The development of the human resource - Research Paper Example

? Marwan Khalifa Qasqoos COHORT: COMPANY: Burj Al Arab Hotel WORD COUNT 899 Part A. (A.C 1,3 600 words) – WILL NOT BE MARKED WITHOUT PARTS B + C Using the template below write a short note of about 600 words on the concept and importance of CPD and the knowledge, skills and behaviour required to be effective in an HR role. You should refer to the CIPD’s HR Profession Map, covering at least 3 professional areas, two of which must be strategies, insights and solutions and leading and managing the human resources function, and you must refer to all eight behaviours. You should also review the standards listed at levels 1 and 2, and carry out a simple comparison between what is required to be effective in an Hr role and your own level of competence and ability in those areas. Please refer to: http://www.cipd.co.uk/hr-profession-map/explore-the-map.htm to assist you with this assignment. The Chartered Institute of Personnel and Development (CIPD) is a professional institution working for the development of the human resource. It is originally from Europe but it is well known all across the world. The 135,000 members of the CIPD stand testimony of its success. They basically work to enhance the talent of those working and responsible for the human resource in the organizations. A good HR manager basically has all the qualities that need to ace him in the complex professional organizations of today. He is a good role model and works with integrity and consistently all through his professional life. He also has the ability to make quick and right decisions under pressure and makes stress work in his favor. A good HR manager additionally has the potential to influence people and make them clearly see his point of view and gain consensus and support from a diverse workforce. His additional understanding of the business processes, activities and plans helps him ace his business towards success. He has the potential to engage, involve and commit the employee to the organization. The strategy that I opted to grow in my HR career was networking. My networking was not entirely internally focused; it was also concentrated on connecting with the people outside the organization. It allowed me to grow and get fresh ideas. Another behavior that I adopted was initially work as a generalist role and got exposure to all areas of HR. A behavior or skill that I think specifically worked to help me grow in my career was my ability to judge and evaluate the situation at once. I as a human resource professional see myself along the definition of band two. I have gained enough experience to be able to advice and manage human resource issues occurring all across the organization. I have it in me to stand objectively and view things like an outsider would and come up with solutions that work for everyone. I have evolved and gained knowledge, skills and competencies that make me successful at what I do. At band 2 I am more flexible and empowered to action and influence others to work effectively and efficiently. My aspiration to be the centre of the HR department and work as a HR mentor specified at band four makes motivates me to be more responsible, accountable and innovative. Performance and reward, though being a part of band 1, I understand it is a key driver of HR & Business strategy and developing an organization culture. Performance and reward refers to linking performance with reward – tying rewards with performance. Team/Group incentives, Sales commission, Recognition award are the examples of the aforesaid definition. Performance encompasses quantity, quality & timeliness of output, presence at work, cooperativeness, etc. etc. Rewards refer to all kind of financial and non-financial return by the employer. There are two types of rewards: Intrinsic rewards come from inside the person. Motivation, recognition, appreciation or acknowledging one’s efforts are the examples of intrinsic rewards. Extrinsic rewards refer to tangible rewards, such as annual pay raise, bonuses or days-off, etc. Employee Engagement: Organizations now realize that a “satisfied” employee does not guarantee maximum productivity. Another category of employee (above satisfied) is an “engaged” employee – the most productive & loyal employee. An engaged employee is always willing to move a way forward in order to delight the customers. He/She is intellectually and emotionally bound with the organization, tries to yield 100% and is always passionate about his/her goals whilst committed to live by its values. Organization design: In this context, I give below the dimensions of five configurations: - Simple structure: It is usually found in small organizations where the manager and owner is one and the same person. It has a low degree of departmentalization and formalization while span of control & authority is delegated to a single person. - Machine bureaucracy: It refers to highly routine operating tasks having very formalized rules & regulations. Tasks are formed and grouped into functional departments while Span of Control and Decision-making follow Chain of Command. - Professional bureaucracy: The professional