Human Resource Management Strategic Plans and Policies - Literature review Example

Human resource management strategic plans and policies Name: Professor: Institution: Course: Date: Executive Summary The identified strategic plan is of five years 2011- 2015, the five year plan is centered on retention of employees through training and development, promoting employment equity, elimination of communication barrier through psychosocial well being, maintaining a good working environment and development of employee performance. The strategic plan is intended to provide a means of implementing change management for an organization undergoing restructuring in order to ensure that the Company benefits from the human resource already working within the organization. This plan is important and vital to the achievement of business priorities. All employees have a role to play and are individually accountable for the success of team work and groups activities. The plan will however be evaluated and monitored annually to ensure that competition is not a barrier towards progression in attainment of the Company’s mandate. Table of Contents 1.0 Introduction ----------------------------------------------------------------------------------------2 1.2.1 Human Resource Management Mandate ----------------------------------------------------2 1.2.2 Human Resource Management Structure----------------------------------------------------3 2.0 Strategic Key Issues------------------------------------------------------------------------------- 4 3.0 Strategic Plan and Policies------------------------------------------------------------------------5 3.1 Teamwork------------------------------------------------------------------------------------5 3.2 Building Leadership and Corporate Culture------------------------------------------6 3.3 Employee career management and training-------------------------------------------7 3.4 On the Job development------------------------------------------------------------------ 8 3.5 Management Development------------------------------------------------------------- 9 3.6 Psychological well-being and work performance------------------------------------10 3.7 Selection of Training----------------------------------------------------------------------11 4.0 Monitoring and Evaluation ------------------------------------------------------------------- 12 Conclusion and Recommendation -------------------------------------------------------------------- 13 1.0 Introduction Management of people within any Organization is usually referred to as Human Resource Management (HRM). HRM in essence concentrates mainly on recruitment or staffing, job description and rewarding. The department purpose is to ensure that employees are inspired to increase their productivity to the best of their ability and hence the Organization runs effectively. The economy is changing drastically and the objective or purpose of HRM is unlikely to alter in anyway (Armstrong, 2009). Edward L. Gubman described HRM as a concept that involves development, job retaining, job selection, align employees with the right job and be a team player to the business. HRM was long ago not recognized as a useful contributor to the achievement of a Company’s objectives but with time it is today regarded among the top rank in the corporate hierarchy. 1.2.2 Human Resource Management Mandate Today Human Resource Management is being recognized as the most important asset of any Organization and consultants have concluded that businesses unless they manage their employees well they may be faced by many challenges business challenges. Armstrong, (2009) said that for a company’s strategic plans and corporate objectives can be successfully achieved if the personnel policies and procedures are closely monitored. It is also the responsibility of the HRM department to find and develop staff whose talents can be natured to match or be compatible with the Company’s strategic plans. Human Resource Management mandate is also involved in ensuring that the necessary programs whose role is compatible with a Company’s culture and core values (Mathis et.al, 2007) 1.2.3 Human Resource Management Structure The HRM department is divided into three categories involving career areas, individual and Organization. The Management of individuals involves bringing out the employees weaknesses, strengths and assisting them in how to rectify their weaknesses to their optimal capacity. These can only be achieved through conducting rigorous training and performance appraisal. Organizational development aims at maximizing human resources as a strategic business concept. Through this concept it allows implementation of change development program that counteracts with internal and external factors that normally affect business efficiency. Lastly career development function involves job matching for employees and ensuring that they progress their careers (Nkomo, 2010) Communication effectiveness is enhanced if the human resource program is in line with the company goals. In recent years, businesses are faced with the challenges of dynamic change in technology especially in the field of communication and drastic measures have to be taken to counter the change. Several businesses are however changing their trends and strategically setting targets that dramatically alter the way they used to conduct businesses. The HRM professionals have to battle with continued innovation and change of management tactics. 