Evaluation Presentation On Human Resource Management - Essay Example

Evaluation for Presentation to Management Table of Contents Introduction 3 Value of Specialist HR Manager 4 Role & Relationship 6 Specific Objectives& Recommendations to Guide a New HR Manager 8 HRIS Solutions 10 Recruitment Process 10 Strategies for MechCon Employees 13 Conclusion 14 References 15 Introduction In the present business environment, human resource management (HRM) is a business function that focuses upon responsibilities and staffing requirements of any business. This is because the companies in the present era acknowledge the employees as their largest business assets (Walden University, 2010). HR strategies play a significant part in global organisations as the business strategies of the organisation tend to change constantly (London Business School, 2011). A Human Resource Manager takes the accountability for managing and administrating the personnel department in a company. This increases the efficiency and affectivity of the employees and adds more value to the organisation in performing various tasks within the set HRM structure of the organisation (Jobprofiles, 2011). Value of Specialist HR Manager The recent globalisation has changed the management of human resource in the organisations. There has been focus upon developing better organisational structure and hiring knowledgeable and experienced work force. The globalisation has removed the barriers in searching of talents within the corporate sector of a particular country (Jackson & Alvarez, 1992). The HR manager assists in developing the system of E-Recruitment through which there is every possibility of hiring knowledgeable and experienced personnel for MechCon. This also allows outsourcing certain activities and employees (Prude University, 2005). The globalisation has changed the needs of the organisation as well as the structure. The HR manager facilitates in developing the perfect organisational design and structure that best suit the Australian human resource policy and helps in increasing the efficiency of MechCon (Pucik, 1996). The public sector of Commonwealth of Australia administrates the policy of HRM. The company’s human resource policies should be in line with the Australian policy of HR practices (Massachusetts Institute of Technology, 2004). HR is known to assist in developing strategies that are aligned with the business. This is highly complex and a specialist HR manager with experience can develop such strategies along with business strategies to grow in the competing business environment. The complexity lies in the achievement of organisational excellence and growth (HRPS, 2011). It also lies in planning, development and acquisition of human resource in reaction to the demand for MechCon and dealing with strategy with industrial conflict. The HR manager in recent competitive advantage with application of knowledge successfully manages personnel, relationships, organisational capabilities and learning (Schuler & MacMillan, n.d.). This will help MechCon to gain competitive advantage not only in terms of employee management but also in other aspects of the organisation. It can be observed that “Workplaces are changing rapidly in today’s environment. Job descriptions are revised as quickly as new workplace trends occur. In order to fully navigate those transitions, training and development professionals must learn how to effectively manage not only the change, but continue to value the employees who must make those transitions” (Napierala & Et. Al., 2005). The HR Manager will be able to add value to MechCon through the policy formulation and practice that will be accepted by all the employees. The clear definition of the job responsibility and role to play will motivate the employees and increase the efforts towards the achievement of MechCon’s objectives. With the knowledge of the international human resource strategies, the HR Manager has the potential to develop strategic human resource planning with the assistance of local labour force. This will allow the business to adopt strategic human resource planning that will benefit MechCon operations and gain advantage in global market (John Wiley & Sons, Inc, 1984). Role & Relationship There have been vast changes in the role of HR manager. Previously the HR management was observed as the means of policy formation and that of standardising such policies for the executive group. Their role was closely aligned with the administration and personnel functions. However, there has been transformation in the role of HR (Ban, n.d.). The HR manager should coordinate with the MechCon’s executive group in analysing the cost effectiveness of different practices of HR policy and its implication. The hierarchical structure of MechCon needs to be formally constructed with the assistance of executive group in dividing the job responsibilities and the sequential supervision of the workforce. The HR manager needs to clearly identify the corporate strategies of MechCon with assistance from executive group. This will allow the HR Manager to align the strategies of HR with the corporate strategies (Cornell University, 2005). The alignment will enhance the performance level of the company in being the leader to offer building services solutions to the nation with professional, knowledgeable and experienced employees (Cornell University, 2005). The HR Manager needs to develop strong relationship with the line managers such as Manager of the Construction Division of MechCon. Since, the Divisional Manager has not been able to develop strategies for changes; there