talent, employee development, and reaching your business objectives.
However, creating an effective HR business strategy is easier said than done. So, to help you get started, here are some of the world’s most successful HR strategy examples:
Examples of business-based strategies
Kaizen is the Japanese word for improvement. This HR strategy example relies on periodic changes rather than a set of stable rules.
With a large business, it can be tricky to keep track of every action daily. Each manager has several employees who have smaller departments and so on.
In 1986, Masaaki Imai introduced the idea of Kaizen, hoping to boost productivity. His primary strategic goal was to eliminate waste and redundancies.
To do that, it had to be a group effort. Every employee would perform their duties and look for ways to improve production.
This includes minor assembly line workers all the way up to the CEO. While only managers can affect change, input from subordinates is crucial.
It lets the business know where it’s falling short. This strategy is helpful to both the workers and the company.
The employees feel as if they’re a part of the team. This creates a harmonious work environment. Besides that, the company gets to improve its processes, which in turn, boosts profits.
Many successful businesses, like Nissan , utilize this HR strategy with impressive results.
2. Community Outreach
Sometimes, to improve a business, you have to look outside the confines of the workplace. That may seem counter-intuitive, but it can have positive effects.
Generally, businesses will only judge employees based on their duties in the workplace. They look at the number of assignments fulfilled and other factors of this nature.
While this is fair, it only accounts for a small portion of the worker’s day. So instead, companies like Alliance Boots place a lot of care into community outreach.
For example, Boots awards its employees benefits for various out-of-work contributions. This includes holding seminars to raise health awareness or organizing a campaign.
While this doesn’t directly correlate to increasing profits, there’s an indirect link. Employees are incentivized to deal with the public under the company’s name.
So, with any billboards or flyers, the business is getting advertisements. Aside from that, as the community notices the efforts to help out, they’ll be more likely to support your company.
On top of that, it gives employees a little more freedom. Since community outreach isn’t mandatory, workers feel like they have an option as to what to do.
That can lead to more satisfied workers and higher productivity.
3. Outsourcing
Many people try to set up an internal structure when thinking about HR strategies. However, sometimes this can be costly and ineffective.
Another option is outsourcing the HR duties to a separate entity or business. These establishments will take over all significant roles of the department.
That includes finding new hires, carrying out performance reviews, and dismissing workers. There are a couple of competitive advantages and disadvantages of this method.
Right off the bat, outsourcing gives you the freedom to focus on more urgent matters. On top of that, the HR company is an impartial party, meaning its decisions are usually unbiased.
This will help nurture a fair environment in the workplace.
However, tailoring the HR plan to your company culture may take time and effort. Depending on which HR outsourcing business you choose, the service will change.
Some offer personalized strategic plans, while others only have a few standard options. Besides that, the service can be pretty pricey. So it’s always good to weigh the risks against the benefits.
Examples of employee-based strategies
1. quality over quantity.
Most of us have an idea of what Google offices look like. Google puts a lot of effort into the employees’ mental health to boost productivity and creativity.
However, such a boost in performance won’t appear unless you’re investing in the right employee. Boosting the creativity of someone usually includes giving them some free time so they can shine.
If your employee isn’t already creative, he or she will look at the free time as a break. This is why Google’s HR hiring process often favors quality over quantity.
That means that employees don’t need much work experience to apply for a job. However, they need a complete understanding of how to perform work duties.
So, Google only hires the most innovative people and gives them many benefits. This helps build up loyalty for the company and increases personal productivity.
On top of that, the business growth plan uses incentive programs. When an employee fulfills a task extraordinarily, there’s always a reward.
Google also places a lot of emphasis on diversity. To reflect the worldwide audience of the business’s site, people from all over the globe get a chance to apply.
2. Training and development
As we mentioned earlier, Google prefers to hire employees with advanced skills. Yet other successful companies find it more productive to take a different approach.
Instead of locating a skilled worker, the business opens its doors to all applicants. Once the employees secure a position in the workforce, the training and development process starts.
The company will help the employees progress and improve their abilities. As they upgrade their skills, the business also provides promotion opportunities.
That means employees will have a chance to advance in a career path.
This aspect is incredibly enticing to many people. The ability to grow in the same workplace allows them to plan for the future with a little more certainty.
You may think that the time-consuming training will decrease workflow, but that’s not the case.
Employees still contribute to the production during the training. Plus, with this HR strategy, a business is free to hire as many workers as it likes, regardless of experience.
Hiring more people means that no individual can stop the workflow, as someone else will step in.
3. Dynamic communications
One of the most challenging aspects of HR is communication. Making sure the employees have all the information they need can be tricky.
In that case, dynamic communication is key to a successful workflow. This HR strategy allows for information to travel between all parts of the business.
For example, let’s take a look at the Mayo Clinic. As a hospital, there are hundreds of doctors and nurses working at any given moment. With patients’ lives at stake, attendings need to access their records instantly. That’s why the hospital has a much more strict communication rule.
Any medical personnel that helps a patient has to record the exact nature of the transaction. This includes any recommendations or prescriptions.
Dynamic communications take hierarchy out of the equation. Instead, everyone involved in patient care has the same obligation to assist in any way they can.
This creates a sense of community in the workplace. In addition, it encourages employee engagement and makes them work together towards a common organizational goal.
4. Merit-Based
Usually, a company will hire an employee and compensate them weekly or monthly.
This process works well for workers with set working hours and tasks. However, not all businesses operate under that assumption. For instance, some companies contract freelancers to finish specific projects. In that case, the employees won’t have much contact with each other or the HR team.
With a structure similar to this, the other strategies wouldn’t be fair to the business or the employees. For that reason, the merit-based system can act as a compromise. Workers get payment and bonuses based on their work throughout the month.
On top of that, they get the freedom to select their schedules and what projects they take on.
The merit-based strategy example is incredibly effective and can motivate employees to work harder. Yet, it doesn’t help them build loyalty. People are more likely to seek other work opportunities without a sense of belonging.
HR strategies can be a little different for every business. Yet, the developing stages generally all start the same.
To figure out which strategy example is best, you can use a SWOT analysis . That stands for strengths, weaknesses, opportunities, and threats.
Creating an empty list with all this information will help you set goals. It’ll show where you need to improve and what resources you have to do that.
It’s also essential to maintain HR reporting and track events in your company.
Who is responsible for HR strategies?
Why are hr strategies important to business structure, can a business function without hr strategies.
The short answer to this question is yes; technically, a business doesn’t need an HR strategy. However, in practice, it’s almost impossible to grow your company without one.
With hundreds of employees, you can’t keep track of all of them without a pre-set plan.
A human resource strategy example focuses on how the employees of a company interact with each other. It also outlines working guidelines and labor compensation.
There are hundreds of HR strategy examples that you can adopt to improve business performance. These include training and development, dynamic communications, and community outreach. You may also try out training, the merit-based approach, and outsourcing.
To make choosing more straightforward, you can use SWOT analysis to highlight where you need help. With all this information, you’re ready to head out and create your own HR strategy.
Topic(s): Human Resources
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10 Assignments For Human Resource Managers To Develop Future Skills
- By Simon Carvi
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The Covid-19 pandemic has put tremendous pressure on organizations to change the way they operate: from sales and marketing, to finance and customer service. CEOs know that resilience and capacity to innovate are deeply rooted in the company’s human resources.
To kickstart skilling efforts in the organization, what better place to start than to make sure the Human Resources department is properly equipped. Otherwise, who else should you empower to upskill the rest of your organization? As a matter of fact, the HR function is at the forefront of digital disruption. Your ability to build a skilled HR department is instrumental to make your organization future-ready.
Remember that when it comes to training, individual Active Learning (classroom, eLearning, reading, etc.) accounts for roughly 10% of the job only! Around 20% of the learning journey to retain a skill is done through others (mentoring, peer interactions, etc.) and 70% by actually doing things! Of course the right blend depends on you and other parameters, such as your company’s business, industry and individual themselves.
In this short article we will explore 10 SMART ways C-Level and Directors can make sure their HR Managers are being stretched in a good way, exploring projects that will strategically fit the company’s long-term growth and resilience to change.
Let’s get started!
Table of Contents
1. Present a digital transformation strategy to top management
Competency developed: Digital transformation.
Objective: Own the topic of digital transformation within your company.
Explanation: Yes, strategy! Ultimately digital transformation is about people skills and the ability to evolve in a digital environment. HR managers should be at the center of the conversation to understand future needs, analyze current gaps, and design a plan.
Tips: Read the literature on the topic. Collect feedback from experts or peers leading the same topic within their organizations. WORK WITH IT.
2. Create and present new dashboard to CHRO including key metrics and qualitative analysis
Competency developed: People Analytics.
Objective: Analyse your company’s HR performance and contribute to business success.
Explanation: Has your company a clear vision of its HR performance? Take advantage of the latest HR systems and Business Intelligence tools available to connect the dots. Measure actionable indicators and present them to management.
Tips: Collect expectations from CHRO and top management. Does your company already have a dashboard in place? Start collecting feedback from the current dashboard and try to connect new data points to provide new insights Collaborate with IT to learn how to structure and visualize data!
3. Make 5-year manpower plan aligned to business targets and present to top management
Competency developed: Strategic workforce planning.
Objective : Plan the Human side of your company strategy so it can meet its turnover, profitability, or sustainability targets.
Explanation : How workforce will be utilized in the future? How to attract and develop the necessary skills. You’ll need more than one meeting to produce such a plan.
