Research Articles Base: HR Issues

Proposal On Human Resurce

PROPOSAL ON HUMAN RESOURCE        There are diverse issues in an organization that usually deals with human resource management function such as work ethics, salary and benefits, employee to employer relationship, reorganization, training and development and others. Usually the Human Resource Management can make a proposal to the corporate executives or the other workers, managers and employees can also submit their proposal from various issues while the workers themselves can also submit proposal on human resource issues and vice versa. In government agencies other government sectors can also make a proposal to obtain a prominent solution in most human resource problem.       During 2005 the Government of Nepal and the Ministry of Agriculture and Cooperatives has prepared a proposal on human resource for a grant under the Standard and Trade Development Facility (STDF) of World Trade Organization (WTO). The grant they are going to propose will be used for technical assistance for effective management and training purpose of staff that will handle different livelihood and institutional resources such as agricultural, cooperatives, food technology, marine resource and livestock. The workers need special qualification and skills to handle their task in the most reliable and efficient ways possible.       Targeted training groups are plant protection technicians, veterinarian, food technologist and other officers, these positions needs strict qualification and will be further developed and trained by highly skilled international assessment practitioner to maintain their standard in handling task, the propose budget of Nepal government to STDF is only ,000 US dollar. In conducting a balanced training their professionals and skilled workers are guaranteed to develop a more responsible people and in depth livelihood expertise to adopt international standard in taking care of their resources. This is an actual example of human resource proposal. The Decision of STDF will basically be handled according to investigation and if they found out the needs for a grant the human resource proposal of Nepal Government will definitely be approved.       An ordinary group or employees can also have the privilege to make a human resource proposal if needed. This can also be included in Collective Bargaining Agreement or (CBA) although CBA is a regular yearly or bi yearly implementation and reporting of employees needs, they can take advantage to include their proposal on human resource in whatever issues they would like to emphasize but then again human resource proposal is an endeavor that can be available without limits but the approval still made clear by human resource management. In order for the proposal to be approved by the human resource the proposal should include the most comprehensive approach that will influence the decision of HRM to take action it should be well informed, balance and of benefits to employees and to the company itself.       To maximize efficiency and workers initiative and production workflow supervisors and managers can also create a proposal to human resource. This happened in CU Answers Inc. it is a credit union helper with millions of members and more than 185 credit organization members. They have requested a proposal for human resource of their related company CU NorthWest Inc. CU Answers Inc. need the support of CU NorthWest Inc. and their human resource capability to utilize their services, their proposal is outsourcing their business. The proposal outline detailed strategic business planning methods. This means that the employees and people of CU NorthWest Inc. will be trained to work for CU Answers Inc. they will provide a comprehensive knowledge and collaboration of executive management, human resource and quality assurance to provide an in depth training for their employees, they will ensure that the resource policy and procedure manual is updated so that they will be knowledgeable about the job.       Initially CU Answers Inc. and CU NorthWest Inc. will also establish initial sets of Standard Operating Procedures in recruitment and hiring of the best workers, they will also conduct a basic policy according to the best process, testing, interview and final hiring will be imposed to filter the applicant. Upon hiring of new employee they are going to provide continuous 90 days on board training process to establish the first batch of standard procedure on the actual practice. They will also create a catalog and advance training program after the period. The initial procedure also involved the creation of Employee Annual Training (EAP) this will initialized standard in operation and development of workers. All this engagement works just like a new company that training and development is also applicable to new management who will handle the new sets of employees. This requires a bigger amount as expected. The proposal on human resource provides a great impact if approved, they will create a strong ties and bigger market reach to further strengthen their business.    References: http://cuanswers.com/pdf/ceo2010/SampleHRServicesProposal.pdf/  http://www.standardsfacility.org/files/Project_documents/Project_Preparation_Grants/STDF_88_Application_form.pdf /  http://www.trademarkia.com/company-cu-answers-inc-305931-page-1-2/   http://www.spentamexico.org/v1-n1/1(1)%20102a-119a.pdf Credit:ivythesis.typepad.com

Proposal On Human Resurce

PROPOSAL ON HUMAN RESOURCE There are diverse issues in an organization that usually deals with human resource management function ...

