Extract of sample "Human Resource- Succession Planning & Strategic International HRM"
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Soft competencies, is what the organization needs to focus on. Because of the highly volatile business environment, skill needs change rapidly, making it imperative to focus on soft competencies. Employees should be evaluated based on their capabilities to solve complex issues. The company should focus on long-term succession planning so that any emergency replacements are automatically taken care of.
Competencies are groups of related behaviors essential for successful performance. Because of the global operations, the organization needs managers competent with general mobility skills and knowledge. This would ensure managers are effective in group processes, possess the necessary communication skills and are ready to adapt to the changing business needs and environment. Other general competencies that would facilitate success in the global economy include the ability to build a cohesive team and the competency to encourage and motivate employees to accept change. This requires developing a talent management culture within the organization so that talent when recognized should immediately be tapped, trained and developed. Talent management should best be left to the HR personnel as they are professionals and are aware of the benefits and pitfalls of succession planning. They are better positioned to identify gaps between current competencies and those that may be required in the future.
To identify talent gaps, more sophisticated rating system should be used. Once high-potential employees have been identified they should be provided with developmental opportunities and experiences. This is strategic replacement strategy where formal identification follows training of successors. In addition, comprehensive job profiles for managerial position would attract the right candidates. The organization should also focus on rewarding loyal and hardworking individuals as this serves to enhance
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Human resource management involves the process of preparing job descriptions, specifications, recruitment, advertisement, selection, managing employee affairs and so on. Traditional practices of human resource management were challenged by the miracle of globalization to an extent that involves change of medium for communication, work and employee monitoring.
Strategic Human Resource Management (SHRM) is what business organizations in the contemporary society require to establish their competitive advantage. Strategic human resource management requires the creation of linkage between strategic business objectives and human resources strategies as well as their implementation.
Human resource management is the work that is used commonly to define all those activities of an organization that are concerned with selecting and recruiting, planning work for, developing and training, rewarding and appraising, controlling, motivating, and directing workers.
Strategic human resource management is described as the strategy by which an organization achieves its goals via the people as its resources.
The 21st century is a critical period in the growth of business departments especially the information and communications departments and the human resources departments as these have become every critical for the development of any organization (Browne 2000).
Such evolution has changed the traditional definition and evaluation of the Human Resource functions. Technological progress, especially the accessibility of information and establishment of the networking facilities, removal of trade barriers and globalization of the markets are the characteristics of the modern business environment.
For instance, without a plan, a shortage in labour may instigate desperate measures to hire only good candidates and not the best. This will have cost and productivity implications not only in terms on money but also reputation, motivation etc. By implementing such plan, an organisation can enhance its success and reduce various administrative costs by a third.
Within the mainstream HRM literature, there is a long tradition of research arguing that in order to make an optimal contribution to firm performance, HRM policies and practices should be integrated both with firm strategy, so-called vertical strategic integration and with each other, so-called horizontal integration3.
The author states that International Human Resources Management deals with the implication of the general practices of human resources management pertaining to recruiting, staffing, training and development, compensation and other appraisal and evaluation methods carried out in the international context.
The human resource management issues are always important within the organizations because this brings the employees and the aspiring employees at the same level, makes them feel that they are a vital part of the business enterprise and gives them the room to exploit their own basis within the long term settings.
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