Tips: Make sure you collect the most relevant business targets to get a clear vision of the 5-year objectives and gaps. Meet with business line manager, top management, and collect market data to validate assumptions.
4. Highlight company’s top 5 turnover reasons with action plan to top management.
Competency developed: Business partnering.
Objective: Develop your HR Managers to become real Business partner.
Explanation: From back seat to the front seat. HR managers are not only responsible for collecting data, but also to strategize an action plan.
Tips: This stretch assignment is better utilized during the yearly budgeting period where managers are expected to summarize data and action plans.
5. Ask HR Manager to personally train all managers on how to make Individual development plans
Competency developed: Career development planning .
Objective: Boost your organization career development culture and processes.
Explanation: It is true that HR managers do not own the career development paths of all employees, Line Managers do. On the other hand, HR Managers are responsible for the talent management process , making sure high potential employees are identified and that provided career paths match the organization’s long-term goals. This assignment will boost the HR Manager’s influencing skills while putting employee retention clearly at the center of the conversation.
Tips: This stretch assignment is better implemented with different workshops 5-7 managers maximum. Ultimately, the HR Manager shall control the quality of each Individual Development Plan (IDP) formalized. It is possible to imagine one on one sessions with managers failing to pass the IDP quality control.
6. Rethink your company’s benefit package and implement one innovative benefit in line with the new workplace reality
Competency developed : Compensation & Benefits management.
Objective : Make your company compatible with 2020 new workplace expectations.
Explanation : Disrupted times call for bold measures and flexibility has just become every employee’s number one priority. HR managers must be creative and offer to top management solutions that will guarantee performance while fitting the employee’s expectation of the new normal.
Tips : You do not need to think money when thinking benefit. A good place to start to ensure creativity would be to run a survey. For example, what does work from home implies for your employees, or top management? Try to know more about those changes, and how does the company can help.
7. Apply reverse mentoring within your team during monthly one on one sessions
Competency developed : People Management.
Objective : Become a more balanced leader, get a deeper understanding of the motivations of younger employees and get up-to-date with digital tools.
Explanation : The odds are your HR Manager is a bit older than the team he/she manages. Organize ways to collect constructive feedback about your leadership and use them to improve. Subordinates can offer a wealth of feedback and guidance (digital tools!).
Tips : Reverse mentoring is hard, but the benefits on leadership skills can be huge. Do come with an open mind. During the meeting, let subordinate talk most of the time. Receive their feedback with a smile and spare some time to study their deeper meaning.
8. Redesign performance management system to make it a continuous process.
Competency developed : Continuous performance management.
Objective : Retain and develop talents.
Explanation : Spoiler alert! Feedback is not a “twice-a-year” thing anymore and one should not wait 6 months to get a meaningful conversation about performance with its boss. To cope with new expectations of the workforce, it is critical companies rethink the way they manage and record employee’s performance.
Advice : Implement a culture of feedback by enforcing regular one-on-ones once per month. Turn to automated dashboards to measure competency development progress, KPIs and deviations.
9. Link learning and development activities to OKRs and competencies listed in your performance management system
Objective : Get ROI from learning activities offered to employees.
Explanation : Whether your organization use OKRs (Objectives and Key Results) or KPIs & competencies, make sure learning activities are linked with performance outputs. Follow up implementation on a monthly basis using one on ones.
Advice : Diversify learning and apply the 70/20/10 approach: Active Learning, Social Learning and Stretch assignments.
10. Implement monthly change management committees with top management
Objective : Put HR at the centre of change in your organization.
Explanation : HR Managers will not change organizations by themselves. They must collect voices from business line managers and must proceed to risk analysis before launching propositions.
Advice : Change needs buy-in at the highest level. Get your CEO buy-in and offer him a seat at your committee.
Do you agree with those suggestions? Do they sound challenging enough to develop long-term skills? Or at the contrary too difficult? Are you an HR Manager willing to develop future-proof skills or a CEO that want to impulse change in the organization? Let us know in the comments below. If you want to get more ideas to develop your teams, you can browse different development plans with 70/20/10 activities on Huneety.com . New positions are added every week.
This article has been written by our guest writer Simon Carvi who is an HR expert professional presenting over 7 years of experience gained through roles in Talent Acquisition and Employee Retention globally and in APAC. Simon is passionate about how people learn and the future of work. He helps organizations find practical ways to upskill their workforce as Huneety top learning contributors.
You can reach him on Li n kedIN :
Simon Carvi
Simon Carvi is an HR expert professional presenting over 7 years of experience gained through roles in Talent Acquisition an Employee Retention globally and in APAC. Simon is passionate about how people learn and future of work. He helps organizations find practical ways to upskill their workforce as Huneety top learning contributor.
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HR Strategy
HR strategies are both derived from and contribute to the formulation of the organization’s strategy. Embedded within and flowing out of HR strategy is staffing strategy. Staffing strategy reflects several key decisions about how to acquire and deploy the organization’s workforces. These decisions then guide more specific HR and staffing planning.
Organizations formulate strategy to express an overall purpose or mission and to establish board goals and objectives that will guide the organization toward fulfillment of its mission. Primarily these objectives are certain assumptions about the size and types of workforces that will need to be acquired, trained, managed, rewarded and retained. HR strategy represents the key decisions about how these workforce assumptions will be handled. Such HR strategy may not only flow from the organization strategy but also may actually contribute directly to the formulation of the organization’s strategy.
HR is engaged in what is perhaps the most important task for the organization –that of selecting employees who will become valuable resources –Human Resource training and development has to be focused on the right techniques for recruitment. Human Resource training and development should include ways by which the HR professional goes about finding the right candidate for every position in the organization.
This technique is not about just posting requirements on jobsites and bringing the candidate to the interview panel. Each interview has to be meaningful and effective. It is a session in which the employees who are going to become part of the organization are selected. For this to be meaningful, Human Resource training and development should be such that even a junior HR professional in the organization is able to make the right choice.
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Unit 21 Strategic Human Resource Management Assignment Copy
Introduction:
Strategic human resource is the foundation of any business. It has to be managed in terms of getting efficient results. This unit focuses on all such activities that have their impact on the practices of Strategic Human Resource management. The strategic human resource management initiates with the discussion of the HRM model proposed by Guest. The implications of the strategic approach to HRM on line managers and employees have also been discussed. The unit continues with the description of flexibility at the workplace and various practices of flexibility that help the employees to manage work life balance. Further, it focuses on the role of HR in managing the diversity and implementing the approaches of equal opportunities in the organisation. Last section of the report argues about the health and safety legislation in UK and their impact on the HR practices.
1.1 Explain Guest Model of HRM.
Guest model of HRM was introduced by David Guest in 1987. This model argues about integration of soft and hard approaches of HRM. According to this model, four crucial elements affect the organisational functions. These elements have been discussed below:
Strategic integration: This refers to alignment of the HR strategy with the business strategy . It is considered as the hard approach of HRM as it treats human resource as any other resources of the organisation. (Alleyne, 2016)
Flexibility: Flexibility here means open for all the changes. The organisational internal and external environment is very dynamic in nature. It is essential for the organizations to be ready for accepting the changes to withstand in this environment. Flexibility can be considered as hard as well as soft approach. Hard approach is related to the numeric flexibility. If the organisation hire employees only at the time of need and fire them if they are not needed than this falls under hard approach. On the other hand, soft approach can be implemented by treating employees fairly in every sense.
Commitment: It is believed that human resource mainly makes a difference in the production. This is the reason commitment of the employees is very much needed to enhance the productivity of the organisation. This commitment can be attained only when human resource has been treated as the asset.
Strategic quality: HRM should be a concern for top management, as it also requires strategic approach. Many organisational believe in attaining competitive advantage with their employees. (Drago, 2007)
Guest focuses on the HRM in UK and observed that the development of HR in UK is very slow. To overcome this problem, Guest proposed this model concerning organizations based at UK. Unilever is the company that implemented this model in framing its HR policies. It has been observed that the model facilitates the organisation to achieve:
- Improved performance: Incorporation of Guest Model in framing the Hr policies of the firm supports the firm like Unilever to work with flexibility. Flexible working environment allow the employees to work effectively hence, it somehow improve the performance of the employees as well as the organisation.
- Enhanced problem solving capacity: Guest Model in HRM of the firm allows the firm to develop its information and knowledge . Therefore, capacity of solving the problem has enhanced.
- Reduced employee turnover: The employee turnover rate in Unilever is very low as compared to other companies in the industry. This is because of the flexible working environment of the workplace.
- Example: Unilever provide a friendly environment to its employees so that they can work in an open culture with free mindset. Employees working in this environment are easy to mould according to the changing situations. (UK & Ireland, 2016)
1.2 Compare the differences between Storey’s definitions of HRM, personnel and IR practices.
1.3 asess the implications for line managers and employees of developing a strategic approach to hrm..
HRM process not only affects the human resource department but its practices affect all the other operational department of the organisation. Application of strategic approach to HRM refers to planning and implementation of the methods that help all the departments to accept the changes taking place in the environment. (Morley et al., 2006) Many HR practices need to be strategized in order to enhance the productivity of the organisations. These practices require the involvement of line managers also as they are the mediators between the HR department and the staff in operational department.
Some of the HR activities that many have impact on line mangers and the employees of Unilever are as follows:
- Recruitment: It is the practice that is under the control of HR department. Unilever is the company that allows the line mangers to give input to this activity in order to hire employees that are more efficient to their department.