4.0 Strategic Key Issues As a Consultant for a Company undergoing innovation and change the key strategic issues to be highlighted are employee training and development, building team work and corporate leadership. The Strategic Plan will incorporate emerging trends involving innovation globally as well as how to counter the key emerging challenges by the Human Resource Management. The strategic plan will aim at promoting a workplace that promotes positive image towards new changes and adapting to the retention of the already existing employees. Probable external and internal factors are likely to interfere with the set strategic plans such as the government legal frame work in terms of new working and employee policy regulations. People with diverse experiences will be offered work plans to efficiently and conveniently handle their responsibilities whilst undergoing training and development as well as creating diversity, creativity, increased productivity and delivery of effective ethical standards. The internal factors that are likely to affect the strategic plan are the Company’s vision, partnership, other branches as well as departments with differing objectives and targets. The strategic plan will envision on reconciliation of all company departments to encounter the impact of change in the working environment (Kamal 2008). In consideration of the Company mission and vision the strategic plan will capitalize in retaining employees and fostering a working environment that promotes excellence. The foreseeable future programs will be administered in phases depending with the availability of funds. Any Organization can accommodate innovation and adapt to new challenges that have continuously been brought about by the global markets rising competition (Wiles, 2007) Intensive competitive forces by major businesses call for company’s restructuring and organization changes including the Company structure. A workforce centered model is most efficient and effective for an organization which recognizes employee’s team work. The plan should incorporate key areas like monitoring, planning and motivating employees. (Torrington et al, 2002). The achievement of company objectives depends entirely on the quality of the Human Resource Management (Steeneveld & Boxall. 2009). As Dowling and Welch, 2008 suggested that in designing the plan organization culture, team work and leadership styles will be evaluated for consideration. 3.0 Strategic Plan and Policies The strategic plan will cover a five year plan to allow for the impact of organization change and restructuring being an informative period. 3.1 Teamwork There have been numerous organizations known to stressing individuals on teamwork while others follow up on how work is done (Brooks 2003) . Company’s today require employees who are centered on teamwork because the impact of globalization demands qualified experts to be up to date especially with the new communication technology. To create creativity among employees will spearhead way for employees to adapt in new technological based economy. The plan will depend purely on the organization culture. Employee’s will be organized in groups and assigned group work for a certain duration of time. Through team work the employee’s get together and gather ideas and tactics on how to handle their assignments’ hence a lot of information as well as knowledge is gathered and shared. In addition when they are faced by difficulties of adoption to new technology the group is better positioned to handle the situation quickly as a result of the diverse knowledge from different employees. The result will eventually be improved efficiency and productivity. This strategic plan will eventually become a policy for the Company that team building development is the basis of good working relations. 3.2 Building Leadership and Corporate Culture The process of influencing others for their contributions to be realized is referred to as leadership (Haslam, 2001). Innovation demands the development of leadership styles that can incorporate people from diverse backgrounds who have different opinions, experience and knowledge. The environment will be made conducive for new employees by orientation and informing of the corporate culture which the people should practice regardless of their backgrounds or belief. The Managers will however have to undergo training on leadership to learn how to cope with integration of employees and adaptation to the external environment. The corporate culture practice will pave way for the management to understand different employee’s values. A strong organization culture is a firm foundation for an effective human resource plan. Management team will be more focused as leaders in knowing how to strategically manage the business and venture into new dimensions as they steer the employees to embrace change and innovation. Leadership and Corporate culture it’s believed have an influence on employee’s performance and therefore they are pillars in the change process. Organizational culture should be built as a starting point of communication and leadership style role should be compatible with the dynamic changes and adapt to problems that they may encounter during their daily management activities. 3.3 Employee Career Management and training This is formal training, which just like self and on the job development is very important element to the success of the Company’s operational and survival. Arthur & Hall (2006), describes career development as having no boundary and employees should have no limits to achieve their objectives and goals. Employees will be encouraged and supported to pursue external training, including exams, relevant to their areas of specialization in order to embrace change and innovation. These external training programs will be based on results of staff performance evaluations and training needs assessments, and must, as a rule, be such as are expected to contribute to enhanced productivity at work. However, such training programmes shall concentrate on change management to counter resistance to change of the employees. Employee career development can be developed through the social network of coachers and mentors. Mentors are described as role models whom others look up to and follow their behavior through observation. They can be a former workmate, a teacher, a guru or an influential person in the society. They play a vital role in providing advice on how an Organization works, mentor on career advice and any other job related advice. Mentoring is categorized into psychosocial and career functions. Nankervis (2008) defined psychosocial functions as creation of identity and competence of the mentee while a career function involves future career development. Mentoring programs are known for their