Temporary Disability

I.       Temporary Disability   The following discussions are going to present the issues relating to employment and the possible protections that employees could acquire as they suffer temporary disability. Discussions on the pertinent laws, possible conditions to benefit from these laws and the actual benefits will be discussed in this report. A.   Laws Applicable   Temporary disability is often covered by short-term disability protection laws. (Kerns, 1994) The creation of this form of protection is found on the fact that these temporary disabilities often entail absence of the employee from work. And in turn, absence from work entails deductions and even loss of salary given that the employee has to refrain from partaking to any activity similar to what he/she does at work. Each state has different types of legislations regarding temporary disability. To illustrate, Rhode Island, California, New Jersey, New York, and Hawaii have instituted protections for their workforce relating to temporary disability on different time frames. (De Carlo, 2002)          B.   Available Benefits and Authorities that provide them   Programs enacted that protect worker often include temporary disability insurance, paid sick leave and employment-related group insurance. Normally, these programs covers those employed in private employment, specifically those included in the commercial and industrial wage and salary workforce. (De Carlo, 2002) In order to acquire such protections, it is required that the employees have acquired a specific amount of past employment, or at least be regularly employed in an organization. (Kerns, 1994) More importantly, the employee seeking to claim such protection should be actually disabled. (De Carlo, 2002) This means that the employee should prove that they are unable to perform their jobs because of a physical or mental condition. Coverage is limited to twenty-six weeks in Hawaii, New Jersey, and New York while fifty-two weeks are given to those employed in the state of California. (De Carlo, 2002) C.   Conclusion   Temporary disability has yet to be generally covered in federal laws. Nevertheless, the individual states have taken the initiative to provide the necessary protection that the workforce need from having temporary illnesses and even disabilities. State governments set aside a considerable amount of money in order to finance and cover the financial needs of the temporarily disabled employees as they are unable to turn up to work.      II.    Ergonomic Injury An ergonomic injury is characterized by the Occupational Safety and Health Administration (OSHA) as equivalent to muscoskeletal disorders (MSDs). This paper will be providing a scenario depicting an ergonomic injury in the workplace and consequently provide specific measures that could be used to circumvent the said injuries. The discussions are going to be based on the stipulations in the provisions of OSHA.      A.   Description of the Scenario The scenario to be presented is a hypothetical event that took place in an automobile manufacturing company. The focus is the Human Resource Department of the company, particularly those working in the accounting division of the organization. The employees in this division have constantly been issuing complaints to the management of back problems and even strain in the eyes. Two of the in-house accountants of the company have already filed a leave of absence for a couple of days for the same reason indicated by the other employees in the accounting division. The management, with the intention to comply with OSH Act s5(a)(1), has been troubled by this occurrence and instructed the HR department to conduct an inspection and provide recommendations to eliminate the problem in the said division.  The said act compels organizations to “furnish to each of his employees employment and a place of employment which are free from recognized hazards that are causing or are likely to cause death or serious physical harm to his employees.“ The said employees in the division are constantly held in their workstations. The following discussions will be covering the possible prevention measures in the workstation as provided by OSHA.   B.   Prevention Measures According to OSHA, the company should look into certain factors that are in effect in the workstations of the employees. Specifically, OSHA pointed to the working postures, seating, input devices, monitor, work area, and the accessories in the workstation. In general, the OSHA indicated that there should be some level of adjustability such that the posture of the worker would be corrected in correspondence to their individual preference. More importantly the said organization indicated the need of the management to maintain the effective condition of the workstation, accessories, and the components in order to allow a proper operation and functionality for the employees.    C.   Conclusion It is the presence of this occurrence that some sort of occupational safety measures are recognized in some studies. Safety in the workplace has been taken into consideration in the existing literature; some have indicated that this safety is compromised by specific items present in the workplace while some indicate that this risk is presented by other employees in the company. The OSHA keeps the safety of the workforce in general such that the principles and guidelines they provide for the public are able to help employers to keep the employees in top shape by providing good working conditions.      III.  Americans with Disabilities Act against Discrimination   The Congress enacted the Americans with Disabilities Act (ADA) in 1990. This is to prevent persons with disabilities face unreceptive work settings that may further blight their work capability. The ADA broadened the antidiscrimination coverage stated in the earlier legislation in s504 of the Rehabilitation Act of 1973, to some extent by compelling employers to put forward practical workplace spaces to their employees with disabilities.   Moreover, the ADA indicated that employers provide reasonable accommodations not only to those who were disabled individuals but also to the workers who become disabled for the duration of their employment in the same organization. This makes the employees safe from arbitrary termination from the employer. Accommodations in this context have been claimed to take account of objects as diverse as streamlining of posts, modification of work shifts, permitting the accessibility of facilities as well as the purchase of pertinent equipment and devices that would be convenient for the disabled individual. As indicated in the ADA, accommodations are deeds addressed by the employer’s part to make the place of work to more convenient to their employees with disabilities. In the face of its praiseworthy objective of enhancing employment results for employees with disabilities, the said legislation has been contentious ever since prior to its ratification primarily for the reason of its other conditions. One condition is that employers have to care for all employees “equally”; as a result, the employees who are held cannot be remunerated lower salaries. Moreover, altering the setting of a labor force to have comparatively a smaller amount of employee with disabilities in an attempt to steer clear of the act’s consequence is prohibited.   The said legislation is founded on good intentions by the government. Equality in the workplace as well as nondiscriminatory practices is among the primary objectives. To look at the circumstances surrounding the disabled population, programs such as assistance services and healthcare for these employees are necessary if individuals with disabilities are to penetrate the labor force in considerably larger numbers. But they are similarly costly, possibly lifetime prerogatives. With the enactment of the ADA, individuals with disabilities are able to rise above their situations and become more independent. Credit:ivythesis.typepad.com

Temporary Disability

I. Temporary Disability The following discussions are going to present the issues relating to employment and the possible pro...