- Training: Training is also the hard-core practice of HR department but it involves the input of line mangers as well in Unilever. Strategic approach to Training and development results in identifying the need of training in every department by the line mangers. Provision of training by involvement of line managers provides better results as they better know about the needs and performance of their employees rather than the HR department. (Ravazzani, 2016)
- Motivation: Motivational factors in the organisation results in better performance of the employees. Human resources development department focuses on motivating the employees by some of the monetary of non-monetary rewards. These rewards inspire and stimulate employees to work efficiently.
For performing these duties, line managers need to increase the range of their responsibilities, as they need to practice these duties simultaneously with their operational duties. It also helps the employees to communicate because it is easy for them to interact with their line manager for any issue rather than communicating with the HR department. It is the duty of Hr managers to provide support and guidance to the line managers in order to perform the HR related duties for their department.
Example: Unilever has a line manager portal that discusses about the roles of line mangers in supporting the colleagues. The portal talks about three stages that is, on leave, pre leave and return to work section. Pre leave is about guiding the employees and making straightforward process for the whole team. On leave is about ways to minimise the effect of transition of the employee on the team and the last one id return to work section that is about helping the employees and colleagues to re-integrate again with the work.
Get Complete Solution From Best Locus Assignment Experts.
2.1 Explain how a model of flexibility might be applied in practice.
It is very important for the employees to maintain the work life balance. This balance is necessary for them to a live a satisfactory personal and professional life. Flexibility is one of the elements of work life balance. In general, flexibility can be referred to as the modification in the structure of the organisation according to the situation. Unilever can also implement some of the strategies that can create a flexible environment in the organisation. There is a systematic process that needs to be followed in order to make the organisation flexible. Many decisions need to be taken so that flexibility norms can be added to the HR policy of Unilever. (Svendsen, 2010)
Atkinson model of flexibility:
This Model suggests that there are two types of workforce:
- Core workforce: This section of workforce focuses on the functional employees that perform all the operational work of the firm.
- Periphery workforce: This section does not perform any operational task but participates in managing the activities and framing the policies for the firm.
The policy makers need to analyse the needs of the employees in terms of flexibility in the organisation and have to match up with what manager’s want as well as to the goal completion of the organisation. Policy of flexibility cannot be made on the cost of organisational productivity. It is critical to align the flexibility policy with the already existing organisational culture and structure. This can be implemented in Unilever by following process:
- Be clear with the eligibility: It is very essential to be clear about who is eligible for the policy and who is not. Policy should be made according to the roles and responsibilities of the people and it should be applied according to the situations.
- Understanding the flexibility options: There are many variations in the flexibility options. Flexibility can be applied in two terms, schedule and location. Schedule flexibility is the modification and the relaxation related to the working hours of the organisation. Scheduled flexibility is of various types:
- Compressed workweek: Employees to work full time hours in fewer than 5 days per week.
- Flexi-working hours: Employees can start and finish their work according to their comfort without any standards.
- Sharing job: Single job can be allowed to share by two people so that there is less responsibility on one shoulder and they can complete the task more effectively.
- Part time work: Some of the employees are allowed to work part time with very little working hours according to the need. (Trullen et al., 2016) Location based flexibility is the relaxation of the place of work. According to this policy, employees can be allowed to work from the place other than office.
- Telecommuting: It is the practice of working from home or from remote locations in office hours.
- Guidelines: General guidelines need to be set according to the HR policies related to flexibility that can be understood by all the employees. Every guideline should be clear in the minds of the supervisors as well as the mangers who are taking the responsibility of implementing flexibility policies in the organisation. Designing request forum: Request forum should be designed in the organisation to opt for the flexibility option available for the employees.
- Risk reduction: it is mandatory to reduce the risk associated with the flexible facilities. If an employee is working from home than organisation needs to ensure that he is still be connected with the operations department he is working with. (Warner, 2013)
2.2 Discuss the types of flexibility that may be developed in an organisation.
Flexibility can be termed as the capability of an organisation to modify its policies according to the situation. It can also be defined as the ability to accept the changes of the environment. Flexibility needs to be introduced in the organisations like Unilever to make their employees balance their personal and professional life. There are various types of flexibility that may be developed in Unilever. Some of them are discussed below:
- Functional flexibility: Under this approach, employees can be shifted from one position to another in the same department or in different department. This requires coordination between the departments and training to the employees shifting their jobs.
- Peripheral numerical flexibility: This flexibility process allows organisation hire the employees on contract basis according to the production need. (Bondarouk et al., 2011)
- Financial flexibility: It can be related to the variation in the salary of the employees. Compensation and rewards can be given to the employees according to their performance. This flexibility approach motivates the employees to perform well.
- Temporal flexibility: This facility refers to the adjustments of the working hours according to the production required. Working hours can be reduced or increased according to the situation. Overtime is the example of this practice. People are paid according to the time they spent working in the organisation behaviour . Schedule and location based working are also the types of the flexibility that may be developed in the organisation. These types have already been discussed in the above section.
- Example: Temporal flexibility is the method that has been used in Unilever. The company value believes in sustainable living for the employees. The employees of the company are allowed to work from anywhere and for as many working hours according to the work. (Christensen et al., 2010)
2.3 Assess the use of flexible working practices from both the employee and the employer perspective.
Various methods can be used as flexible working practices in the organisation. Employees and employers may have different or same perspective for these practices.
Discuss the impact that changes in labor market have had on flexible working practices.
It is essential for the management of an organisation to hire most appropriate labour for the same. This is because choice of labour directly affects the productivity of the organisation. Change in the labour market affects the internal change in the strategies of the organisation. Work life balance has become an integral part of the employees these days and the policies related to work life balance also gets affected with the change in the labour market condition. (Paauwe et al., 2013)
- Demography in labour market: Trends in the labour market affect the flexibility pattern of the businesses. If there is decrease in the birth rate, it automatically reduced the supply of young labour and hence organisations need to change their policies according to that. More involvement of women in work and employment also affect the composition of the workforce in the organisations. These demographic factors bring change in the market of labour. Therefore, organisation need to make changes in their flexibility policies according to that.
- Types of market: The flexibility policies of the organisation changes with the change in the market they depend upon. If the organisation is fully dependent on local labour market, than it needs to change its policies according to the supply of local labour. If there is less, supply of local labour than market fails to fulfil the demands of the organisation and hence it results in poor and reduced productivity. Therefore, organisations need to frame its flexibility policies in such a way so that there is availability of labour from local, regional as well as from national market if required. (Sanders et al., 2014)
- Example: Advancement in women rights and inclusion in business led companies like Unilever to engage more and more women workers in the company. Most of the customers of Unilever are women and thus the company focuses on employing women. The economically empowered women create ripple effect on families, communities and economies.
3.1 Explain the forms of discrimination that can take place in the work place.
Discrimination refers to difference in concern with some of the factors. Discrimination in the society also affects the same practices at workplace. The practice of discrimination at workplace is a wrong practice to be done. This violates the law of equal opportunity for all. Discrimination is based on race, colour, caste, origin, religion etc. Practice of discrimination in the firm affects its image in the market and hence its business as well. (Alleyne, 2016)
- Age discrimination: While assessing the performance of an individual, management should not consider his age. They should evaluate the performance strictly in concern with their work and nothing else. Involvement of age and experience factors in determining the performance of an employee is an act of discrimination.
- Religion discrimination: Diversity in workforce allows many employees of different religion to come and work under same roof. It is a wrongful act to discriminate of give preferences to the employees of particular religion. This act is against the law and results in legal action against the management of the company.
- Disability: Pay of an employee should be strictly based on his or her performance. Any physical disability should not be considered as the factor to determine the pay of an employee. This is considered as the discrimination practice and subjected to punishment by law.
- Sex discrimination: There should be no discrimination between male and female. The performance of the employees should be judged according to their skills and work. Oracle Corporation UK lost a tribunal case filed by an employee. She was suffered from sex discrimination by her boss and filed a case against the management in tribunal court. She got the compensation of some amount for sex discrimination, injustice and injury to her feelings. (Drago, 2007)
For example, the recent case of Dyslexic employee at Starbucks is the case of discrimination on grounds of disability. Starbucks lost the case as they filed the charge of fraud on the dyslexic employee. This suggests that organizations should consider the disability and should make some of the training policies for such employees with disability. (Weaver, 2016)
3.2 Discuss the practical implications of equal opportunities legislation for an organisation.
Equal opportunities in the organisation are the practice that provides and treats all the employees at same level. There is no discrimination based on caste, race, colour etc. Provision of legal opportunities at the workplace is a legal act and the management can be subjected to legal action against them if they violate the act. Many practices can be involved in implementing the equal opportunity approach in the organisation. Opportunity 2000 was one of the main initiatives in UK in terms of providing equal opportunity to women at workplace. This practices aims at maintaining the work life balance in the life of women so that they can manage their activities in personal and professional life. (Cipd.co.uk, 2016)
Many companies like Ford Motor take initiatives to practice this in their firm in order to provide equal opportunity to the employees. The company believes that bit is very important to implement the changes practically. There is no sense making the written policies of equality rather they should be practiced in order to improve the working environment of the workplace. Practice of equal opportunity provides the company to manage the diversity at work as it is the most critical issue these days. Many big employers like M&S and Royal Bank of Scotland takes part in the initiative called The Think Act that inspires the companies to think about the provision of equal opportunities, this initiative bring about a big change in the mindset of the organisations and hence changes in their policies. This act mainly focuses on gender equality issue that needs to be resolved at high pace at the workplace in UK. Practical implication of equal opportunity may involve following practices:
- Making written policy and communicate it to all the staff.