early career development, development of Management level managers and the output of well talented staff. Coaching is defined as allowing individuals to face their own roles and responsibilities. This ensures that they achieve their goals and improve on their job performance which trickles down to the Organization (Werner & Desimone, 2009). Social networks involves connection with a group of different experts with deferring careers who support an individual with various aspects of information such as job opportunities, job performance, career progression, business ideas, job promotion and income generation (Emmerik et al.,2006). However, through research in USA by Ibarra (1992) and Burke et al., (1995) established that men social network involved career development while women concentrated on social support 3.4 On-the-Job Development On the job development is a very important element to the staff member’s growth and development. Any Company that is ready to face competition as a result of change management and innovation should enhance the skills and responsibilities of the employees through on-the-job development which is generally cost effective. All program officers have a duty and responsibility to assist in the on-the-job development of all staff under them. This type of training can be carried out by availing the human resource policy manuals, job descriptions, other policy manuals and documents that are relevant to Management as an organization to the staff to read, understand and appreciate. By Interaction between senior and junior staff throughout an assignment by coaching, consulting, critiquing, evaluation, leading by example etc in order to improve the skills and competencies of the staff being coached. This method is beneficial in that its cost effective, well suited for small groups and the job gets done immediately. It has however has draw backs for instance the trainee may adapt bad habits and if there is no program set the job may be incomplete and assignments inconsistent. Finally review and evaluation at periodic times, of the performance of staff through appraisal and counseling interviews to manage the growth and development. It should be the policy of Management to encourage staff to pursue on the job development activities on a personal basis or through the organization. Employees should be motivated in order to encourage them to be willing to learn and apply skills from different a staff which enhances multitasking. Management will encourage its employees to be literate, keep up with the ever changing environment – Physical, social, economical and political. However, staff will also be encouraged to take own initiates on development such as active participation in professional organizations relevant to nature of work/profession, reading relevant current professional literature, participating and presenting papers in conferences, seminars and workshops. On the job development will also be considered to allow an employee initiate the training they mostly desire. Self development allows employees to re-discover their potentials, view life differently from a different perspective, reestablish themselves and balance their daily schedule of activities. 3.5 Management Development In order to increase the effectiveness of Management, the Managing Director in consultation with the Management Team will initiate management development programmes for existing and potential managerial staff. This may involve formal training, secondments or exchange, and special development programmes. Though majority of Managers bring in talent from their former employers they are motivated when the Company invests in their Career development and hence they become loyal to the firm (Mathis & Jackson 2008). The Management programme initial cost is very expensive but it has long term benefits. The Managers even work overtime without pay and are willing to mentor new employees. Rapidly the process pays off with creation of team work which increases the Organisation talents, growth, efficiency, progress and profitability. Such development programmes will only be considered because innovation is an ongoing process and it is directly beneficial to the functions and needs of the Management. 3.6 Psychological well-being and work performance Psychological well-being is very important when organization is undergoing changes in management or restructuring. This is because researchers have suggested that psychological well-being increases job productivity and improves job performance. This strategy will alleviate anxiety and stress among employees who are usually insecure during change and restructuring. Communication and transformation of the right information to the staff should be set as key priority to prevent the employees from panic. Organization competition abilities depend entirely on the human resource capabilities. Therefore communication levels with employees should be improved as well as strong leadership style in order to create an environment that is free from stress. During the period that an organization is undergoing change employees should be motivated through increased job satisfaction which can be achieved through the provision of a comfortable working environment. Staff retention should be the overall strategic objective as employees who are job secure are found to be more productive through creativity contribution and innovation, (Wright & Cropanzano, 2004). 