Wait a second!
More handpicked essays just for you.
More handpicked essays just for you.
Strategic HR management and planning
Strategic HR management and planning
Importance of training and development at work
Don’t take our word for it - see why 10 million students trust us with their essay needs.
Recommended: Strategic HR management and planning
Many people believe that Training & Development is the most important function in effective human resource management. But I do believe that it is not the most important factor as there are many other factors we should consider before we come in to a conclusion that Training & Development is the most important factors. In my report below we will discuss about why some people believe that Training & Development is the most important factor and the other important factors of a effective human resource management.
Human Resource Planning
The first factor we are going to discuss is human resource planning. There are two parts in a good HR planning first strategic HR planning and second Operational HR planning.
==> Strategic HR Planning
Strategic HR planning is important as it links HR management directly to the strategic plan of your organization. Most medium to large sized organizations have a strategic plan that would guide them into successfully meeting their missions. Organizations routinely complete financial plans to ensure that they achieve organizational goals and while the workforce plans are not as common but they are also just as important.
Strategic HR planning is also important from a budgetary point of view as it helps you factor the costs of recruitment, training and etc. Into your organization's operating budget.
==> Operational HR Planning
If your organization has a very strong and good HR management they should be reviewed every two to three years so to assure that they meet the organizations needs and also comply with legislation.
At an operational level, organizations also have to be aware that the interdependencies between operational decisions and HR management practices. Decisions made on one aspect of human r...
... middle of paper ...
...ppraising employee performance. Written performance standards let you compare the employee's performance with mutually understood expectations and minimize ambiguity in providing feedback.
Having performance standards is not a new concept; standards exist whether or not they are discussed or put in writing. Performance standards identify a baseline for measuring performance. From performance standards, managers can provide specific feedback describing the gap between expected and actual performance.
There are many effective ways to monitor performance the most common ones are:
• Direct observation
• Specific work results (tangible evidence can be reviewed without the employee being present)
• Reports and records, such as attendance, safety, financial records, etc.
• Commendations, constructive or critical comments received from others about the employee's work
Strategic workforce planning is the first component of human resources management (HRM) from which all other HR activities are derived from and flow out of. It is based on anticipated HR requirements from the perspective of the present HR environment. This requires a proactive posture, analyzing internal and external factors, to determine the most appropriate responses to future needs. Additionally, when formulating long-term proactive plans, an element of flexibility must be
In addition, performance evaluation aids to identify employee training as well as development requirements, and facilitates alignment of employee and organization goals, among other objectives (“Performance Evaluation,” n.d.). The rightly done performance evaluation process ensures benefits such as improving employee productivity, motivation as well as commitment; enables an employee to set goals as well objectives; fulfills satisfaction of the fundamental human need for recognition; helps to identify scope for process improvement; and aids to find out employee development possibilities (“Performance Evaluation,” n.d.). Culbert’s Article on Existing Performance Evaluation Culbert in his article “Get Rid of the Performance Review!” critically analyses the existing performance review systems in corporate companies and details the maladies and gaps that severely impact the performance review mechanism.
In education, human resource planning serves as a link between human resource management and the overall strategic plan of the sector (Human Resource Planning, 2012, p.17). According to Beardwell & Holden (...
Organizational success or failure is dependent on a myriad of variables that can be challenging to measure and interpret. Success or failure can simply be luck and timing or an orchestrated and deliberate effort. As new technologies allow organizations the ability to rapidly measure and assess its internal and external environmental factors, more efficient strategies can be quickly implemented. The focus of this literature review is specifically on one of these mentioned variables. The paper will detail the relationship that Human Resources (HR) practices have with an organization’s strategic goals and vision.
A comprehensive Human Resource Management Strategy plays a vital role in the achievement of an organisation 's overall strategic objectives and visibly illustrates that the human resources function fully understands and supports the direction in which the organisation is moving. A comprehensive HRM Strategy will also support other specific strategic objectives undertaken by the marketing, financial, operational and technology departments.
Milestone one Ricus Bennett SNHU – OL211 July 18, 2017 Strategic human resource planning is an important piece of strategic HR management. In an organization the human resource manager responsibility is to align the department employee evaluation system with over strategic plan of the organization. The strategic HR plan needs to be communicated throughout the organization. This procedure is needed to be in place to monitor employee’s positions and make sure they are maximizing their potential at the same time maximizing the organizations resources.
Performance Objectives and Standards Measurement of performance standards are based on: • Knowledge of customer needs and actions taken to meet
Understanding the strategic potential of HRM is a relatively recent phenomenon. Strategic HRM attempts to bring HRM to the boardroom. It requires personnel policies and practices to be integrated so that they make a coherent whole, and also that this whole is integrated with the business or organisational strategy.
Performance management is a great tool for both the employee as well as the organization. For the employee, it gives the employee a clear picture of his areas of improvement and helps him improve and grow. From the organization’s perspective, it lets them understand the potential they have in their employees and how to realize them. It helps them to analyze who are worthy of being held onto and whom to let go so that the organization grows. In all, an effective tool, if used in the correct manner by all the parties involved.
From all those discussion, the answer on why organisations adopt strategic approach to Human Resource Development (HRD) is because there are factors that require organisation to design strategies related to human resource development to achieve organisation objectives. The other main point is because different firm will have a different needs of capabilities to develop and this is based on their condition both internal (within the firm) and external (market needs
Establish Performance Standards. Standards are created when objectives are set during the planning process. A standard is any guideline established as the basis for measurement. It is a precise, explicit statement of expected results from a product, service, machine, individual, or organizational unit. It is usually expressed numerically and is set for quality, quantity, and time.
He also needs to be aware of competition for employees’ i.e. if the company’s employees are increasing the demand for labour or whether labour is available due to redundancies. HR planning is all about getting the right people and developing. to meet the company’s objectives. RECRUITMENT & SELECTION The HR manager needs to know when, why, and how to recruit staff.
Noe, Raymond A., John R. Hollenbeck, Barry Gerhart, and Patrick M. Wright. Human Resource Management: Gaining a Competitive Advantage. 7th ed. Boston: McGraw-Hill Irwin, 2010. Print.
Human Resource Management (HRM) is fundamentally another name for personnel management. It is the process of making sure the employees are as creative as they can be. HRM is a way of grouping the range of activities associated with managing people that are variously categorised under employee relations, industrial/labour relations, personnel management and organisational behaviour. Many academic departments where research and teaching in all these areas take place have adopted the title department of human resources management. HRM is a coordinated approach to managing people that seeks to integrate the various personnel activates so that they are compatible with each other. Therefore the key areas of employee resourcing, employee development, employee reward and employee involvement are considered to be interrelated. Policy-making and procedures in one of these areas will have an impact on other areas, therefore human resources management is an approach that takes a holistic view and considers how various areas can be integrated.
Whether an organization consists of five or 25,000 employees, human resources management is vital to the success of the organization. HR is important to all managers because it provides managers with the resources – the employees – necessary to produce the work for the managers and the organization. Beyond this role, HR is capable of becoming a strong strategic partner when it comes to “establishing the overall direction and objectives of key areas of human resource management in order to ensure that they not only are consistent with but also support the achievement of business goals.” (Massey, 1994, p. 27)