- Violating the policy should be an act of legal offense.
- Practicing the policies by motivating employees.
- Equality among staff o the basis of rewards, compensation and salary.
- Equal treatment to every staff member.
3.4 Compare the approaches to managing equal opportunities and managing diversity.
Managing equal opportunities refers to provision of equal opportunity and treatment to the employees working in an organisation. It is an external issue as legal affairs are involved in this case. On the other hand, managing diversity refers to management if the workforce with different background working under the same roof. (UK & Ireland, 2016) It is an internal affair and management needs to do practice it according to their organisational culture. Bothe the approaches have some of the differences and similarities. Comparison of the approaches provides the clear understanding of the topic.
Example: Unilever is the organisation that manages the diversity of the workforce by providing the inclusive working environment to the people from different cultural background and mange the equality by providing equal opportunities to all the people regardless of their caste, race, religion etc. P&G is the organisation that focuses on individual talents of diverse workforce so that they can be placed at the right position in order to take full advantage of their talent. They conduct all of their process with legal consideration so that they would not breach any of the legislation or law regarding discrimination. This is done to maintain the equality in the organisation. (Us.pg.com, 2016)
4.1 Compare different methods of performance management.
Performance management is the practice in the organisation that facilitates to evaluate and mange the individual performance of the employees working there. It is necessary to practice such approaches in the organisation because performance of an individual affects the performance and the productivity of the whole organisation. Many practices or methods can be used to evaluate and mange the performance of the employees. Some of them are discussed below in brief. These practices are used by Unilever for performance management purpose.
- 360-degree appraisal: This method allows the evaluator to value the performance of an employee by contacting with all the possible associations. Reports from manager, peer groups, staff, top management etc is involved on the final judgement of the performance. All these associated people provide the feedback for the performance of that particular employee and then the final evaluation takes place. (Morley et al., 2006)
- Management by objective: It is most well known technique of performance appraisal. This method is based on the objectives that have been set for the employees. In this method, some of the objectives have been set for a particular duration by the involvement of that employee as well as management. Level of achievement of those objectives under given timeframe decides the appraisal of the employee/.
- Physiological appraisal: This method provides best results. In this method, skills and performance of the employee has been evaluated by placing him at the role or in a particular situation. (Ravazzani, 2016)
- Assessment centres: This is the place away from the original workplace. All the mangers and the employees went there for being assessed by some of the trainers and observers. This technique is very useful and efficient as it is free from biasness.
4.2 Assess the approaches used to manage the employee welfare.
According to CIPD, well being and welfare of the employees is not restricted to health but ahs five domains that needs to be considered. There five domains are health, work, values, social and personal growth. The entire organisation these days pays attention to the issue of practicing the approaches for the welfare of the employees. Unilever is the organisation that focuses on implementing the policies that help their employees to grow individually as well as in society. Many practices have been introduced that safeguards the employees or workers from harmful effects of the working environment. (Svendsen, 2010)
Unilever in employee welfare: Unilever is the company that serves the UK market with fast moving consumer goods. Health and wellbeing is the basis of the business. It not only considers the welfare of the customers but also concerned about the welfare o their employees. The health fair practice by Unilever is the initiative to provide well being to the employees. Survey determined that employees of the firm are very much satisfied and observed to have high morale after attending the fair. The company has their health and welfare staffs that assist the health advisors at each site to deliver a fit business program to the employees at quarterly basis. The health fair practice increases the morale of the employee and re-energises them to work more efficiently and safely. More and more staff engagement has been encouraged by top management so that more employees can attend the fair like this and increase their morale and well-being as a whole. (Business in the community, 2016)
- Welfare of the employees in the organisation has several goals.
- To provide better quality of working and personal life to the employees
- Provide them with secure and safe working environment and experience
- Improve their skills and development of the employees at personal and societal level
4.3 Discuss the implication of Health and safety legislation on Human resource practices.
The standards of the workplace health have been regulated by occupational health and safety legislations. The main aim of these legislations is to maintain the safety of the employees and to prevent them from the accidents and the injuries that may takes place during the working hours. HR plays a very important role in maintaining and preventing the employees. The legislation argues about the responsibility of the HR and the employer to implement the practices in the organisation that safeguards the employees from accident. (Warner, 2013)
It is the responsibility of the HR of the organisation to instigate the top management regarding the safety issue so that they can work for the safety of the employees. HR needs to coordinate the activities and act as the mediator between the employees and the management to communicate the safety issues prevailing in the organisation. HR is also responsible for communicating the rights of the employees to them so that they can claim for the compensation if they are subjected to any risk of accident. HSWA 1974 is the Act by UK government that argues about the legislations, laws, structure and authority of health and safety all over the UK workplace. HR department of Unilever focuses on maintaining the health and well being of the employees by providing them with health diet, workplace and environment.
4.4 Evaluate the impact of another topical issue on human resource practices.
When an organisaton like Unilever brings about the changes in the policies for the sake of the employee welfare, HR practices get affected. Many issues have been raised that have their impact on the practices of HR in the organisation. Some of the topical issues that have their impact on the HR practices have been discussed below:
E-recruitment: It refers to the practice of recruiting the people online. The method supported the HR department to recruit more and more people from a single medium. This medium helps the HR department to reach up to large masses of candidates and results in more number of recruitments. (Drago, 2007)
E learning: This practice reduces the cost of trainers and the arrangements for the training sessions. E learning allows the employees to learn at their desk without much movement. It saves the time and money of the organisation and reduces the work of HR.
Work life balance: It is also the duty of HR maintain the work life balance of the employees. HR needs to come up with new practices time to time that help the employees to maintain their processional as well as their personal life. (Cipd.co.uk, 2016) Some other issues that have their impact on Hr practices are changes the pension schemes, voice of the employees, safety issues etc.
Example: Agile working and flexible working hours at Unilever provide maintaining the work life balance of the employees. The company believes in supporting the employees to maintain the balance between their professional and personal life. This is because most of the women workers in the company need the same. Employee reviews of the company suggests that they are very happy working there as they are free to work according to their comfort.
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Conclusion:
Human resource management is the integral part of the organisation. Many models have been discussed by many theorists regarding the subject that needs to be researched in order to gain the in-depth knowledge of the subject. Flexibility at workplace is the need of hour. Many methods have been used at the organisation to provide flexibility to the employees. Many safety and health regulation have also been implemented to safeguard the safety rights of the employees.
Referencing
Books: T., . H. and 3. COil). £Ir.ironk HR.Vui theory mipnr&e. Bingley, U.K: Emerald. Christisen,K and Sthneider, B. (2010). Workplxeficththty. Ithaca ILR Press. gg. R (2007). Striking a balance. Bostou, Mass.: Dollars & Sense. Motley, M., Qpjg. P., OSuUivz M. and D. (2006). .Vew dzrecrion in the HPJL( function. Bradford. England: Emerald Group Pub. 3., Guest, D. and Wright. P. (2013). HRVøvJpeformze. West Sussex, Wiley. 4L.(2010). Work. Durham [U.KJ: Acumen. Warner. M. (2013). Whither Chince HR.ta?Abingdon. Oxon: Journals: J e.T.(2016). WotkLife Balance -What Balance Fronrwr: inPedkirrk:, 3. y= i. S. (2016). Uuderstandin approaches to managing diversity in the workplace. Divers izy ø1Jnc1u ion. Mt In rio!Jour,&zl, 35(2), Ji 6S. Sanders, K. H. and Gomes. 3. (2014). Guest Editors Inoduction: Is the Human Resources Management Process Importan(’ Past, Current and Future Challenges. Hwnan RL’owce .llanagemenz, 53(4), RP4- 503. 3., L., 3. and M. (2016). The HR deparients contribumon to ime manapers’ effective implenientation of HR practices. HwnanReource .ttanagementhurrd
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- Prof. Diane Burton
- Prof. Paul Osterman
- Sloan School of Management
- Business Industrial Relations and Human Resource Management
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Course schedule.
Session 1: The Strategic Importance of HR Case: Southwest Airlines: Using Human Resources for Competitive Advantage (A), Stanford Case #HR-1.
Reading: Pfeffer, Jeffrey. The Human Equation: Building Profits by Putting People First . Boston, MA: Harvard Business School Press, 1998, chapters 1 and 2.
Assignment Questions
- What is Southwest’s competitive strategy? What are the sources of its success? How does it make money?
- What are the foundations of Southwest’s competitive advantage?
- How are these sources of competitive advantage produced and sustained by what the organization does and how it does it?
- To what extent are Southwest’s sources of advantage difficult to imitate and likely to persist over time?
- To what extent is Southwest’s success based on Herb Kelleher?
- How serious is the competitive threat? To what extent can United and/or Continental duplicate Southwest’s business model? Why or why not?
Session 2: Strategic Execution and Economic Value: Internal and External Alignment Case: Portman Hotel, HBS 9-489-104.
- What is Portman’s strategy for competing successfully in its chosen market?
- What behaviors, skills, and attitudes will it need from its people, particularly the personal valets, to execute its strategy?
- How do Portman’s human resource management practices (recruitment, selection, compensation, training, career development, performance appraisal, staffing and organizational design, management and supervision) help or hinder the development of the skills and behaviors listed in Question 2.
- Is Portman having problems? What are the symptoms? What are the causes of the problems Portman is experiencing?
- What should Portman do?