HR

Trade Unions   Introduction               Trade union is group of workers that organized. The main goal of it is to protect and have advanced the interest of its members. Often it negotiates agreements, it negotiates on the employers about labour contracts which include the wages, complaint procedures, work rules, rules and governing hiring, firing and promotion of workers, workplace safety and policies and benefits. Agreements with employers on pay and conditions, sickness benefits and education facilities, provide legal and financial advice to its members. The union usually claim a right of exclusively. They have the authority to know its member who are with them or not, in which they have the right to mandate on its members only and not to others. In addition to that, with regards to the employer the union contract is exclusive, an employer is generally not permitted to find out the services of another. The effects to productivity we have advantages, it supports the union management efficiency, it encourages cooperation, improving communications by collective voice. On disadvantages sides we have, no techniques, no organizational change, it is also wrong working rules and overstaffing, demarcation-maintain demand for labour.     Discuss. Marking Scheme Trade unions in the workplace can only have a negative impact on productivity.               Empirical evidence is required ultimately to assess the relative importance of the monopoly and collective-voice faces of unionism. On the other hand, at the onset, it is worth noting two points at the outset. Then the effects of unions may differ substantially upon productivity and other aspects of performance across industries, time, and countries. Both the collective-voice and monopoly activities of unions hardly surprising given  that depend crucially on the labour relations and economic environment in which management and labour operate. Second, in which performance between union and non-union firms or sectors, typically the union effects are measured by differences. As long as resources are free to move across sectors, such differences doesn’t measure the effects of unions on aggregate or economic-wide economic performance. Like union companies in the US that have performed poorly relative to non-union companies. Between sectors, poor union performance has led to a shift of production, to the extend that output and resources can shift and employment away from unionized industries, firms, and, and plants and into the non-union sector. Performance have been relatively minor, overall effects on economy-wide. In private sector unionism, most visible has been the rather precipitous. Concerning on collective bargaining’s impact on productivity, econometric investigations have yielded new evidence concerning for workers of a given quality working with the same amount of capital.   In particular, manufacturing and construction, these findings indicate that in many sectors unionized work places are on average more productive than non-union ones. It is not an immutable constant on its positive effect. Productivity has not been carefully delineated, though routes by which unions affect, but they appear to differ from sector to sector. The key in manufacturing is to have reduction on turnover and improved management. Supervision seems to be primary in construction, and more rationalized hiring, better trained workers. Differential in union and non-union productivity is likely to be positive. Capital intensity under unionism is on the average not large enough to offset the greater compensation.  Thus, it may appear go hand in hand under collective bargaining the higher productivity and lower profitability. A crucial question becomes the source from which union wage gains derive, if there is no offsetting productivity effect. Union rent – seeking might be relatively benign were it entirely a tax on monopoly profits. Does unionism reduces productivity? Well, the performance of the worker is monitor greatly and production standards are more stringent. Its labour is lower on turnover costs. Workers are more skilled and experienced. Channels of labour were new and better and management communication. Practices and rational personnel policies, and systematic. To improve efficiency, have cost pressures.         Discuss. There should be a balanced analysis of the pros and cons of unionization on productivity which includes detailed discussion of the  thesis and a critique of the problems related to productivity measurement owing to the multiplicity of factors that might impact on it.   Economic performance on the impact of unions, however which public policy should facilitate bears heavily on the degree , organizing and bargaining power. In recent years, there has been extensive study particularly in the United States, of the relationship of unionization to productivity, profitability, investment, and employment growth. Increase in compensation significantly in unions for their members but doesn’t increase productivity sufficiently to offset the cost increases from higher compensation. Therefore, it is associated with profitability which is lower, decrease investment in physical capital and research and development. In addition to that employments with lower rate, sales growth. Weak economic performance in union firms relative to non-union firms and sectors implies a continuing decline in membership, as long as unionized companies operate in a competitive environment, in the absence of changes in labour law favourable to union organizing. Unions on economic performance undermine, yet the deleterious effects rather than buttress the case for governmental regulations and policies that promote union strength. If not all, most unions have monopoly power, by which they can use to raise wages above competitive levels (  1984, ). Bargaining power which is inequality between employees who do not possess full freedom of association or actual liberty of contract and employers in which they are organized in the cooperate or other forms of ownership association. A burden is substantially and affects the flow of commerce, and tends to aggravate recurrent business depressions by the wage rates is depressing. Purchasing power of wage earners in industry and by preventing the stabilization of competitive wage rates. Distorting labour and product market outcome is viewed in union by increasing wages above competitive levels.  for them faces of unions refer as collective voice/institutional response. It emphasize on the potential role that collective bargaining is in improving the functioning of internal labour markets. Unions may more effectively if it is legally protected that allow workers to express their preferences and exercises. It may be more effective if it is union bargaining than individual bargaining in overcoming workplace public goods problems, thus problems in attendant free-rider. The exercise of the workers’ right to free speech, acquire information, as the workers’ agent, the union facilitates it. Monitor the employer’s behaviour, and formalize the workplace governance structure in a way average workers represent better, as opposed to workers who are being more skilled. Therefore, on contract from the outside the plant more mobile or hired. To improve job compensation and working conditions, unionizing is very effective and can be very effective way. But it can be lengthy and bureaucratic process. Considering the pros and cons in unionization is important before committing it. Advantages of unions which include on the wages are higher. The median wages of union members were higher than non-union workers according to the report on union members, bureau of labor statistics 2006 found that nationally. Benefit packages for the employer, in which “Better health care: 81% of union workers have job related health coverage, according to change to win report, while non-union workers do have only 50%. Unlike with non-union families, union families pay forty-three percent less for family coverage. Job protection, with this in addition to wages, workers can gain better benefits, retirement or pension benefits, protected rehire rights through collective bargaining agreements. Job protections, such as seniority rights, unions also bargain on it.   Discrimination and require “just cause” for terminations, this may include on the protection of agreement. Next we have union sponsored benefits, in which some were not offered by an employer, a group of benefit package, the union may organize to allow members to obtain insurance coverage or other services at fair rates. Working conditions and safety, unsafe or illegal working conditions, union may protect the workers. It can support the workers in filling the complaints, or in a group of workers it may give voice to complaints. Quality and productivity, several studies that made in AFL-CIO summarizes that indicates the unions are associated with higher productivity, better skill training, and lower turnover. Employment assistance and job security, in which job protection may include in collective bargaining that require there to be a just cause for termination.     Unions serve as a hiring hall, in some industries connecting unemployed workers with available jobs. Union’s leaders who are unemployed, unions may offer assistance due to union activities. And last advantages is legal presentation, in certain kinds of jobs related incidents, union may provide representation for members. And then we have disadvantages in unionization, with all the benefits and advantages that offer, but it continues to decline on its membership. Some of the workers for them unionization they don’t feel it desirable and needed. Here are disadvantages in unionization, we have expense, speaking with that, having with union is expensive, members in the union should make approve on the amount of dues. As budget, detailing expected expenses, the union should publish on that, as the basis for the dues.  Then restrictions in job, with limits on the tasks they can do, it can be frustrated on unionized employees. You will not be able to do even a simple task in the protected job, if the contract limits certain jobs to a union member for a specific trade. The delay of waiting for the right person is aggravating if you are a just do it personality. Other disadvantage we have, competitive disadvantage, by which one company is unionized, thus the other company is not. For the unionized company to compete it may make harder with them, in which the increased labor cost of the unionized is one factor. It will eventually lead to a problem for the business if compensation exceeds the productivity or economic benefit of the work performed. Then improper leadership, in union leadership, some individuals position have taken advantage of the financial trust of union members. Racketeering was a problem in several unions, particularly in the 1950’s that were infiltrated by organized crime. Federal Office of Labor Management Standards today is requiring annual reports from each registered union, and with federal laws it ensures compliance. Union leaders offers some assurance on do not use funds or their authority improperly. Viewed as self serving, by which some claim that, at the expense of less senior, more productive workers in that union seniority protect unproductive workers. Conclusion Therefore I conclude that the, as with the impact on the productivity with the marking scheme trade union, the question is, does unionism reduces productivity? Well, the performance of the worker is monitor greatly and production standards are more stringent. Its labour is lower on turnover costs. Workers are more skilled and experienced. Channels of labour were new and better and management communication. Practices and rational personnel policies, and systematic. To improve efficiency, have cost pressures. Is it more productive in unionized workplaces? One of the major bones of contention among analyst of unionism is the impact of trade on productivity unionism. Wrote in 1970, that according to , economists have been debated the effects of combinations of workmen, for more than a century and a half, and or on the efficiency of business enterprises, collective bargaining.         Credit:ivythesis.typepad.com

Trade Unions Introduction Trade union is group of workers that organized. The main goal of it is to protect and have a...

Briefly outline the way in which pest factor influence HR policies in the spheres of Training and development

