HR Alignment Part II - Assignment Example

HR ALIGNMENT PART II Response to Hayes  Hi friend, I right agree with you on the position you give to the core human resource alignment principle as being for the need to aligning the organization’s workforce and human resource capabilities with business objectives (Handler & Jasinski, 2010). In fact right after that, you came to appreciate the role of the human resource as being the major determinants of the organization’s success or failure. Based on this line of discussion, I would like to add some further insight by stating that because the human resource is expected to be aligned with the organization’s business objectives, the very first step that leaders of any organization has to take will have to do with selecting the right goals and objectives for the organization.

I say this with experience from my previous workplace where a failure to set the right business objectives led to a situation where there was human resource alignment alright but the outcome of it was not successful. This was because the employees were pursuing something that was not suitable for the organization.ReferenceHandler, T., & Jasinski, T. (2010). MetLife learning and development: Redesigning an organization to enable business performance.People and Strategy, 33(3), 46–50.Response to Judith I really admire the approach you took to addressing the benefits of assessing HR alignment when you indicated that you can only manage what you measure.

The indication that this gives is that before HR managers can even think about gaining from the benefits of the alignment process, they have to get a means by which they can measure the HR alignment process (Becker,  Huselid & Ulrich, 2001). I would therefore use an example with my current organization to suggest how this can be done for any real world organization. In our organization, an integrate metric has been used that seeks to measure the business goals separately, after which it measures the HR performance also separately.

After this is done, the two measures are integrated to know how any successes or flaws with the business goals can be associated with the HR responsibilities. With this approach, it is possible to have the HR as an agent of change because when any elements of failure are identified, the HR is called upon to change its approach to work as a way of fixing it. ReferenceBecker, B.  Huselid, M. A., & Ulrich, D. (2001) The HR scorecard: Linking people, strategy, and performance. Boston, MA: Harvard Business School Press.