- How much should Portman be willing to invest to address its difficulties? Or alternatively, what is the successful implementation of Portman’s strategy worth? Some operating figures are given in the case. FYI: the capital costs of the hotel work out to $310,000 per room.
Session 3: Work Systems Cases: New United Motors Manufacturing, Inc (NUMMI), Stanford Case #HR-11.
Optional Reading: Rubinstein, Saul R., and Thomas A. Kochan. Learning from Saturn: Possibilities for Corporate Governance and Employee Relations . Ithaca, NY: Cornell University/ILR Press, 2001.
- What is motivating the workers at NUMMI?
- What are the design elements of the Toyota team-based manufacturing system?
- Why has General Motors had so much trouble learning from NUMMI and Saturn?
- Jamie Hresko is now running one of GM’s largest assembly plants. What advice would you give him for how he might introduce some of the NUMMI methods to this facility?
Session 4: The Role of the HR Function
Reading: Ulrich, Dave. Human Resource Champions: The Next Agenda for Adding Value and Delivering Results . Boston, MA: Harvard Business School Press, 1998, pp. 23-31 and 231-254.
Session 5: Self-Managed Teams Case: Slade Plating Department, HBS #9-496-018
Reading: Wageman, Ruth. “Critical Success Factors for Creating Superb Self-Managing Teams.” Organizational Dynamics . Summer 1997, pp. 49-61.
- How would you describe the culture of the Sarto group? Be specific. How has it evolved? What impact has it had on the effectiveness of the group?
- What are the determinants of social status and influence within the plating department? The Sarto group? The Clark group?
- What do you learn by analyzing the data provided in the exhibits? How does this influence your interpretations of what is going on?
- Why did management previously ignored the illegal “punch-out” system?
- What actions would you take if you were Porter? What are the risks associated with these actions?
Important supplemental information: The 1996 starting salary in the Plating Department was $8.00; Tony Sarto’s hourly wage was $12.00. The average wage for semi-skilled workers in the U.S. was $12.00. Firms similar to Slade in the Michigan area, such as suppliers to the auto industry, paid an average hourly wage of $14.70. United Auto Workers working at the ‘Big Three (General Motors, Chrysler and Ford), had starting salaries around $13.00 an hour and earned on average $19.00 an hour. The minimum wage in 1996 was $4.25, raised to $4.75 on October 1, 1996.
Session 6: Participation and Involvement Film: Breakdown at Eastern Airlines
Reading: Pfeffer, Jeffrey. “Can You Manage With Unions.” Chap. 8 in The Human Equation: Building Profits by Putting People First . 2000, pp. 225-251.
Session 7: Training and Development Case: ServiceMaster Industries, Inc., HBS #9-388-064.
- What role have ServiceMaster’s values and goals played in the firm’s success?
- Why haven’t other companies successfully copied the ServiceMaster approach?
- How important are training and development in the ServiceMaster system? How does ServiceMaster socialize its employees? How does training and development affect the organization’s continued growth?
- Why has ServiceMaster been willing to spend the resources it has on training and development for a set of jobs that many might see as comparatively low-skilled and for positions that typically experience high turnover?
- There have been proposals (particularly by former U.S. Secretary of Labor, Robert Reich) that the U.S. follow the lead of some other countries (e.g., France, Singapore) and mandate a certain level of training–for instance, as a percentage of the firm’s payroll. What do you think of this policy? Why and when might organizations spend less than a socially optimal amount on training? What else might be done if one believes that too little training and skill development are occurring in the economy?
Session 8: Culture Case: Morgan Stanley: Becoming a One-Firm Firm, HBS #9-400-043.
Reading: Kaplan, R. S., and D. P. Norton. “Linking the Balanced Scorecard to Strategy.” California Management Review 39, no.1 (Fall 1996).
- What do you think of Mack’s strategy for increased integration? Is this compelling to you? Why or why not?
- Given his strategy, what do you think of his emphasis on revamping the performance management system? What are the pros and cons of implementing a new system of the type being discussed?
- If Mack is to be successful at changing the strategy and culture at Morgan Stanley, what other actions would you recommend he take? What other HR levers should he be thinking about using?
- Given your answer to question #3, what recommendations do you have for how he should proceed? How should he implement these changes?
Session 9: Performance Appraisal Case: The Firmwide 360 Performance Evaluation Process at Morgan Stanley, HBS #9-498053 and Rob Parson at Morgan Stanley (A), HBS #9-498-054.
- What is your assessment of Parson’s performance? Should he be promoted?
- Using the data in the case, please complete the Evaluation and Development Summary presented in Exhibit 3 of the Rob Parson (A) case.
- If you were Paul Nasr, how would you plan to conduct the performance appraisal conversation? What would your goals be? What issues would you raise and why, and how would you raise them?
- If you were Rob Parson, how would you conduct yourself in the performance evaluation meeting? What are your goals? Be prepared to role-play the appraisal conversation in class as either Nasr or Parson.
Cases to be distributed in class: Rob Parson at Morgan Stanley (B), HBS #9-498-055, (C), HBS #9-498-056, and (D), HBS #9-498-058.
Session 10: Diversity Case: The Case of the Part-time Partner.
Reading: Thomas, David A., and Robin J. Ely. “Making Differences Matter: A New Paradigm for Managing Diversity.” Harvard Business Review (September-October 1996): 80-90.
- Would you vote to make Julie a partner? Why or why not?
- What are the pros and cons from the firm’s viewpoint and from the society’s viewpoint of this decision?
- What is your assessment of how the firm handled the situation?
- How might they have proceeded differently?
Session 11: Information Sharing Case: Jack Stack (A) and (B), HBS #9-993-009 and #9-993-010.
Reading: Case, John. “Opening the Books.” Harvard Business Review (March-April 1997): 118-127. (Reprint 97201)
- What does it take to succeed in the engine remanufacturing business? What are the critical skills and organizational competencies?
- What is it like to work in such a plant?
- What are the major risks of a leveraged buy-out such as this?
- What do you think of Stack’s ideas about management?
- What are the key elements of the program Stack put in place?
- Can this approach be used elsewhere? Under which circumstances would it be more (less) appropriate? How could it be implemented?
Session 12: Benefits Case: The SAS Institute: A Different Approach to Incentives and People Management Practices in the Software Industry, Stanford Case #HR-6.
Reading: Pfeffer, Jeffrey. “Six Dangerous Myths About Pay.” Harvard Business Review (May-June 1998): 109-119.
- What are the complementary elements of the SAS HR system that make the compensation system effective?
- Why has SAS been able to get away with a compensation system that seems to violate industry conventions?
- Could the SAS approach work in other high technology organizations?
- What would happen if VDS tried to emulate the SAS approach? Why?
Session 13: Compensation Systems Case: Visionary Design Systems, HBS #9-495-011.
- What is the basic philosophy and values of VDS?
- How would you characterize the VDS compensation (base, bonus, and stock) system? On what principles is it based?
- Why has VDS had problems with its Product Data Management effort? To what extent do you see incentive issues as important? What other issues are important?
- What should VDS do about the Product Data Management (PDM) problems?
- Would you make any changes to VDS’ compensation systems? What? Why?
Session 14: Pay for Performance Case: Performance Pay at Safelite Autoglass (A) HBS #9-800-291.
- What are the pros and cons of switching from wage rates to piece rate pay?
- Is Safelite a good candidate for switching from wage rates to piece rates?
- Should there be a guaranteed wage? If so, how should it be set?
- What are the likely consequences of a switch from wage to piece rates for turnover, recruitment, productivity, and product quality?
Session 15: Non-Profit Management Case: The John Snow Institute.
- How successful is JSI?
- How effective is their current human resource management system?
- What should Joel Lamstein do?
Session 16: Managing Service Workers Case: Harrah’s Entertainment, Inc.: Rewarding Our People HBS #9-403-008.
- What were the challenges facing Gary Loveman when he took charge?
- What were the key changes he undertook?
- What were the consequences for employees?
Session 17: Alignment and Motivation Case: Nordstrom Department Store. Center for Human Resources, Wharton School of the University of Pennsylvania.
Reading: Simons, Robert. “Control in an Age of Empowerment.” Harvard Business Review . Reprint #95211.
- How effective is Nordstom’s human resource management system? In what ways does it contribute to the firm’s success?
- Do you have any concerns about the practices described in the case?
- Would you change management systems at Nordstrom? Why? Which systems?
Session 18: Review & Wrap-up
Assignment Question
- Reflecting on the companies we have studied in this course, as well as your own work experience, what lessons do you draw about the respective roles that general managers and the HR function in organizations should play in the management of human resources?
Summary of Class Sessions and Assignment Due Dates ( PDF )
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- Human Resources Strategy
Human Resources Strategy - Assignment Example
- Subject: Management
- Type: Assignment
- Level: Undergraduate
- Pages: 7 (1750 words)
- Downloads: 0
Extract of sample "Human Resources Strategy"
The paper 'Human Resources Strategy' is a great example of a Management Assignment. The HR strategy has been confused with the business strategy for a long time now. This paper will concentrate on the development of an effective HR strategy that will help the Air catering company to efficiently man the kind of challenges that they are currently facing and adopt the solutions that can be provided by the human resource strategy development experts. The HR strategy shall be well-coordinated with respect to the vision of the company, the culture, the people, and the organization that is involved within the HR systems. Therefore to develop an effective HR strategy the process of constructing the system should be well understood.