Influence of PEST Factor on HR Policies in the Spheres Of Training and Development               Employee training and development is any attempt to improve current or future employee performance by increasing, through learning, an employee’s ability to perform, usually by increasing his or her skills and knowledge (1992). Employee training and development is important in any organization to increased job satisfaction and morale of employees. It is also important to increase employee motivation and the efficiencies in processes which would result to financial gain. Moreover, it can increase innovation in strategies and products. This would also result to reduction of employee turnover. Furthermore, training and development enhance company image and risk management.             An organization’s human resource development system is a key mechanism for enabling the achievement of business goals through what has been argued to be one of the few remaining sources of competitive advantage which are the people (1988). Policies of the human resource are affected by the macroenvironmental factors which are also known as the PEST factors. This includes political, economic, social and technological factors. One part of the human resource system, that is training and development, has been promoted as a key strategic lever in the attainment of competitive advantage (1994).              (1994);  (1994); (1985) research suggests that training and development is linked to positive organizational outcomes. It is also closely linked to national contextual factors such as the political system that play an important role in determining the types and levels of skills available in the labor market as well as in shaping national values and approaches to training and development issues. National context can therefore be considered a key predictor of organizational HRD practice.             Human resource training and development policies differ from every other country. This is because the state determines the training policies an organization should disseminate to their organization.              (1994), (1995),  (1997) concluded that there is considerable evidence that the national context of a firm’s operations plays a significant role in shaping organizational practices. (1994) identified clusters of countries showing how organizations in the different parts of the world operationalize HRM differently as a result of environmental pressures. In Germany, highly regulated institutional arrangement restricted the freedom of large companies to go to their own way on HRM and IR issues (1998). Cultural studies of  (1990),  (1986), and (1986) reveals that the people of different countries share values, cognitions, and behaviors which differentiate them from other cultures.             In addition, national legal frameworks also impact on organizations. collective agreements which differ in scope and centralization across countries define a range of organizational practices ( 1990; 1993;1994); while 1990 identified legal differences in education certification, recruitment and dismissal procedures in Europe and the United States that make for significantly different HRM practices in those countries. There is also evidence that specific legislation has led to different training and development.              French government, for example, re-evaluated organizational-based training that has resulted to companies with more than 10 employees required by law to spend a specified percentage of the annual pay-roll on training. Today, this policy has extended to include companies employing less than 10 people. Legislation also requires companies to devise a training plan in consultation with works councils (1996). The works council in France acts as an additional pressure to ensure that training and development is carried out by all organization.              (1992) argued that current government policy has resulted in an increased awareness of training investment levels by human resource specialists in French companies compared to other countries.  (1994) also added that evidence has suggested that the legislation in France has had a positive effect on training expenditure which is, on average, higher than that for other countries in which reported in 1992 more than two percent of the annual salary and wages budget was spent on employee training and development by 80 percent of companies in France compared with 26 percent in the U.K. However, the impact on the efficacy of the employee development system is less clear.             In contrast, the U.K. government dismissed the idea of a training levy with the abolition of the Industrial Training Boards. Instead, intervention takes place through government policy aimed at influencing organizational training and development activity.             The three primary mechanisms for implementing government policy are: the promotion of ‘best practice’ via initiatives such as Investors in People (IIP) and National Training Awards (NTA). These initiatives aim to increase training levels which are criticized as being too low and detrimental to national competitiveness (1984;  1989, 1991; 1989;  1985).             Secondly is that local rather than national delivery of training via training and enterprise councils (TECs) and local enterprise councils (LECs) to effectively identify skill need and deliver against that need. They also focus on how employee development systems should be constructed to be effective and efficient (1995).             Finally, the adoption of a competence-based approach to vocational education in order to provide nationally recognized skills’ qualifications and meet the demands of employers. The current government policy is not without criticism ( 1995; Keep and Mayhew 1996). However, its emphasis is considerably different from that of the French government and as such is likely to have an impact on how employee development is managed in U.K. companies.             The economic system of a country also has significant impact on the human resource policies. For example, in China’s economy wherein there is an undergoing market transition from a centrally planned economy to a socialist market economy, that is, a market economy with Chinese characteristics. With this new market transition, management practices are affected especially human resource management practices and also human behavior needed much revision.             1989 states that production and reward systems are changing with a stronger emphasis on efficiency and performance. In addition, (1987,  1991) note that managers in China are already showing an increasing interest in using human resource techniques and motivational systems which emphasize productivity at the individual, group, and enterprise level.             Therefore,  (1989) concluded that the transition from a centrally planned economy to a socialist market economy has resulted in significant changes in the economic system, which is and will continue to have major implications for the practice of human resource management.             According to (1990), training and development is clearly a need in China given the low efficiency and low productivity in China’s enterprises, as well as the relatively poor educational background of Chinese employees, with mismatch of employee skill and job requirements.  (1990) note that in China, only about 10% of the population have tertiary level education, while in the USA it is 54.1% and in Norway, 86.9%. Only 30% to 40% of newly recruited workers of the urban or township enterprises had vocational or technical training ( 1992). It is estimated that by the year 2000, about 200 million members of the rural labor force will need new employment opportunities ( 1988). With this figures presented it is clearly shown the large gap the present educational and skill standards and the requirements of modern industry and technology. In addition, according to  (1990), the more striking situation is the lack of suitably trained technical and professional personnel.  (1990) notes that a major problem found by foreign joint venture companies in China is the shortage of well-educated people. This pattern was confirmed in a recent study by (1992) in which showed that the technical skills and qualities of employees in China were well below the demands of modern industry and technology, and stressed the necessity and significance of training and development in enterprises.             Training courses at the secondary or vocational technical level have been offered to employees along with on-the job training ( 1990). Moreover, management training has been given an unprecedented emphasis (1987: 1990). However, (1993) notes that in China, “training remains narrowly defined, in contrast to the Western HRM notion of planning for long-term staff development” (). With the market transition in China, a market economy has given enterprises more autonomy and decision-making power, some enterprises with “far-sighted” strategies have established scholarships or invested research and development funds in universities. This has not only helped the enterprises to develop their production but has also increased their ability to recruit the talented people they need (9 May 1993).                 Moreover, technology has also influence the human resource policies and practices. The recent shift toward integrated human resource information systems technology and self-service functionality for employees and managers alike is a direct response to the competitive challenges of today’s knowledge economy. For this reason, offering technology-based self-service is now the preferred method for enhancing the lines of communication between the company and its employees. In addition, there are clear tangible rewards from self-service that include lower cost of operations, increased productivity and, for those who are prepared to leverage this advantage, the opportunity to firmly position HR as an organizational leader and strategic business partner.             SHRM HR Technology Survey Report (2005) reported that technology is now a fact of life–it has become an invasive part of everyday living. Technology can provide conveniences and allow for efficiencies both at home and in the workplace, particularly in relation to communication between people, as well as in relation to the secure storage of employee data. Unfortunately, the benefits of technological conveniences can quickly be lost and/or may not be realized at all if planning is inadequate and/or if unskilled staff does not understand how to capitalize on its use. The top three obstacles that make it challenging to implement an HR technology system in organizations are budget/funding approval, resistance to change and an infrastructure that has not been properly prepared.             According to The Investment is Paying Off 2003 report, human resource departments have been quick to adopt Web-based applications as a communication and transaction tool. The Internet has contributed to a new model for HR service delivery one that is beginning to make good on its promise of increased productivity and a change for the better in the routine activities of HR professionals. Of the companies surveyed, 60% report a reduction in HR administrative work as a result of employee self-service. Manager self-service, while still not as prevalent, is also achieving positive results, with 47% of respondents reporting less administrative work for managers and for HR overall. Over and above the reduced workload, respondents report significant improvements in both data accuracy and timeliness of self-service transactions. In addition to the workload reductions from Web-based self-service, organizations have been able to eliminate other HR service delivery “channels,” such as voice response systems and paper-based transactions, thus adding hard-dollar savings to the workload reduction             Credit:ivythesis.typepad.com

Briefly outline the way in which pest factor influence HR policies in the spheres of Training and development

Influence of PEST Factor on HR Policies in the Spheres Of Training and Development Employee training and development...

