Individualized Corporation versus Traditional One - Research Paper Example

Human Resources (HR) functions need to be concretized and formalized under guiding and determining policies which ensure anything from a bare minimum expected outcome to a full-fledged outcome that is in alignment with the strategic orientation of the organization. Hence it is observed that the HR department often uses its discretion in framing its selection and induction policies and using various selection and induction tools for best results.Most organizations have active people oriented interfaces.

More than the process and technology it is the people who have mattered in determining the product or service delivery quality in several industries. For instance, it is the courtesy, mannerism and attitude of the attending staff towards customers which determines the customer perceptions of the service quality of in hospitality industry –this employee attitude reaps benefits when it, later on, engenders a loyalty sentiment in the customer resulting in the patronization and repeat purchase of the hotel’s service offerings.

This is true of any industry.   It is generally acknowledged that organizations work with several resources. These include capital, physical equipment, land and buildings, and people. People are their most important resource. In fact, organizations are also generically selling their goods or services to another set of people i.e. the customers. For any commercial organization, it is then a people versus people equation for its survival. Unlike other resources which an organization deploys people or its staff are live resources that think, have feelings, aspirations, motives, and emotions which get nurtured, developed, frustrated or stunted every now and then.

No human would be willing to work with frustrated aspirations or stunted and suppressed feelings. Thus it becomes incumbent on an organization to nurture and develop the feelings, aspirations, emotions of its employees. Recruitment and selection is only the starting point in labeling the potential employee as successful; it is the proper organizational induction process that ensures that the employee catches his breath, looks around the organization, understands its basic and core activities, evaluates the various opportunities and facilities for growth, looks at the responsibilities maps and evaluates the sources available in the organization to carry out the tasks given to him/her in the job card.

Thus a proper induction process is the start of the strategic HR function for any organization. A shortcut or improper induction process may result in cutting short the employee’s overall experience in the organization and may critically affect his overall morale and motivation. A proper induction is also an important step in setting up the employee on a potential path of employee empowerment. A proper orientation can also result in developing leaders among employees. This paper examines the overall strategic HR function in reference to the role of the process of induction and orientation.