- Introduction
Air Catering Company mostly come from the USA and is renowned for the system that they previously had in line with the role that they play in the airline passengers. The HR strategic issue has the most attention in the recent past, to ensure that all the company strategies have been achieved to uphold the success and effective operation of the company in the near future. The changes are inevitable and the people within the company have to solve the challenges that are always calming them down. The development of the HR strategy has various challenges but can be resolved by the HR solutions. All the HR issues should be considered when trying to ensure that the best strategy is adopted to bring about effective movement of the air Catering Company to an upward trend. There is an effort to ensure that the company provides everything to the crew, maintenance, fueling, and management corporate travelers as indicated in the Portland Business Journal by Strom (2002).
- HR Strategy
The individual companies have elevated their performance through the application of the best HR strategy. This is what Borgulllos (2011) in the article about human resource strategy, where it is stated that the HR strategy is a coordinated set of actions aimed at the integration of an organization’s culture, organization, the people, and the and the system that is founded in order to find the effective way of having an appropriate HR strategy. In the development of the HR strategy, there are some philosophical questions that are to be answered to ensure that the strategies made are achievable. Such questions as to where are the company now? Where do they want to be? How do they get there? Are quests that should be commonly asked? The HR strategy has to implement well to ensure that the Air Catering Company works to higher grounds (Borgulllos, 2011).
The performance of the Air Catering Company is fully dependent on the best HR strategy at all levels of the working sections. There are HR strategy issues that can arise in the development of the process of preparing a suitable HR strategy for the Air Catering Company. Since the development of the HR strategy in 1980 in the USA, it has changed the systems of the companies especially the Air catering Company (Brown and Grundy, 2011).
- The suitable HR strategy
The development of a suitable HR strategy can be achieved by the implementation of the four major dimensions. According to Burguilllos (2011), the dimensions are the culture, which has been found as very broad, the organization in this case whereby we have Air Catering Company. People and HR systems are represented. The beliefs, norms, values, and management style should be considered when developing the Air Catering Company HR strategy. When recruiting the members into various levels where they belong in the Company the level of skills, staff potential, and capable management has to be in place.
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Human Resource Management Assignment Sample
Author : Andy
Human Resource Management can be defined as handling the issues faced by employees in an organisation. This is one of the basic components of an organisation, hence it is important for students pursuing this course to write a Human Resource Management Assignment . Any future HR manager must study this course in order to understand the various elements that affect an employee and how to handle them. The most important component of HRM is its relativity to human nature, hence, handling employees and the issues faced by them is not an easy task. Students undertaking human resource management courses often resort to seeking online assistance for writing their assignments. The reason why this happens is because of various issues, such as the lack of adequate knowledge of the subject, not being aware of the correct methodology and procedure of writing an assignment, lack of time due to working part-time jobs in order to pay off student loans, and more. This is where we come in. My Assignment Services is an online assignment writing service that is reliable, affordable and capable of writing your assignment for you. You can check some of the online Human resource management assignment samples uploaded on our website and see how our experts write these assignments.
Online Human Resource Management Assignment Sample
Students often search for a human resource management assignment online sample so that they can know the correct procedure of writing their own ones. However, not every online service provider gives the best human resource management assignment writing help . My Assignment Services provides the most reliable services when it comes to academics. Take a look at this assignment written by our experts. You will get an idea of how to write yours on your own. This assignment required the analysis of several things about the Human Resource Business Partner model given by Dave Ulrich. The writer had to analyse literature and evolution of the application of this model. It was also required to draw a conclusion about the current practicality of the model in contributing towards sustainable businesses. The conclusions drawn out of this study were that according to the model, the role of Human Resource professionals is not just restricted to the conventional ones. In fact, the HR must now also coordinate with the various line managers and help in strategic planning for a long future of the business. It is vital for the business to not simply develop individual leadership, but instead develop collective leadership for better growth of the company.
- To analyse and discuss relevant scholarly literature on HR Business Partner model (Ulrich, 1997) Page 5 of 9
- Discuss how and why the application of the HR Business Partner model (Ulrich, 1997) has evolved over time
- Draw a conclusion about the current usefulness of the model in contributing to sustainable business outcomes
Learn how to acknowledge any source of information using the APA 7th style .
Introduction
Analysis of the literature on the hr business partner model, evolution of the hr business partner model, benefits of our human resource management assignment help.
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Five Strategic HR Priorities For 2021
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HR leaders have always played a crucial role in their organizations, but the Covid-19 pandemic has thrust HR into the leadership spotlight. In the process, HR has become “essential workers” to ensure a safe and healthy return to the workplace.
Future Workplace set out to understand the lasting impact of Covid-19 on work, the workplace and the workforce, and what this means for the strategic priorities of HR. A recent survey of 349 workers by Pearl Meyer , the compensation firm, finds roughly one-third of the total workforce will continue to permanently work from home post the pandemic. Importantly, very few (4.3%) of organizations say they would definitively reduce cash compensation for employees moving to lower-cost areas; in fact the majority of employers say they will not adjust salary if employees move to a lower cost location.
Against this backdrop of lasting changes to where and how we work, Future Workplace partnered with Boston University’s Questrom School of Business HRPI , a network of CHROs, to survey 200 C-level HR leaders on the changes they were making to their people strategies.
The Future Workplace 2021 HR Sentiment Survey, identifies five strategic priorities HR leaders find critical, and they are shown in Figure 1.
Five Strategic Priorities For The Future Of HR
As companies transform where employees work and how they work, the focus will be on individual human concerns not just organizational ones. This is clearly coming through in our research. The turmoil of 2020 has put a spotlight on employee well-being and mental health (68%), along with diversity, equity and inclusion (67%) as top priorities for HR, shown in Figure 2.
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Top Strategic Priorities For 2021
Here are our top five findings and the implications of return to work on people practices.
#1 Make Well-Being and Mental Health A Business Mandate
A 2020 American Psychological Association survey of 3,409 working adults found that 78% regularly feel stressed, and 20% said their mental health had worsened since the prior year. Workers cited multiple stressors, including lack of separation between work and home, unmanageable workloads and worries over job security. Already, job stress and its negative effects on mental health cost U.S. employers nearly $300 billion every year.
This survey was followed by one conducted by Lyra Health in 2021 , which found that one quarter of 1000 working adults reported their mental health declined over the past year, with diagnosable mental health conditions doubling. In addition, 71% of job seekers now expect their prospective employer to offer mental health benefits.
Companies have a real stake in alleviating this situation, and we see some responding. Salesforce began scheduling periodic “well-being Fridays” in 2020 when they saw people weren’t taking vacation. The mandated days off encouraged employees to disconnect and recharge.
Our 2021 HR Sentiment Survey found employers offering new well-being and mental health benefits, such as; access to meditation app Headspace, fitness app Aaptive, telemedicine visits and, importantly, a revamping of flexible work policies including job sharing, flexible work hours and even some companies offering a financial bonus for taking a one-week vacation. ( PwC announced all employees can receive a $250 bonus each time they take a full week’s vacation for the next year, with the potential to continue this program into the future. )
#2 Embed Diversity, Equity And Inclusion In The Culture Of The Organization
CEOs, Chief Diversity Officers (CDOs) and CHROs realize that real action, investment and accountability is needed around DEI. As shown in Figure 3, nearly every HR leader we surveyed reported new measures are being taken such as defining metrics for DEI (92%), examining compensation for pay equity (96%), specifying inclusive behaviors for DEI (94%) and forming new partnerships to broaden the talent pool and tap diverse talent (85%).
Organizations Are Taking Action On DEI
What’s more, the Future Workplace 2021 HR Sentiment Survey found 43% of companies surveyed are publicly sharing their goals for diversity, equity and inclusion, and another 38% of organizations plan to take this step by the end of 2021. In fact, some like BCG Group are creating a Diversity Equity and Inclusion Annual Report with a plan to report on the diversity of its new hires, its partners, and its clients.
#3 Build A Holistic Employee Experience For Both On-Site Workers And Remote Workers
The employee experience has forever changed. While some workers will return to physical work environments full time, many professionals will be a part of the new hybrid workplace, sitting somewhere on the continuum between all in-person and all remote work. The HP Spirit program is an example of how employee experience is now being expanded and extended beyond the individual worker to the entire family unit.
Known as the HP Spirit program, this holistic program includes:
- Health & Well-being benefits and apps for on-site and remote workers
- Education on how to be successful as a remote worker and assistance for parents charged with managing home schooling
- Defined Work Flexibility programs, including flexible work options, job sharing and pay for taking a vacation
- Community events for the family and organized listening sessions
HP Spirit is just one of many new ways organizations are expanding the scope and nature of well-being and mental health benefits as well as extending them to the entire family.
#4 Adopt Agile Work Practices
Our 2021 HR Sentiment survey found eight out of ten respondents say driving innovation and growth is an organizational strategic priority, as shown in Figure 4. This translates into HR seeking out talent outside of HR trained in agile work practices, such as iterative thinking to create minimal viable products and employee journey mapping to create a human centered approach to new HR products.
Driving Innovation And Growth, DEI, And Employee Wellbeing Are Top Strategic Priorities
#5 Digitize HR For Competitive Advantage
The digital transformation of HR has gained steam in 2021 as organizations use technologies such as virtual reality, augmented reality and digital nudges to personalize all aspects of the employee life cycle.