Human resources (Free to select)

Implementing International Human Resources Management Practices in Multinational Companies (MNCs)   At the turn of the century, HR managers have to face new challenges. The economy and markets are different from those of a decade ago. As paradigms have changed, the characteristics affecting HRM are also revised due to the adverse effects of the emerging internationalization of all industries especially to the ones that operates worldwide. Such organizations must develop effective structures and functions in order to keep up to pace with relevance, latest trends and strategies. With globalization at hand, every business must work more effectively in order to keep up with the higher demands of consumers and to go with the flow of the dynamics of international business competition. The working principle behind HR that people are the best assets of a business organization remains true up to now. The achievement of corporate success can only be accomplished by people (1995). Due to the increased need of manpower over multinational corporations (MNCs), the demand to have a diverse collection of labor source is also taken into consideration. For example, Hong Kong is among the leading cities of that world that excel in economic and business enterprise. It projects an aura of opulence, efficiency, and high-tech competence (2002). Because of such potential and advantages, numerous international businesses choose to venture on this venue. Their managements need to focus on the process of recruiting and selecting the best and potential employees that will contribute to the eventual growth of the company and its performance. The role of International Human Resource Management (IHRM) in businesses operating in Hong Kong must be evaluated. The question on what are the most imperative considerations that are needed for the HR managers in effectively managing a culturally diverse workforce remains unanswered. This paper aims to discuss the aspects of IHRM practices in MNCs taking Hong Kong-based businesses as an example. The aforementioned question will be answered in the succeeding discussions. It will also pay particular attention to the aspect of culture, cultural diversity, and its management in connection to the whole HR function as the main feature of IHRM. It will also focus of employee recruitment and selection since it is the first step in HR function. Further, this report will provide recommended actions that could be implemented to further improve the standards of the process.  Personally, I chose this topic to put further emphasis and reinforcement on the emerging function of IHRM especially the businesses operating in Hong Kong. The growth of the international labor force in Hong Kong initiated me to evaluate the implementations of HR policies especially in connection to cultural diversity of the workforce. The new information that will be evident to my report are the facts gathered though extensive research and inquiry as well as the recommendations applicable to this topic.   International Human Resources Management (IHRM)   As  (1994) pointed out that HRM had transformed itself as more emphasis is stressed on commitment and control. Quality, competence and flexibility among the employees had efficiently replaced quantity of task accomplished and dumb obedience. Furthermore, the objectives of the management become concentrated on the adoption of modernization, quality and cost reduction. As HRM requires and demands more from their employees, work is then intensified resulting to less slacking of the management. For example, China has become increasingly significant in international business decisions and ‘has become a focus of interest for Western organization and management researchers’ (1994). This is because the changes that have occurred in China hold profound consequences for different groups including managers, management researchers and policy-makers at both government and company levels ( 2005). In particular, the growth of the East Asian economies like Hong Kong was a product of a turbulent and competitive world economy ( 1997). The last thirty to forty years saw a rapid internationalization of production. Aside from globalization, changes in the HRM have occurred due to cross-national dissimilarities. The diversities among nations are likely to develop practices that are different from other countries (1999). In reality, HRM practices are subject to distinctive sets of national rules as well as sensitive analysis of labor unions whose strength and thoughts towards management differ. Thus, this concept is contrary to the idea of HRM as a high managerial autonomy (1993; 1997). Multinational companies need to manage human resources at an international setting. This “process of procuring, allocating, and effectively utilizing human resources in a multinational corporation” (2002,) is referred to as International Human Resources Management, or IHRM. The establishment of a new facility in another country entails that HR managers achieve two strategic objectives. One is that the managers must integrate HRM policies and practices across a number of subsidiaries in different countries in order that common, or global, corporate objectives be achieved. This means that the manager has to reconcile and incorporate local HRM policies with the existing company policy. Also the management approach must be flexible enough to allow for differences in the HRM practices of various countries, and yet adequate to be effective in various business settings. This is done to allow the head office control of the whole operation.             IHRM basically involves the same duties as domestic HRM. However, while the domestic HRM handles local (from one country) employees, IHRM handles international employees. IHRM personnel are responsible for the relocation and orientation of foreign employees and help them adapt to the new culture. IHRM encompasses more functions, involves changing perspectives, requires more involvement in the employees’ personal lives, is influenced by more external forces, and generally involves greater risks than domestic HRM ( 2004). IHRM staff deals with international taxation, international relocation and orientation; provides administrative services for expatriates; are responsible for the selection, training, and appraisal of international and local employees; and manages the host government relations (2002).             International HRM personnel need to address a variety of national and international pay issues. HRM personnel in the headquarters must coordinate pay systems in different countries with different currencies. These currencies change in relative value to one another with time. They also need to consider the fringe benefits provided to host-country employees as these benefits vary. Headquarters-based managers also need to deal with employee groups that have different cultural backgrounds. The headquarters manager must coordinate policies and procedures to manage expatriates from the firm’s home country, or parent country nationals (PCNs); host country nationals (HCNs); and third country nationals (TCNs). The domestic HRM personnel must also develop HRM systems that are satisfactory in the host country and also attuned with the company systems. These policies and practices must effectively balance the needs of local employees, PCNs, and TCNs.             Domestic HRM personnel must also arrange housing, health care, transportation, education, and recreational activities for expatriate and local staff. The headquarters-based HRM personnel have to set Equal Employment Opportunity (EEO) policies that meet the legal requirements of both the home country and that of the host country. Domestic HRM personnel may have to deal with government ministers, other political figures, and a greater variety of social and economic interest groups.             HRM personnel need to be aware and careful about unfair hiring practices, as they may result in the company’s being charged with violation of EEO laws and subjected to financial penalties. Failure to establish constructive relationships with domestic unions may lead to strikes and other forms of labor actions. High-cost problems like expatriate failure or the premature return of an expatriate from an international assignment need to be addressed by HRM personnel so it can be prevented. Expatriate failure is a high-cost problem for international companies. Direct costs like salary, training costs, and travel and relocation expenses per failure to the parent firm may be as high as three times the domestic salary plus relocation expenses, depending on currency exchange rates and location of assignments. Indirect costs such as loss of market share and damage to international customer relationships may be considerable. Clearly, if managers do not perform well and must be recalled to the home country, their failure represents a huge financial loss for the firm.             Another consideration is the expropriation or seizure of the MNCs’ assets in a foreign country. If HRM policies antagonize host country unions or important political groups, the MNC may be asked to leave the country, have its assets seized, or find the local government taking majority control of its operation. This will be a great loss to the company and needs to be prevented. All these are in line with the contextual paradigm, which is widespread in the UK and other European countries. This paradigm explores the importance of such factors as culture, ownership structures, labor markets, the role of the state and trade union organization as aspects of the subject rather than external influences upon it (2000).         Diversity of International Employees   The concept of diversity has been described roughly as groups of two or more individuals which characteristically denote demographic dissimilarities among group members (1995). Concurrently, recent studies have been created to describe the abundant dimensions for categorizing these demographic dissimilarities. Nonetheless, it is recurrent that hypothesizing diverse results for individuals and work clusters, particularly those relating to the level and disposition of those diversity. To illustrate, the study of  (1996) created one set of calculations regarding the implications of ethnic diversity among the members of the group clusters. The study has also been able to post another assertion regarding the implications of functional background diversity, which is fundamentally centering on the manifestation of race as well as other work-related operating setting. On the other hand, the works of other scholars were created to discern the implications of diversity dependent on the cultural differences of the group members ( 1993;1996), corporal (1992), intrinsic and unassailable, (1994) or those relating to role and job-related miscellany (1994;  1996). Similarly,(1993) noted that cultural identities originate from affiliation in factions that are socially and culturally divergent. They are time and again connected with specific physical (skin colour), biological (genitalia), or stylistic (dress) attributes, despite the fact that these may be comparatively exclusive, depending to a certain extent on people’s alternatives about whether and how they yearn for to be acknowledged by others. Affiliates of a cultural identity group have a propensity to contribute to certain worldviews (1982), norms, values, goal precedence, and socio-cultural legacy (1993). The cultural indicators of such clusters can be publicized through communication techniques, rules, communal connotation, and even vernaculars or verbal communication, which others may or may not admit as ethnically connected (1996). The level to which one individually distinguishes with one’s cultural distinctiveness and the worth one consigns on them modifies transversely through cultural factions and across members within cultural groups (1993;  1993; 1995; 1997). Additionally, a human being may vary in the degree to which he or she associate with, principles, or articulate a specific cultural personality at any prearranged instance, dependent on the salience and denotation of that characteristics in the perspective within which he or she is in commission (1995;  1996). For this reason, cultural identity, as understood in this selection, is communally constructed, multifaceted, and self-motivated. The views on effective management of diversity in general and cultural diversity in particular, are scattered and it is hard to find a common line of agreement among the earlier. Culture is one of the most important issues when managing human resources in the international arena in understanding behavior, attitude of different individuals from many parts of the world. In international management, it is essential a company should consider cultural issues to determine effective HRM practice as they enter the Malaysian market. Since, it is very possible that the company will hire culturally diverse individuals, specifically Malaysian employees. According to  (2001), culture is inseparable form the nation of human society which makes defining it a complicated task.  As a result, there are many definitions for culture. (2002, 8) define culture as “an integrated system of learned behavior patterns, characteristic of the members of any given society”. In addition  (1991) identifies culture as “collective programming of the mind”. It is recognized the one of the most vital asset of an organization is its employees. And for the international organization to maximize its assets, IHRM should manage the employees’ working condition with intelligence and efficiency ( 1998). They must be allowed to be involved in making work-related decisions to further enhance the organizational structure (1996). Furthermore, the structure of tasks among the employees strengthens the organizational performance ( 1993). It is therefore necessary for the management of international company to value their employees for the organization to be effective and competent (1990). The development, building, motivation, enhancement and enrichment of the employees of any organization largely depend on the leadership, mandate and vision of the organization (1999). People make or break the organization. Therefore, it is necessary for organizations to be proactive with regard to their employees’ needs and requirements.  International management attacks institutional racism, reallocates power, and promotes justice in the work place while enhancing the work environment. Diversity is otherness or those human qualities that are different from our own and outside the groups, to which we belong, yet present in other individuals and groups.  Dimensions of diversity include, but are not limited to: age, ethnicity, ancestry, gender, physical abilities/qualities, race, sexual orientation, educational background, geographic location, income, marital status, military experience, religious beliefs, parental status, and work experience. It’s important to understand how these dimensions affect performance, motivation, success, and interactions with others. Institutional structures and practices that have presented barriers to some dimensions of diversity should be examined, challenged, and removed (2002). Working in a culturally diverse situation is challenging; managing a culturally diverse service presents even greater challenges. The rewards, however, are great in opening our minds and sharing experiences. Seeing ones own society, with its habits, customs, and beliefs that we may take for granted, through the eyes of an incomer heightens self-awareness and self-understanding. The two aspects of management: working with staffs that are culturally diverse and providing a service to a culturally diverse community must be given enough focus (1995). A healthy organization is one in which an obvious effort is made to get people with different backgrounds, skills, and abilities to work together toward the goal or purpose of the organization. While people have not accomplished this at a societal level, it is achievable at an organizational level (1996).  An effective, culturally diverse organization is one whose culture is inclusive of all of the varying groups and constituencies it intends to serve, that is, in the case of the services, the people of the state. The organization’s values, vision, mission, policies, procedures, and norms constitute a culture that is manifested in multiple perspectives and adaptability to varying values, beliefs, and communication styles. People from differing cultural groups in one community have differing perspectives, manifested in their values, attitudes, beliefs, and behaviors.   Employee Recruiting and Selecting Recruiting today is taken a lot more seriously and given a lot more thought than it used to be.  Gaining competent employees at all levels of the organization is more than a matter of training.  It stems from changes in recruitment and selection philosophy (1995). Recruiting the most competent employees for each and every organization is continuous challenge for the human resource management, specifically in the international arena.  Faced with the problem of conducting recruiting effort to fill critical position in any level of organization, the international HRM practice must create an Employee Recruiting Policy to identify the critical activities in the recruitment process and monitor its results. Recruiting new employees to fill existing vacancies is an important function within HRM. (1989) and his colleagues identified five interrelated stages in the recruitment process: planning, strategy development, searching, screening, and evaluation and control. These routine dimensions of the recruiting process are integrated into the daily routine of many HR departments and once a system is established, there appears to be little need for additional planning or analysis with regard to how the recruiting process should proceed. The IHRM must provide a comprehensive and understandable Employee Recruitment Policy so as not to make the applicant be confused in the job position offered.  As mentioned earlier there is a step by step procedure in the recruitment process in which the Employee Recruiting Policy should be based so that the international HRM will have the assurance that the employee that they have recruited deserves the position allotted. In addition, Employee Recruiting program is done in order to have an appropriate and accurate recruiting and in order to have the most suitable and competent employees that will contribute to the success of the organization or institution (2001).             The planned HRM Employee Recruiting program should be able to clearly state the mission and objective of the recruitment process to be done. Specifically, the purpose of such policy is to offer a criterion and standard measure for recruiting new applicants or employees. The recruitment imposed by the international HRM o should also include a procedure so that the recruitment process should be accurate and correct.  In this manner, the international HRM should always be aware if a new position is required or if a transferred/reassigned or terminated workers or employees would need a replacement.  Further, IHRM shall complete the Employee Requisition form describing the job to be handled and obtains approvals from the department head.  After which, the HRM is responsible in determining the most appropriate recruiting approach to be used. To let the applicants and employees be aware of the recruitment process, the IHRM should provide a means of advertising the activity to all the recruiters and agency. Further, the Human Resources Management must posts all requisition of regular employment are open (1993). In addition, the International HRM Employee Policy shall also include all offers when the chosen applicants have been appropriately evaluated or investigated.  The policy includes the right of the HRM investigate the background of an employee so that the organization will know and verify whether the employee has met all the requirements for a certain position.  While the initial stage of recruiting is critical, the attraction of a worker to a firm may be significantly altered by his/her impression of the interviewer and the company (2000).  A major concern of employees entering the labor pool is potential age discrimination and racial discrimination. The IHRM practice should take every possible means to ensure that a supportive working place is provided for employees, and that a positive impression of the company is conveyed, even in the initial interview. In designing an interview to attract workers, companies can benefit by reviewing and revising the specific content of interviews.   Conclusion   The concept of IHRM is regarded as an umbrella term that comprises (a) specific HR practices such as recruitment, selection; (b) formal human resource policies, which direct and partially constrain the development of specific practices; and (c) overarching human resource philosophies, which specify the values that inform an organization’s regulations and practices. Basically, these encompass a system that attracts, develops, motivates, and retains employees who ensure the effective functioning and survival of the organization and its members. It is true that managing people in organization, specifically in international environment is a very difficult task to handle because the employees that you will handle are subject with different culture, attitudes, values and norms.  In managing people, the IHRM should be able to have the ability to think more systematically and strategically in handling one of the most valuable factors within the organization, (i.e. its human resources). The IHRM should be able to develop a successful organizational culture and a stable organization by means of effective management of the people. In addition, communication is a very important factor to use in order to have a harmonious and smooth relationship between the management team and the employees in the international level. All in all it is very crucial that an international organization should make a way in adjusting their management styles and approaches to adhere with the differences and similarities of the employees, specifically those in the international environment so that IHRM may catalyst the motivation among diverse individual.  It is also important to note that IHRMt should have the ability to employ the principles and concepts of emotional intelligence and give emphasis to the importance of self-awareness in dealing with different kinds of people, winning their trust and to ensure that the people’s values and the organizations objective will intersect to a common goal and that is to incorporate good employment relationship.       Credit:ivythesis.typepad.com

