Linkage Map - Assignment Example

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The Linkage Map of HR in Achieving Strategic Objectives Organization Strategic human resource management aims at effective and efficient utilization of employees to appropriately achieve the goals of the organization. Human resource planning is responsible for linking aspects of human resource management with the general organization strategic goals. The key areas of human resource management directly linked to the strategic goals are; developing employer brand, staff motivation, retention strategy, staff resourcing, staff remuneration and career development. The planning aspects of best practice corporation entails what is to be achieved in a stated timeframe, and also the categories of human resources required in realizing the illustrated organizational goals. Competency based management ensures adequate support for the liaising of staff planning with organizational planning. This is through enabling businesses analyze the present manpower capacity according to competencies according to the capacity required in the achievement of vision, mission and organizational goals (McLaughlin & Jordan, 1999).
The human resource approaches needed in ensuring achievement of business goals are; staffing, career development, succession planning and trading. The approaches are formulated and implemented to minimize the existing gaps between the human resource competencies, and the desired level of realizing organizational goals. The strategies and human resource programs are continuously monitored and also evaluated based on regular aspects, to realize movement along the organizational appropriate direction. This also involves the identification of the employee gaps in terms of competency, and illustrating the required corrective measures. The strategic human resources cycle in the areas of planning and evaluation are illustrated in accordance to the linkage map illustrated below.
Human resource planning ensures the systematic process of planning required in realization of the most valuable organizational asset, which are the staffs. The key objective of human resource strategy entails the determination of the best fit of staffs and their jobs. This is through minimizing employee shortage and enhancing the competency and development of the organizational employees. HR is increasingly being considered a strategic partner in the development of organizational competitive advantage in a sustainable manner. The human resource professionals illustrate the high value of HR in the areas of increasing revenue and ensuring financial efficiency. The high financial or revenue value is illustrated through competent employees who are highly trained in producing quality goods that increase customer demand and loyalty (Becker, Huselid & Ulrich, 2001).
The HR department should identify the strategies that enhance sustainable competitive advantage, through exploiting the unique and rare features of the staffs. One rave value addition capability of staffs entails creativity and innovativeness. The employees should illustrate innovativeness in the production process, through developing products that are effective in realizing the needs of customers. Performance management is also effective in enhancing value addition to the company. Performance management ensures that staffs are adequately competent in the areas of achieving organizational goals. Adequate resources should also be provided to the employees to ensure effective work in realizing set goals. The resources include; financial and technological. The financial resources are applied during the implementation of training program aimed at imparting skills and knowledge. The technological programs are applied in the production process to enhance the quality standards of products.
Becker, B., Huselid, M. A., & Ulrich, D. (2001). The HR scorecard: Linking people, strategy, and performance. Boston, MA: Harvard Business School Press.
McLaughlin, J. A., & Jordan, G. B. (1999). Logic models: A tool for telling your programs performance story. Evaluation and Program Planning, 22(1), 6572. Retrieved from the Walden Library using the ScienceDirect database: 0421 Read More
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