Digitizing HR not only drives innovation but also solves business problems. For instance, research shows that employees leave organizations if there is no visibility into their career growth. A study of 32 million profiles of active LinkedIn users who've worked at a larger company (over 500 employees) since 2013, found the likelihood of an employee staying with a company decreases as the years pass . One year after being hired, there's a 76 percent chance the worker will be with the company. By year five estimated retention is at 38 percent. Voluntary attrition is now being addressed with AI powered solutions. Schneider Electric is one company tackling this challenge with the launch of its Open Talent Market (OTM), an AI-powered platform which matches talent to opportunity on a global scale. Used for employee retention, this tool cuts the time to identify new internal jobs, mentoring or stretch assignments from 3-4 weeks to 30-60 seconds.
The Road Ahead
As we enter 2022, the changes in how we work, where we work, who we work with and the technologies we use are here to stay. Many of these changes started prior to the pandemic, but were swiftly accelerated by Covid-19, and have become permanent aspects of the workplace.
At the core of these changes is the emergence of the hybrid workplace, where some workers are on-site others work in a hybrid remote basis, part of the time on-site and the rest on-site with some employees remote permanently. This new way of working impacts how work gets done, the workplace and the workforce. The hybrid workplace is coming into focus and the specific definition of what “hybrid means” will be unique to each organization and likely will depend on a mix of factors such as the tasks and workflows associated with job roles, the employee preferences and their specific home environments of workers, and the values and culture of the organization. Below are some key questions to address in your journey to creating a hybrid workplace:
Individual Workers
- What job roles will continue to be in-person, remote and some combination of the two?
- Will your organization apply geographic differentials to worker’s salary structures, either for all employees or in certain situations?
- How will your organization support remote workers? What mix of technology, tools, mental health benefits, virtual networking, remote working training and financial support for home office supplies will your organization support?
- How will your organization ensure remote workers are on equal footing with on-site workers during meetings and access to professional development and mentoring opportunities?
- How will your people practices and office space change as remote working becomes permanent for a segment of your workers?
- What is your flexible work policy and how is this communicated to the workforce?
- How is your organization defining and communicating flexible work practices?
- What type of hybrid workplace is your organization creating? For example, what new education is being offered to remote workers? How are mental health benefits expanded to families?
- What new jobs are being created for the hybrid workplace to be successful? In my HBR article, 21 HR Jobs of the Future , my coauthor and I identified 21 new HR jobs on the horizon. Two in particular are related to successfully creating a hybrid workplace: Remote Work Leader , responsible for oversight of the organization's processes, policies and technologies for successful remote; and Director of Well-Being , responsible for providing strategic management of holistic well-being to ensure mental, physical, emotional and financial well-being. We are seeing these new jobs emerge and we will continue to see their growth in the coming years as hybrid workplaces and workforce become the new normal of working.
While each organization’s definition of the hybrid workplace will vary, all will require a close partnership between HR, IT, Real Estate, Facilities and Communications.
One of the keys to making the hybrid workplace successful is for leaders to lead with an inclusive mindset, which requires articulating an authentic commitment to diversity, challenging the status quo recognizing work happens where workers are, and holding managers accountable for creating an inclusive work environment for all workers-on-site and remote.
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HR Best Practices Can Lead to a Better Expat Experience
Mentoring employees before and during an expat assignment is among the effective preparation strategies for adjusting to a new country
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Employees who have accepted international assignments adjust and perform better in the host country when effective HR management practices are implemented, according to a report included in a compilation of research that the SHRM Foundation recently released.
The findings in Crossing Cultures: Unpacking the Expatriate Learning and Adjustment Process over Time are based on responses from 171 expatriates surveyed 30 days before leaving for their assignments and then nine more times over the first nine months of their international assignment. The respondents—nearly three-fourths of whom were men, and most of whom had a spouse and children moving with them—were from three multinational organizations. Their assignments spanned 38 countries in Africa, the Americas, Asia, Australia and Europe.
The study found that the expat’s psychological well-being, language fluency and training before relocation had a positive overall effect on adjusting in the first nine months of the international experience. The findings, the researchers wrote, underscore the importance of HR practitioners understanding the expat’s adjustment process. HR professionals must make sure their organization:
- Addresses the employee's need to develop language fluency in the international assignment.
- Offers psychological screening to assess readiness for an international assignment, including an individual’s openness to having an international experience.
- Provides strong support before and during the assignment, including setting clear expectations about the employee’s role and performance and giving feedback and assistance.
- Provides the employee with a self-assessment tool prior to the international assignment to help set realistic expectations for adjusting to the host country.
- Provides a mentor in the host country. A former, current or more experienced expatriate to offer an insider’s perspective can be especially helpful; a host-country national who is a distinguished organizational leader also would be a good choice.
- Maintains a connection between the expatriate and the home-based organization.
Mentors, Support Team
Cynthia Biro, global co-head of Skills Village at PeopleTicker, an information provider based in the New York City area, found that mentors in the host country helped her when she opened offices in various international locations. In preparation, her employer arranged for expatriates in those countries to contact her about a month before she left the U.S. Once she was in the host country, each expat spent several hours, on different days, introducing Biro to the area, including showing her where to shop for food and taking her on tours of the city to expose her to various areas and to learn the city’s history, she noted in a Society for Human Resource Management (SHRM) discussion on LinkedIn.
“I cannot tell you how much it helped me in my management and expansion efforts whilst [I was] onsite. Everyone was much more approachable in the office, because we had ‘off time’ and ‘warm introductions’ beforehand. I highly suggest this strategy for others. I also had language classes, and they helped, but the introducing of expats prepared me best.”
At defense technology company Raytheon, a support team is assigned to an employee who accepts an international assignment, said Randa G. Newsome, vice president of HR and based in Waltham, Mass. The team includes a sponsor, an in-country supervisor and an HR point of contact and it remains active throughout the employee’s preparation, deployment and repatriation.
“The support team is responsible for understanding the employee’s assignment and career aspirations, and for engaging in regular communication and activities to help the employee fulfill development goals throughout their assignment,” she said in an e-mail to SHRM Online. “Most important, the support team works to place the employee in a meaningful company role upon their return—one that aligns with their career aspirations and benefits from their international experience and acumen.”
Pre-Selection Criteria, Screening
Spell out pre-selection criteria for expat assignments, said Suzanne Garber, CEO of Gauze, a Philadelphia-based global database of hospitals, in an e-mail to SHRM Online. She has been an expat and has managed and helped other expats prepare for their assignments.
“The onus is on the hiring manager to ensure that cultural compatibility is one of the determining factors to awarding an expat assignment. Without fully understanding this component of the expat assignment, it may be doomed to fail,” she noted. “Many rising executives know that obtaining an expat position is one way to propel one’s career into super-stardom. ... However, all who are chosen are not best suited. Why not? Because while the job specs were carefully crafted, the cultural aspects were not. Culture, in an expat position, trumps credentials.”
Not everyone will adapt well to a new country or culture, wrote Vancouver, Canada-based HR consultant Debra Walker in an e-mail to SHRM Online.
“Tests that show adaptability, resourcefulness, problem-solving, thinking on one’s feet, ability to work in grey [areas]—and even introversion vs. extroversion review—are good to incorporate, so that individuals that will not adapt well will have a clearer picture before they even leave home soil.”
Most multinational firms do not have a standard screening process to identify traits—such as resourcefulness and a high tolerance for ambiguity—that make for a successful expat, said James P. Johnson, Ph.D., professor of international business at Rollins College Crummer Graduate School of Business in Orlando, Fla.
“These qualities cannot be taught in a brief pre-departure cross-cultural training program. Instead, efforts should be made to identify candidates that have these traits, and to train them in the technical aspects of the international assignment, rather than select the person who has the technical skills and assume that he or she can acquire the necessary soft skills that are essential to international success,” he said in an e-mail to SHRM Online.
Language, Cross-Cultural Training
Learning the host country’s language is important, said Johnson, who has worked in Finland, Great Britain, Mexico, Spain and the former Yugoslavia.
“It can go a long way in developing relations with employees, colleagues, customers and neighbors,” he said, but advised being realistic in one’s expectations. “Traditional language training is time-intensive and crash courses can be expensive. In addition, many firms that offer language training require the employee to do it in his or her free time or take vacation days to attend a crash course.”
He also thinks cross-cultural training should be a mandatory component of an international assignment.
“Less than 50 percent of firms require it, although many are getting better in realizing that training is not only essential for the employee, but for spouses [or significant others] and family members” accompanying the employee, he noted in an e-mail. Family members should have access to training as well for help securing a driver’s license, for example, and locating babysitters, schools and English-speaking medical providers.
And Gauze’s Garber stressed that additional cultural training is a must, even if the assignee has visited, worked in or previously lived in the host country.
“It is imperative to get a briefing on what’s going on in the country now. This includes an update from a political, gastronomical, religious and security perspective.”
Richard Phillips, managing director at Britam, a risk management and training consultancy in London, has employed more than 1,000 staff members in expatriate roles over the last 11 years—most commonly in "quite challenging environments," he said in an e-mail to SHRM Online.
“The single most important part of their preparation is making absolutely sure they understand the living and working environment they are about to enter—warts and all! To avoid wasting time and money, do this first and check as part of your quality process. It is human nature to look at the positives of a role and skip the bits you don’t know much about.
“Make sure your candidates are fully appraised of the challenges, issues and differences to their previous experience to avoid them wanting to return five minutes after arrival.”
Kathy Gurchiek is the associate editor at HR News. Follow her @SHRMwriter. Join the SHRM LinkedIn discussion on preparing expats for their assignments.
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Human Resource Management – Specific HR strategies
Specific HR strategies set out what the organization intends to do in areas such as:
- Talent management – how the organization intends to develop its people and using them at their best.