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Implementing International Human Resources Management Practices in Multinational Companies (MNCs) At the turn of the century, HR manag...

THE CHANGING ROLE OF HR PROFESSIONALS

THE CHANGING ROLE OF HR PROFESSIONALS INTRODUCTION          What is the role of HR in the company? This basic question must be addressed first by the businesses to assure their success in the competitive climate of the business world. It is common to all organizations to have HR (Human Resource) Department. HR includes the talent management and organization design. According to HR professors, HR is a one-stop shop for all employee issues. HR looks for resolutions of the problem regarding employees. HR units are formed to operate as the employment heart. HR is involved in making plans for the organizations for the future. HR performs significant administrative function like selection, evaluation, and payroll processes. As time pass by all the activities of HR professionals has become more significant and more complex. The degree of their workload has gone through tracking innumerable data points on each employee, from personal histories, data, skills, capabilities, experiences to payroll records.          Over the past years, the changes to human resource management have gone rapidly. Most HR functions transformed faster.  A study conducted by(1995) notes that the traditional HR function represents an “industrial enterprise model”. Playing a reactive and often subordinate role, HR (still referred to by many as “personnel”) limited itself to three sets of responsibilities: a) administering personnel compliance functions; b) processing personnel transactions; and c) sponsoring community and employee welfare projects. According to (1998) HR has become a “strategic partner” of many organizations in transforming the function from a low-level expense center to a more visible and responsive investment center.   (1997), &  (1995) and (1994) explain that one key dimension of this transformation is globalization, incorporating the perspectives, customs, and laws of other countries into effective HR policies.                    Nowadays HR is playing a strategic role in the organizations. HR has risen from its mere operational importance and has become partner of the business to meet strategic goals. HR is now playing a role in giving a strategic drive for the development of the organization. With the help of HR activities business plans for every unit in the company has become synchronized. In addition, HR competency development has become the means to achieve organizations strategic plans. The transformation does not only happen on management functions but also to the functions of the personnel. Today HR business-oriented personnel who specialize in strategic HR are being criticized because they have lost touch with the traditional operational side of HR.   HR PROFESSIONALS          HR professionals are mainly concern with developing spontaneous theories and models for improving HR practices. They are creating models that will fit with the required organizational requirements. In some research, it has been proven that HR professionals make every effort to create balance with the contradicting forces within the organization. HR personnel are doing this effort without thinking many business changes. Before the traditional role of Human Resource professional as being the administrative arm of the organization was to systematize and make policies. The role of the HR professional in serving executive objectives has been well executed. However, it has become a major roadblock for some organization. Despite that views this role is occasionally maintain. The Traditional Role          The traditional role of HR professionals was confined on the context of operational responsibilities. Their activities involve only the following: <ul type="disc" style="margin-bottom: 0in"> <li class="MsoNormal" style="color: black; text-align: justify; text-justify: inter-ideograph; line-height: 200%"> Staffing/resourcing/hiring </li> </ul>        This category involves the responsibility of getting the right people for the appropriate role or position in the company. <ul type="disc" style="margin-bottom: 0in"> <li class="MsoNormal" style="color: black; text-align: justify; text-justify: inter-ideograph; line-height: 200%"> Evaluating/rewarding</li> </ul>       The task of HR professional is to set a system of that will evaluate the performance and will ensure adequate returns and rewards.   <ul type="disc" style="margin-bottom: 0in"> <li class="MsoNormal" style="color: black; text-align: justify; text-justify: inter-ideograph; line-height: 200%"> Motivating/mentoring/ counseling</li> </ul>          The task of HR professional is to make sure that the employees are happy with their roles in the working environment, reducing disagreements or conflicts among the employees.   <ul type="disc" style="margin-bottom: 0in"> <li class="MsoNormal" style="color: black; text-align: justify; text-justify: inter-ideograph; line-height: 200%"> Developing/maintaining culture</li> </ul>     It is also their responsibility to develop the unique character, values, ethics and principles organization.   <ul type="disc" style="margin-bottom: 0in"> <li class="MsoNormal" style="color: black; text-align: justify; text-justify: inter-ideograph; line-height: 200%"> Managing/controlling</li> </ul>     With their administrative capacity, they must ensure that policies, processes and standards of the company are appropriately implemented. The New Role          The role of the HR manager is transforming and answering the changes that occur in his organization. In order for the organizations to succeed in business environment they are now becoming adaptable, elastic, quickly respond to changes and has become customer-centered.  (2001) explains that the HR professional must balance the roles of being a change agent, an administrative expert, a strategic partner, and an employee champion. Change agent          As a change agent, HR must play an active role in molding the workforce attitude and focus in support with the business objectives. The HR function should function to plan and execute large-scale change programs and leadership development initiatives that will improve the performance of the workforce. In today’s times two or more organizations merges, and become strategic partnerships to form a bigger entity. In such situation, the responsibility of HR functions to ensure that the whole organization is greater than the sum of its parts. The HR function has to handle the transition, change, and evolution of the bigger organization, as fast and as smooth as possible. Administrative expert          The HR function has to perform its basic functions, and this need is to continue its evolution with the new developments that happened within the business environment. An effective HR needs to be familiar with a variety of newly develop tools and techniques, and with the new innovated organizational approaches to advance the way in which traditional roles are performed. Along with this, traditional roles also need to be enhanced, so that more value can be derived from the information of its administrative functions. Strategic partner           HR must actively participate in strategic decision-making. From the HR role, it can help advice, coach and educate the senior executives on how to handle the issues within the workforce that can affect the overall performance of the company, and offer solutions that will support the implementation of business plans. HR becomes a more essential element in the entire functioning of the business, because it holds the basic knowledge on challenges of the organization. Therefore, HR actually contributes to the formulation of the business plans.   Employee champion          Furthermore, HR should maintain a well bonded relationship with the employees and develop their trust and confidence in the objectives of the organization. HR plays a critical ‘career planning’ function and provides the growth and development for the employee. Nowadays the role of HR is enhancing employee training, for upgrading the technology, and for professional development. The HR function does not only work towards the goal of the organization, but also focuses on every dreams and aspirations of the individual employee. HR maintains a balance between these individual and organizational goals.          According to (2003) in his article entitled The Role of Human Resources in Whole Systems Change:  HR as Scout, Chess Master, Cartographer, and Architect, he cited that over the past few years there is an increasing need for HR professionals to be more strategically partners of executives.  