3.7 Selection of Training Research has demonstrated training employees effectively increases their motivational aspect and contributes to the development of increased job performance hence employee retention. (Claydon, et al 2004) Management will encourage employees to attend various types of training aimed at equipping and improving knowledge, skills and attitudes. For this purpose, staff training will involve the three types of training and development that shall form a policy. These are (a) Short Courses, (b) Medium term courses, and (c) Long term courses Short Courses a) External Training This type of training will include short courses of up to three (3) months on various aspects of organizational development, organizational and human resource development. Each year the Managing Director and the HRM will share information on training from various organizations and consult with Heads of units. The Management will nominate staff and approve short courses. b) In-house Training In this type of training, the Managing Director and the HRM will obtain and circulate information of available course that are appropriate for the staff. The in-house courses will strive to respond to training needs that are common to staff. A training agency may be identified and requested to submit a training programme outlining objectives, contents, resource persons, cost and any other relevant information. c) Medium term courses These are training courses of between 3 months and 1 year. They could be part time or full time. The Board will approve medium term courses. d) Long Courses These are training courses lasting between 1 and 5 years. They could be part time or full time. The request for this type of courses should be channelled through the Head of Units to the Managing Director who will table the request to the Board of Directors for approval. Communication between employees and the immediate supervisor and the Managing Director on issues of career development and training are a mutual responsibility. The selection of suitable training shall be done mutually by the staff and immediate supervisor and must closely relate to their jobs. Recommendations for training shall be submitted to the Management Team who shall review and endorse within approved training budget. 4.0 Monitoring and Evaluation Employees will have to undergo monitoring and evaluation annually based on performance indicators which will be in relation to the objective, strategy and responsibility as set below on the following template. Objective Strategy Performance Measure To promote a positive work place image a) Teamwork b) Psychological well being and work performance Percentage of employees reporting a positive workplace environment To improve career development through support programs in order to sustain and meet changing economic environment a) Employee career management and development b) On the job development Percentage of employees trained annually To develop and implement Leadership Styles that conforms to the rising competitive environment. a) Management Development b) Building leadership and Corporate Culture Percentage of Organization objectives achieved and number of presentations of research and development carried out by the management. Strategic Risks The employees are likely to resist change management and the mitigation strategy will involve training and development of innovative programs. The other expected risk is unprofitable haphazard unrealistic research project and the mitigation strategy is to empower and centralize research projects through creation of volunteer sponsorship funding. Conclusion and Recommendation Most HR strategic issues facing businesses today is on how to develop effective strategic plans and policies that can cope with increased competition in global market. As a result the key strategy that should be highly concentrated upon is cost reduction during the transformation process. Training and development of the existing employees will promote employee retention and provide a solid skills base for the company to create competitive advantages in the new global environment. Team work can be extremely effective through the sharing of information and it’s also regarded as a learning process for all the employees. The Company should envision implementing the strategic plans so that they can benefit from excellent customer service delivery and ensure that innovative ideas increases the Company profitability and sustainability as well as contribute to the achievement of Company objectives. Research and development will eventually emerge as the innovative concept of developing a long term strategic plan. Employees should be recommended to enhance their skills through continuous research and development. References Armstrong M (2009) Armstrong’s handbook of human resource management practice: British Library Cataloguing-in-Publication Data, London http://www.murshed.khanhouse.org/education/Armstrongs_Handbook_of_Human_Resource_Management.pdf Arthur and Hall (1996), Handbook of Career theory Retrieved o 9th May 2011 from http://books.google.com/books?id=NGQA5OFHNbkC&pg=PA94&dq=Arthur+and+Hall+%281996%29,++Handbook+of+Career+theory&hl=en&ei=mPzHTd3dJs2c-wb11dTWAQ&sa=X&oi=book_result&ct=result&resnum=1&ved=0CCkQ6AEwAA#v=onepage&q=Arthur%20and%20Hall%20%281996%29%2C%20%20Handbook%20of%20Career%20theory&f=false Brooks I. (2003) Organizational Behaviour: Individuals, Groups and Organization Claydon, Beardwell, Holden (2004) Human Resource Management Dowling P. & Welch D, (2004). International Human Resource Management: Managing People in a Multinational Edward L. G (2010) Human Resource Management, Retrieved o 9th May 2011 from http://www.inc.com/encyclopedia/human-resource-management_pagen_4.html Emmerik V (2006) Leadership Styles and Group Organization Citizenship Ibarra & Burke (2005) Career Development International; Advancing Women Careers Kamal (2008) The Impact of Human Resource and Operational Management Practices On Company Productivity: A longitudinal study, Retrieved o 9th May 2011 from http://www.ingentaconnect.com/content/bsc/peps/2008/00000061/00000003/art00001 Mathis R & Jackson J (2008) Human Resource Management, 12th Edition: United States Nkomo & Stella M (2010), Human Resource Management Applications. 7TH Edition: London Nankervis et al. (2008) Human resource management: strategy and practice Randall S. Schuler, Susan E. Jackson (2007) Strategic Human Resource Management, 2nd Edition: Australia, Blackwell Publishers Steeneveld& Boxall (2009) Human Resource Strategy and Competitive Advantages Wiles, M (2007) Strategic Planning for the Chiropractic Practice, 1st Edition: London, Jones and Barllet publishers Werner & Desimone, (2009) Human Resource Development Wright and Cropanzano, (2004) Building more effective Organizations: HR Management and Practice Read More