The Subject of Human Resource - Assignment Example

Business Strategies of CSIRO Table of Contents Introduction 3 Background 3 HR Partnership Roles 4 Recommendations 6 Conclusions 7 References 9 Introduction The subject of Human resource has undergone significant growth in the cause of the last decade; one of the key elements of this growth is the overall attempts that have been made by numerous firms to realign HR function into business partners (Datta, Guthrie & Wright, 2005). This has been carried out through a variety of models such as the competency model, in which the possibility of the creation of integrated and constant selection appraisal training and development frameworks is considered (Bassellier & Benbasat, 2004). The ultimate intention of such strategy is to create a connection between HR and the performance of the firms through such that the value added by the HR team can be measured in more or less the same way sales and accounting departments as are evaluated (Ulrich, 2013). The objective of this report is to come up with ways through which I can contribute to the business strategies of CSIRO, from an HR perspective. To this end, I will be expected to outline the requirements for the facilitation of human resource strategies that provide for delivery of quality advice assistance and coaching of the staff at the business unit as well as leading a team of HR partners in assisting the firm and business units achieve their objective. Background CSIRO is the commonwealth scientific and industrial research organisations; it is the Australia’s equivalent of NSA and among the biggest and most diversified study organizations in the world. It is divided into 13 sections and they all work in harmony among each other and with leading research bodies around the world, the body is globally recognized for its expertise in research. A major challenge that faces the HR department in CSIRO and indeed most organisations is the task or determining the driving force behind the effectiveness of the firm. According to an analysis by CLC, analyzing different HR structures lead to the conclusion that irrespective of the organization’s model in play the HRBP has been consistently found to explain the variations in HR when it comes to line support effectiveness. In this context, Human Resource Business Partners work with the managers within the businesses and in some cases they are referred to as HR generalists. CLC found that even with exceptionally good professionals in their field of expertise any organization who’s HRBP are not effective will be unlikely to build effective partnerships within the line. HR Partnership Roles One of the main fundamental premises on which the push for a more integrated Human resource practice is based on the Ulrich model that has consequently been widely adopted in many businesses. It assumes that a business is a three legs structure with business partnership representing one while the others are shared by the service center or transaction and other specialized centers of expertise. The overall aim of the model is to bring about and increments in the levels of HR effectiveness as well as minimizing the operational costs through alignment to the operational needs. The best way to find create and effective HRBP in CSIRO is through examining the question of what motivate effective HR partners. Researchers have attributed this to the abilities of the partners in to act along a set of three theme namely, strategic advisory service manager and business catalyst, this way they can play and specific and effective role in ensuring the smooth running of the organization(Griffin, Finney, Hennessay & Boury, 2009). As a strategic partner, the HR partner is charged with the role of acting as a senior advisor to senior management, this requires that they understand the external and internal environments of the business so that they can provide informed and intelligent course. The term senior is used in this case because the advices needs to be channeled to someone capable of working and acting on it and they need to have the capacity to either implement of facilitate its implementation within a planning horizon that exceeds immediate tactical concerns. By virtue of being familiar with the business landscape, the organization HR partner can be included in the organisations at a managerial level and if their advice and operational actions constantly bear fruit. The organisations leaders will perceive them as peers to whom they can confide and consider a key element of the firm’s success in the long and short term. I can promote the role of HRBs, in CSIRO by acting as a catalyst for continued business performance, HR partners should share in the responsibility of sustain and increasing the results of business efforts by ensuring that HR strategies and plans can be translated into practical actions and tangible results. The business partners in a HR environment should ensure they are able to define and priorities their contribution to the overall business performance in addition to monitoring and maximizing the effectiveness of the staff to business operations (Ulrich, 2013). To this end several actions and approaches can be taken; for one the organisations structure should be aligned though organizing people and resources that can support business operation, position and competence frameworks as well as design motivational career paths should be implemented (Wright, 2008). The capability of resources for changing the business environment and conditions for the maintenance of a steady workforce plan should be matched. The talents should be both monitored and fostered through a series of talent reviews and those found to have exceptional skills should be promoted and mentored through a providing them with training opportunities and the right experience. The working environment in the organization