will be problem in alignment of corporate strategies and HRM strategies with the division and branches. For the purpose of alignment, the HR manager should properly develop the learning and development session for the managers of the divisions and branch offices in developing their skills and knowledge. This will assist the managers in incorporating the changing strategies and implementing them in the division and branch offices (Cornell University, 2005). Ultimately, through the effective acceptance and implementation of the changing strategies, MechCon will function as a motivated team in achieving common goal. In order to implement corporate strategy in the division offices and branch offices, it is necessary for the HR manager to build direct relationship with the divisional managers and each branch managers of MechCon. This will assist the HR manager to effectively coordinate and control the HR policies and their implementations with the divisions and the branches. To achieve this effectiveness, information and knowledge sharing needs to flow from the top to bottom in the division and branch offices (Cornell University, 2005). This will help in developing the corporate culture of the entire MechCon. This will generate the corporate image towards the society about what the company wants to show from every divisional and branch offices (Sinha & Date, 2011). The challenge in developing a corporate culture with the ‘five foundations of success’ developed by the CEO of MechCon with the fluctuating workforce is quite difficult. The workforce varies according to the contract that the company gains. Implementing the strategy with this workforce is extremely challenging in generating efficient and effective results (Lovell, 2009). With the code of conduct of MechCon and the foundation of success, it becomes complicated at the middle and lower level of the workforce. The management does not get changed but the middle level managers such as site managers and project managers of MechCon vary with the change in contracts of constructions. Along with this, the workforces at low levels also change at sites of construction with supervisors (Lovell, 2009). Considering the existing scenario of this industry, the HR manager needs to adopt such strategies that will facilitate the effective application of code of practice with ‘five foundation of success’ and develop the corporate culture. This is possible if the HR manager builds a strong relationship with the divisions and branch heads in developing the learning and knowledge sharing culture (Lovell, 2009). This culture of learning and knowledge sharing will assist the managers in delivering the cultural aspects to the new employees and also maintain the similar culture within the entire MechCon. Specific Objectives & Recommendations to Guide a New HR Manager The HR manager needs to develop an effective workforce plan in order to identify the exact workload staffing levels, which will help in allocating justifiable budgets that can assist MechCon in meeting the objectives (Jessop, 2008). The workforce planning should be a systematic process continuous in nature with integration of various strategies. The human capital should be identified according to the requirements in sites, divisional offices and branches of MechCon. Determining the number and skills of the required workers and the place where they will be employed, it will help the HR manager to efficiently manage the workforce (State of Texas, n.d.). This workforce planning will increase the diversity of workers; it will assist in shift towards skilled and knowledgeable workers and increase the competition of talent and manage the workers with changing the expectations and values. Maintaining and gaining management and staff commitment towards the workforce planning process are important for the development of an effective workforce plan. To gather support for workforce planning, the technique should be applied in the process. The HR manager should gain the support of the senior leaders from the corporate, divisional and branch offices. HR manager should be able to communicate the benefits and consequences of the workforce planning to the managers at various levels and workers as well (Jessop, 2008). The HR manager should establish a workforce planning team that will encompass knowledgeable and dedicated employees from the divisional and branch offices in order to implement the plan effectively. To simplify the process, the HR manager needs to automate the process so that the data can be stored and retrieved without difficulties. The HR manager should develop and execute plans in order to ensure the accountability that is associated with participants of the division and branch offices of MechCon. The HR manager should include the continuous feedback for the purpose of improvement and development. This process of workforce planning should be long term in order to assist in developing the learning and knowledge sharing culture (Jessop, 2008). In order to generate effectiveness and efficiency, the process should follow the illustration below Source: (DHRM, 2003). HRIS Solutions The Human Resource Information System consists of recruiting and talent management, payroll, time and labour management through an integrated approach with the business strategy. The HR manager should develop HRIS leadership implementing different strategies and improving the existing system of recruitment process of MechCon. It should also develop HRIS software solutions according to the requirement of the company. The HRIS will enable the management to take decisions rapidly with more