bureaucracy refers to the standardization of skills, training and indoctrination. They hire experts, trained and indoctrinated specialists ("Professionals") for the operating core. - Divisionalized form: In this structure tasks & teams are organized in set of Divisions. Each division has its own challenges, suppliers and potential buyers. - Adhocracy: In adhocracy, we have a highly organic structure with little formalization. Unlike the professional bureaucracy, the adhocracy cannot rely on the standardized skills of these structures because that would cause standardization instead of Innovation. Contino, D. (2004) stated, “Leading others by example and role modeling can be very effective. One aspect of mentoring professional development is to enable others to act and to give others credit whenever appropriate. Mentoring employees to be self-directed and create their own opportunities is a win-win goal for the individual and the organization.” Strategy Insights and Solutions: Organizations are required to grasp a detailed understanding of the external environmental factors in which it operates and use the information to plan and develop HR strategies and solutions based on the insights. For example, Nokia - the world's leading mobile phone supplier, uses an HR strategy which clearly distinguishes between their People strategy and business strategy, which in turn is used as a business guide for all its other HR functions. Such a distinction helps the company in clearly aligning their objectives and achieving their goals successfully. For instance, the people strategy at NOkia, include visions and goals such as shared values, leadership principles, people development, employer brand etc., while the HR strategy on the other hand focuses on achievement of other key goals such as the achievement of short term organizational goals (Eigenhuis, Van Dijk, 2008). Leading and Managing the HR function: Organizations are required to lead and manage an effectively developed HR function by gaining a thorough understanding of the organizational requirements. The managers are required to ensure that the right capability, capacity and organization design as well as the right HR employee are used to their optimum potential so as to create more value. The HR function, as viewed in todays highly competitive global environment, is not to be viewed as a function which is reactive towards an organization's competitive strategy but rather something which is proactive to it, since it envisions the long-term growth and future of the business environment and identify the appropriate resources required to operate effectively in such an environment. According to Davis & Meyer (2000) in Schuler et al (2007) the firms view employees as human capital organized by the market and hence they are likely to be hired by organizations in accordance with their value set by these markets. The function of the HR in this case would be to hire and train the employees to accrue maximum benefits of their potential and convert it for their own organizational benefit. Employee Relations: Organizations are highly interested in establishing a firm and positive relationship with the employees / staff and in ensuring that the employees work effectively in a highly transparent work setting. Employee relations takes into account various factors and issues such as trade unions, resolving employee conflicts at work, resolving their grievances and taking disciplinary action; as well as taking care of their health and safety. For instance, at Toyota, the organization designed an HR team to deal with various HR issues. This team was entrusted with key roles / functions such as to act as strategic partners and engage in organizational audits; to act as administrative experts by developing and managing guidelines and effectively executing policies for effective management of human resources; act as Employee champions - to speak on behalf of the employees and advocate their causes such as their needs and concerns, make themselves available and approachable at all times etc; and to act as change agents - by influencing and driving change within the organizations by making appropriate and timely changes in their strategies in response to the external environment (Liker, Hoseus, 2008). Key components of effective service delivery Organizations invest millions of dollars in managing workforce by means of ensuring HR effectiveness. HR Delivery Effectiveness may be measured by considering the following elements: HR cost-effectiveness – i.e. to what extent the HR is cost-effective. Degree of satisfaction by HR customers with the services being delivered Possible opportunities to ensure more efficient delivery of essential HR services. Areas that need improvement. References: Eigenhuis, A., Van Dijk, R., (2008). HR strategy for the high performing business: Insipiring success through resource management, Kogan Page Publishers, Pp. 21 Liker, J. K., Hoseus, M., (2008). Toyota culture: the heart and soul of the Toyota way, McGraw Hill Professional, Pp. 374-378 Schuler, R. S., Jackson, S. E., (2007). Strategic human resource management, Wiley-Blackwell Publication, Pp. 61-63 Read More