should be structured such that there is adequate sharing of knowledge and information, the staff should be able to easily and efficiently share and access resources and Intel from various department making the quest for motivating effectiveness in the HR function much easier. As the Human resource business partner, it would fall upon my docket to ensure that the operational excellence in HR is delivered; to this end, my duties would involve the monitoring and provision of HR service delivery. In this position, one is expected to fulfill demand functions both from the local and shared service centers of expertise as well as provision of specialized service delivery such as local recruitment and headhunting for important positions (Martin, 2010). To ensure these services are delivered, several factors need to be taken to account, for one, there should be a drive for uniform and practical processes that enable and facilitate the quality of service delivery, nevertheless one must keep their focus on the end service delivery through focusing on provision of the service. Recommendations The HR partnership in CSIRO needs must furnish themselves with information that allow them to be updated and influence the strategic agenda by building relationships at key levels in the overall organization; Develop an articulate HR and people stratagem – highlight practices that will convey the most profits. They also need to develop credibility for themselves as individuals and professionals through acting with courage integrity and wisdom as well as adhering to ethical requirements. They must also be proactive in their promotion of positive HR interventions that actually add to the firm’s bottom line instead of the traditional tendency of HR departments to constantly demand services and financing without any apparent value added to the bottom line. The service providers must be actively managed through agreeing a service catalogue of what is and what is not supplies or delivered, as well as the levels of the delivery, this way it is easy for HR managers to eliminate irrelevant elements that transcend the scope of the firm’s activities. It is also critical to monitor the quality of services that are delivered in terms of timelessness and accuracy as well as efficacy and competence, this way one can make prompt and corrective action should there emerge any issues where clients are not satisfied with the research carried out on their behalf or if they think it is substandard. The pursuit for efficiencies and improvements by the organisations should be continuously adhered to so as to facilitate efficiencies and improvements in the function of HR services to employees and which should translate into improved quality delivered to clients. Finally, the right governance model should be established with the aim of ensuring that the HR unit functions in tandem throughout the underlying structures that encompass the organisations, this way the duplication HR duties can be reduced and hopefully eliminated in the end. Conclusions In conclusion, I believe that I to be an effective human resource business partner, I need to ensure that I distinguish my role so that I can carry out the aforementioned functions and facilitate a connection between the organization’s management and the HR parties. Traditionally, it is very rare for the HR department to be thought of as partners, this was primarily because the roles were viewed complementary but not in any way equal to the operational management. This was primarily because the role of HR were almost impossible to measure and assess in relation with the overall performance of an organization, however from the research carried out herein, it is clear that HR is capable of partnership functions and roles. I have demonstrated that it is capable of influencing, supporting an advising leaders in their effort to make decisions using the expertise and experience in handling human resource. In addition, they can also be useful in contributing to a dispersed management team where a high degree of success in the implementation of HR strategies at the organizational level is required since when HR partners are treated as peers by the organisations leadership, they counsel will be given weight ergo becoming more effective in its implementation (Johnson & Lenartowicz, 2008). CSIRO will greatly benefit from making use of HRBPs since given the diversity of their activities both on a technical and geographical scale, they require human resource that is highly attuned to their needs as well as well efficiently managed. References Bassellier, G., & Benbasat, I. (2004). Business competence of information technology professionals: conceptual development and influence on IT-business partnerships. MIS quarterly, 673-694. Datta, D. K., Guthrie, J. P., & Wright, P. M. (2005). Human resource management and labor productivity: does industry matter?. Academy of management Journal, 48(1), 135-145. Griffin, E., Finney, L., Hennessay, J., & Boury, D. (2009). Maximizing the Value of HR Business Partnering. Horsham: Roffey Park Institute. Johnson, J. P., Lenartowicz, T., & Apud, S. (2006). Cross-cultural competence in international business: Toward a definition and a model. Journal of International Business Studies, 37(4), 525-543. Martin J. (2010). The Role of the HR Business Partner. Talent Management. Retrieved from http://talentmgt.com/articles/view/the_role_of_the_hr_business_partner Ulrich, D. (2013). Human resource champions: The next agenda for adding value and delivering results. Harvard Business Press. Ulrich, D. (2013). Human resource champions: The next agenda for adding value and delivering results. Harvard Business Press. Wright, C. (2008). Reinventing human resource management: business partners, internal consultants and the limits to professionalization. Human Relations, 61(8), 1063-86 Read More