- Continuous improvement – providing for focused and continuous innovation rhymed with development of an individual
- Knowledge management – creating, acquiring, capturing, sharing and using knowledge to enhance the learning curve of all employees.
- Resourcing – attracting and retaining high-quality people in the organization.
- Learning and developing – providing an environment in which employees are encouraged to learn and develop individually.
- Reward – defining what the organization wants to do in the longer term to develop and implement reward policies, practices and processes that will further the achievement of its business goals and meet the needs of its stakeholders in alignment with employees satisfaction.
- Employee relations – defining the intentions of the organization about what needs to be done in terms of employee engagement and what needs to be changed in the ways in which the organization manages its relationships with employees and their trade unions.
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Human Resource Management
A collective term for all formal systems to manage employees and other stakeholders within a company
What is Human Resource Management?
Human Resource Management (HRM) is a collective term for all the formal systems created to help in managing employees and other stakeholders within a company. Human resource management is tasked with three main functions, namely, the recruitment and compensation of employees, and designating work.
Ideally, the role of HRM is to find the best way to increase the productivity of an organization through its employees. Despite the ever-increasing rate of change in the corporate world, the HRM role is not likely to change in a significant way.
Until recently, a company’s HR department was categorized in the lower rungs. This is surprising considering the crucial role that this department plays in replenishing and nourishing an organization’s resources.
Principles of Human Resource Management
The HR department has transformed significantly from the task-oriented nature of administration it used to be in the 1980s. It is now viewed as a strategy-focused extension of every firm. The HR department thrives on specific principles, as highlighted below:
1. Commitment
One aspect that the HR department tries to deal with is job security. To guarantee job security, many employees know that they need to show commitment to the company and their job duties. The HR management comes in to put measures in place that ensure that staffing levels correspond to the company’s needs and that, in the process, assure employees of their long-term positions within the organization. The firm demonstrates its long-term commitment to the workers by providing regular training, performance evaluations, and goal-setting activities .
2. Competence
Competence is one of the core principles that supports a company’s growth and development. It is also an aspect that affects employees’ job satisfaction and how the company benefits society. The success of a firm depends on the competency of its employees. The HRM department tries to sustain workforce competency by providing training opportunities. It also schedules orientation programs, which provide avenues to enlighten new employees on a company’s mission and objectives.
Training and orientation are essential in improving employees’ skills, knowledge, and competency. The benefit of having a competent workforce is that it leads to the production of safe and reliable products and services that consumers can rely on. In the absence of a high level of competence, a company will be susceptible to lawsuits and legal claims resulting from the products and services that it renders.
Main Functions of Human Resource Management
1. employee recruitment.
Recruitment is the process of identifying talent gaps in a company and finding the right people to fill the roles. There are four stages in the employee recruitment process:
- Job analysis – This involves defining the various aspects of a job through job description and specification. Through job description, the HRM department identifies the tasks required for a specific job while the latter defines the requirements an individual needs to fulfill that job.
- Sourcing – This encompasses the different techniques a company employs to attract potential candidates to fill a given position. This can be achieved through internal and external advertisements.
- Screening and selection – This is the process of evaluating the candidates who apply for the job. The evaluation is performed to determine the skills, qualifications, competency, and job-related experience that potential candidates bring to the table.
- Selection of the right candidates – Once the best candidate has been selected, the next process that follows is onboarding. This is simply helping the new recruits become productive members of the company.
2. Employee Orientation
Another core function of human resource management is employee orientation. Also known as onboarding, it is the process of teaching new recruits the necessary skills, knowledge, and behaviors so that they can transition to the new company effectively.
Employee orientation is a broad process conducted by the HR department, and it’s done through different methods, including lectures, meetings, videos, mentoring, and team-building exercises. The main objective of the orientation is to provide new recruits with adequate information regarding the company’s targets, rules, policies, and activities.
3. Employee Development
Employee development refers to all the efforts for improving personal, team, and organizational effectiveness. One aspect the human resource department tackles is talent development. This involves aligning the employees’ skills with the company’s needs. In addition to hiring, training, and orienting employees, HRM should also improve their career opportunities.
Essentially, it is more economical to improve a company’s current workforce than to hire new employees in the future. So, employee development is a trade-off through which human resource management saves money by avoiding the potential costs of hiring new employees.
Human resource management refers to the process of recruiting and developing a company’s workforce. The HR department is concerned with identifying talent gaps in a company, advertising for positions, evaluating potential candidates, and hiring top talent.
Human resource management does not just handle the recruitment of new employees; it also oversees redundancy for companies that want to downsize. HR management also oversees orientation programs to introduce new employees to the company’s goals, objectives, and policies. Overall, human resource management guarantees the smooth running of employees within a company.
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CFI is the official provider of the global Financial Modeling & Valuation Analyst (FMVA)™ certification program, designed to help anyone become a world-class financial analyst. To keep learning and advancing your career, the additional CFI resources below will be useful:
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For process, follow these five steps to create an effective human resources strategy that supports enterprise business goals: Understand your organization's mission, strategy and business goals. Identify the capabilities and skills necessary to achieve those goals.
The Human Resource strategy sets the direction for all the key areas of HR, including hiring, performance appraisal, development, and compensation. The HR strategy is thus a long-term plan that dictates HR practices throughout the organization. An HR strategy has a set of characteristics:
HR strategy is a roadmap for solving an organization's biggest challenges with people-centric solutions. This approach requires HR input during policy creation and elevates the importance of recruitment, talent management, compensation, succession planning and corporate culture. Why is HR strategy important?
Besides that, the company gets to improve its processes, which in turn, boosts profits. Many successful businesses, like Nissan, utilize this HR strategy with impressive results. 2. Community Outreach. Sometimes, to improve a business, you have to look outside the confines of the workplace.
HR 2025: 7 Critical Strategies to Prepare for the Future of HR To become a trusted workforce advisor, HR must focus on seven critical areas, including business strategy, analytics and, of...
Assignment Use the HR value chain you created in Step 1 to create an HR strategy map and HR scorecard on the next page, applied to your organization. FINAL STEP Try to at least relate it to a key performance driver, or an organizational objective.
HR managers are not only responsible for collecting data, but also to strategize an action plan. Tips: This stretch assignment is better utilized during the yearly budgeting period where managers are expected to summarize data and action plans. 5. Ask HR Manager to personally train all managers on how to make Individual development plans
Assignments. Module 1: The Role of Human Resources and Module 2: Human Resources Strategy and Planning. Module 3: People Analytics & Human Capital Trends and Module 4: Promoting a Diverse Workforce. Module 8: Compensation and Benefits, Module 9: Performance Management & Appraisal, and Module 10: Building Positive Employee Relations.
HR strategy represents the key decisions about how these workforce assumptions will be handled. Such HR strategy may not only flow from the organization strategy but also may actually contribute directly to the formulation of the organization's strategy.
The strategy is a reflection of a firm's response to the competitive external alternations and thus, a pool of human capital with necessary skills is treated as a catalyst for accomplishing the objectives of the organization through promotion of behavioral utility amid the workers.
A human resources strategy allows you to maximize the potential of your employees while aligning all HR activities so that they coincide with your organizational objectives. Learning how to analyze the skills of your workforce and forecast your company's needs will help you create an effective HR strategy and better reach your company's goals.
Application of strategic approach to HRM refers to planning and implementation of the methods that help all the departments to accept the changes taking place in the environment. (Morley et al., 2006) Many HR practices need to be strategized in order to enhance the productivity of the organisations.
Question: Chapter 02: Human Resource Strategy and Planning: Aplia Assignment HR Staff and Expenses • HR-to-employee ratio • Total HR staff .HR expenses per FTE Number of positions filled • Time to fill Cost per hire • Annual turnover rate Training . Annual wage and salary increases • Payroll as a percentage of operating expenses • Benefit costs as a percentage of
Session 1: The Strategic Importance of HR Case: Southwest Airlines: Using Human Resources for Competitive Advantage (A), Stanford Case #HR-1. Reading: Pfeffer, Jeffrey. The Human Equation: Building Profits by Putting People First. Boston, MA: Harvard Business School Press, 1998, chapters 1 and 2. Assignment Questions
Download file to see previous pages. The paper 'Human Resources Strategy' is a great example of a Management Assignment. The HR strategy has been confused with the business strategy for a long time now.
My Assignment Services is an online assignment writing service that is reliable, affordable and capable of writing your assignment for you. You can check some of the online Human resource management assignment samples uploaded on our website and see how our experts write these assignments. Online Human Resource Management Assignment Sample
The Future Workplace 2021 HR Sentiment Survey, identifies five strategic priorities HR leaders find critical, and they are shown in Figure 1. ... mentoring or stretch assignments from 3-4 weeks to ...
HR Topics Behavioral Competencies Benefits California Resources Compensation Diversity & Inclusion Employee Relations Global HR Labor Relations Organizational & Employee Development Talent...
Specific HR strategies set out what the organization intends to do in areas such as: Talent management - how the organization intends to develop its people and using them at their best.; Continuous improvement - providing for focused and continuous innovation rhymed with development of an individual; Knowledge management - creating, acquiring, capturing, sharing and using knowledge to ...
Human Resource Management (HRM) is a collective term for all the formal systems created to help in managing employees and other stakeholders within a company. Human resource management is tasked with three main functions, namely, the recruitment and compensation of employees, and designating work. Ideally, the role of HRM is to find the best ...