effective implementation. This strategy should function for a long period of time and update the system on a continuous basis to ensure efficient and effective operations (Ngai, n.d.). Recruitment Process The recruitment process for MechCon can be easily illustrated through the provided flow chart diagram. Source: (CAMO, 2010). This will assist the HR manager of MechCon to develop an effective recruitment policy that is suitable for the industry. Apart from this the recruitment of the workforce at sites should be directly employed without the process as they are highly volatile and keep changing according to the contract and sites (CAMO, 2010). Source: (CAMO, 2010). This is effective for the middle and top level of management in hiring knowledgeable and skilful employees in MechCon Strategies for MechCon Employees The HR manager should develop the strategies to motivate the employees and maintain the culture with five foundations that have been laid by the CEO of MechCon. The HR manager should develop enhanced performance appraisal system of the employees and evaluate them on the basis that best suits this industry. Since the workforce movement is volatile the low level management cannot be evaluated and most are on contract basis (CAMO, 2010). Thus, this is possible for the top management and divisional heads as well as branch management. This will reduce the cost and increase the efficiency of the management in achieving the objectives of MechCon. Conclusion The effective HRM is essential for the retention of employees and upholding high level of performance within MechCon. A responsive HRM system will ensure the work responsibility, generate timely feedback, regard as valued and respected, develop the opportunity to learn and grow in MechCon. The apt human resource management with alignment of strategies with the business will ensure efficiency and affectivity in operations (Palthe & Kossek, 2002). This will help MechCon to grow and develop with proper culture, knowledge and learning process. References Ban, C., No Date. The Changing Role of Human Resource Office. University of Pittsburgh. [Online] Available at: http://www.pitt.edu/~cban/Research/the%20Changing%20%20Role%20of%20the%20Human%20ResourcesOffice.pdf [Accessed February 17, 2011]. CAMO, 2010. Recruitment Process. Human Resource Management. [Online] Available at: http://www.camotechnologies.com/about_us/quality_process.html [Accessed February 17, 2011]. Cornell University, 2005. HR Strategy and Corporate Strategy. HR Spectrum. [Online] Available at: http://www.ilr.cornell.edu/cahrs/research/pubs/hrspectrum/upload/HRSpec05-12.pdf [Accessed February 17, 2011]. DHRM, 2003. Common Wealth of Virginia Workforce Planning. Human Resource Management. [Online] Available at: http://web1.dhrm.virginia.gov/itech/files/wfplanguidepdf.pdf [Accessed February 17, 2011]. HRPS, 2011. HR Strategy. People & Strategy Journal. [Online] Available at: http://www.hrps.org/?page=peoplestrategy [Accessed February 17, 2011]. Human Resource Management, Fall 1984, Vol. 23, Number 3, Pp. 241-255, John Wiley & Sons, Inc. Jobprofiles, 2011. Human Resources Manager. Manager. [Online] Available at: http://www.jobprofiles.org/bushrmanager.htm [Accessed February 17, 2011]. Jackson, S. E. & Alvarez, E. B., 1992. Working Through Diversity as a Strategic Imperative. Radford University. [Online] Available at: http://www.radford.edu/~kvharring/docs/HRMDocs/2diversityimp.pdf [Accessed February 17, 2011]. Jessop, B., 2008. Applying Optimization Techniques to Long-Term Workforce Planning. North Western University. [Online] Available at: http://www.iems.northwestern.edu/docs/undergraduate/honors/Jessop.pdf [Accessed February 17, 2011]. London Business School, 2011. HR Strategy in Transforming Organisations. Programmes. [Online] Available at: http://www.london.edu/programmes/executiveeducation/hrstrategyintransformingorganisations.html [Accessed February 17, 2011]. Lovell, K., 2009. Strategic Human Resource Management: What Does It Mean In Practice. Southern Cross University. [Online] Available at: http://epubs.scu.edu.au/cgi/viewcontent.cgi?article=1131&context=theses [Accessed February 17, 2011]. Massachusetts Institute of Technology, 2004. Human Resource Management Profession. Asia Pacific Journal of Human Resources. [Online] Available at: http://web.mit.edu/workplacecenter/docs/wpc0014.pdf [Accessed February 17, 2011]. Napierala, K. & Et. Al., 2005. 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Subcultures and Employment Modes: Translating HR Strategy into Practice. Michigan State University. [Online] Available at: https://www.msu.edu/~kossek/3%5B1%5D.pdf [Accessed February 17, 2011]. State of Texas, No Date. Workforce Planning. State Classification. [Online] Available at: http://sao.hr.state.tx.us/Workforce/guide.html#Why [Accessed February 17, 2011]. Sinha, R. R. & Date, H. A., 2011. Embedding Knowledge Management in Business Process. Scribd. [Online] Available at: http://www.scribd.com/doc/49086935/Embedding-Knowledge-Management-in-Business-Process [Accessed February 17, 2011]. Schuler, R. S. & MacMillan, I. C., No Date. Gaining Competitive Advantage through Human Resource Management Practices. HR Practices. [Online] Available at: http://www.rci.rutgers.edu/~schuler/mainpages/GainingCompAdvantageHRMpractices.pdf [Accessed February 17, 2011]. Walden University, 2010. Importance of Human Resource Strategy to Business Strategy. Management. [Online] Available at: http://thinkup.waldenu.edu/management/hr-management/item/11876-importance-of-human-resource-strategy-to-business-strategy [Accessed February 17, 2011]. Read More