He stated that for most Human Resource professionals the current environment is characterized in the following: 1)      HR organizations have tighter budgets and fewer people 2)      Technology is playing a bigger role in day-to-day HR related activities 3)      ERP systems are providing more self-service functionality for employees and managers alike, reducing the transaction-based work for HR staff 4)      Many HR functions are being outsourced entirely          He further added that HR professionals nowadays are forced to come out of the “comfort zone” and deviating from their roles in administrative, legal, and employee relations tasks.  Instead, they are demonstrating skills and knowledge in: strategic human resource planning, talent management, merger/acquisition integration and rationalization, global team development, strategic diversity and to general business operations. In present situation HR professionals are performing four key roles ( 2003). These four key roles are the following:   The Role as Scout          In the role of Scout, the HR professional is scouting the landscape and internal business environment to identify opportunities, threats, challenges, weaknesses, and strengths.  In doing this he or she endeavors themselves in the following: <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph; line-height: 200%"> Scanning  the business horizon</li> </ul>      The HR professionals do this to identify the potential threats to the business and develop programs to address and overcome those threats. <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph; line-height: 200%"> Evaluating the strengths and weaknesses of the organization</li> </ul>       HR professionals evaluate the information related to people, process, structure, and technology. <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph; line-height: 200%"> Identifying future talent needs </li> </ul>       This must be done to support the business strategy and takes action to recruit, acquire, or develop those talent capabilities <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph; line-height: 200%"> Identifying opportunities to improve or restructure business operations </li> <li class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph; line-height: 200%"> Identifying experts and key stakeholders who can help in leading or supporting change plans.  </li> </ul>   The Role as Chess Master          In the role of Chess Master, the HR professional is engaging in a constant evaluation of all the “players” (employees) on the “chess board” (organization), determining how best to influence or them to make change happen.  In this role, he/she engages in the following endeavors: <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph; line-height: 200%"> Identifying and coaching the key players, or “change champions” </li> </ul>      This collaboration of HR professionals with the employee can largely influenced change efforts, whether or not those key players are properly positioned in the organizational structure.   <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph; line-height: 200%"> Understanding and influencing the opinions, ideas, concerns, and goals of executives, managers, and employees within his/her client organization </li> <li class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph; line-height: 200%"> Defining, developing, and communicating significant messages to  support and lead the players in change initiatives </li> <li class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph; line-height: 200%"> Evaluating the positions of major stakeholders in the organization and developing strategies for managing different concerns of the stakeholder. </li> <li class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph; line-height: 200%"> Participating in both strategic and tactical human resource deployment in order to influence the outcome of change efforts. </li> </ul>     The Role as Cartographer          The HR professional is positioned to advise and educate executives and managers on best approach to manage and handle change efforts.  They are providing a “roadmap” for change that contains all the critical elements of successful change efforts.  This roadmap is containing the necessary tools and techniques to navigate successfully through re-engineering efforts, mergers, acquisitions, divestitures, etc.  In this role, the HR professional engages in the following: <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph; line-height: 200%"> Assessing the possible challenges, barriers, and risks to the change initiative, and defining strategies to address these challenges. </li> <li class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph; line-height: 200%"> Recommending and helps establishing the suitable organizational structure to effectively administer changes.</li> <li class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph; line-height: 200%"> Developing communication discussions and channel to facilitate two-way communication with employees about change efforts.</li> <li class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph; line-height: 200%"> Educating the leaders on the appropriate change tools and techniques. </li> <li class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph; line-height: 200%">  Establishing resolution for the issues to ensure that any barriers to change are managed quickly and effectively. </li> </ul>   The Role as Architect          In developing change efforts, the HR professionals are required to redesign the systems and processes of managing human performance. Performing role of Architect, the HR professional engages in the following endeavors: <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph; line-height: 200%"> Designing and re-designing the performance of the management as a team and the performance of the individual in the organization. </li> <li class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph; line-height: 200%"> Designing and re-designing jobs or job specification systems to strengthen the greater responsibility of the employees and authority in their day-to-day operations.  </li> <li class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph; line-height: 200%"> Designing and re-designing the organizational structure to improve the efficiency and effectiveness of the operation. </li> <li class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph; line-height: 200%"> Designing and re-designing the systems for compensation and incentive to reward the pleasing behaviors and improvements in business performance.  </li> <li class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph; line-height: 200%"> Implementing informal recognition systems to acknowledge employee performance. </li> <li class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph; line-height: 200%"> Providing training and development programs for executives and managers on how to create a working climate that will result to a high performance of the employee. </li> </ul> CONCLUSIONS          As time pass by all the activities of HR professionals has become more significant and more complex. The degree of their workload has gone through tracking innumerable data points on each employee, from personal histories, data, skills, capabilities, experiences to payroll records. Over the past years, the changes to human resource management have gone rapidly. The traditional role of Human Resource professional as being the administrative arm of the organization was to systematize and make policies. The role of the HR professional in serving executive objectives has been well executed. However, it has become a major roadblock for some organization. The role of the HR manager is transforming and answering the changes that occur in his organization. In order for the organizations to succeed in business environment they are now becoming adaptable, elastic, quickly respond to changes and has become customer-centered.  (2001) explains that the HR professional must balance the roles of being a change agent, an administrative expert, a strategic partner, and an employee champion. (2003) stated HR professionals are performing four key roles. These four key roles are the role of scout, the role of chess master, the role of cartographer, and the role of architect.           (2004) reiterated that the challenge of managing workforce productivity is now a new challenge for strategic HR. For some the unwillingness to accept accountability for managing productivity is an issue that must be addressed. For others it is the lack of a clearly defined customer hinders their change efforts. To become strategic HR efforts requires the coordination and unification under one set of goals and objectives.                 Credit:ivythesis.typepad.com

THE CHANGING ROLE OF HR PROFESSIONALS

THE CHANGING ROLE OF HR PROFESSIONALS INTRODUCTION What is the role of HR in the company? This basic question must be addres...