Strategic and Operational Planning and Management of the Company Human Resources - Essay Example

The HR Manager is responsible for strategic and operational planning and management of the company Human Resources (HR) Division. The Manager works with the HR team, CEO and Management Team to develop an HR plan, budget and initiatives that support the organizations needs and is aligned with and integrated with the organization as a whole. He formally represents the HR function at senior management meetings and provides strategic and risk-management advice, makes recommendations on HR issues, policies and programs, identifies the HR implications that may stem from broader business discussions and initiatives. The HR Manager also works with Directors and Managers in each department to ensure coordination between corporate HR policies and practices and the HR responsibilities of managers in each department. HR manager is responsible for: Setting long-term HR plans, priorities, and strategies to ensure that the company is well positioned from an HR perspective to achieve business goals and organizational wellness objectives. Ensuring HR practices and policies are consistent with current practice in the field. Providing strategic and functional advice to management and staff on HR issues. Managing the HR department, and coordinating between corporate HR policies and practices and the HR responsibilities of managers in each department. Operational Plan Consultation As an HR manager of an organization, while developing the human resource division operational plan, the first issue is to concentrate on how to consult with relevant groups and individuals to conform or amend their human resource service requirements, relevant groups and individuals may include all those groups and individuals who have a role in the implementation of policies, procedures or decisions and/or are affected by their implementation. To do this task being an HR manger I should have consultative skills so that my consultation with relevant groups or individuals may result in a good agreed decision. So the consultation will be undertaken by: Creating a climate in which the groups or individuals can exchange views, ideas, and information that result in policies and programs responsive to the agenda that is to conform or amend the human resource service requirements. Broadening the decision-making sphere by engaging all interested members of groups and individuals for making a suitable decision about the agenda. Providing the groups or individuals with a better understanding of policy and program options, responsibilities and constraints. Promoting a more favorable environment for decisions, thus maximizing the potential for concurrence and minimizing the potential for conflict.  Consultation will be based on openness, trust, integrity, mutual respect for the legitimacy and point of view of all participants, and transparency of purpose and process. The outcome of consultation will not be predetermined as consultation should not be used to communicate decisions already taken. Consultation will involve all parties who can contribute to or are affected by the outcome of consultation.  Participants in a consultation will have clear mandates and they will have influence over the outcome and a stake in implementing any action agreed upon.  Some participants may not have the resources or expertise required to participate. Thus, financial assistance or other support may be needed for their representation to be assured.  Human Resource Service Objectives Following are the human resource service objectives: Provide, within budget, an efficient, effective and timely, support service to enable the organization to maximize the management of its human resources to implement the plan successfully. To create, develop and implement policies on recruitment and retention that ensure that we have the right number of staff in the right place at the right time. To ensure that we build on the progress made in consultation and joint working with Employee Consultative Group in formulating policies and practices that have maximum buy in from staff to improve the workplace and enable corporate policies such as flexible working to be implemented. To develop employees across the organization to increase workforce capacity in transferable and adaptable skills. To develop the organization as a whole by encouraging good employee relations meeting all statutory requirements, flexible working practices and a safe working environment. To deliver an affordable pay and benefits package for staff which aids recruitment and retention and to ensure the requirements of fairness and affordability are balanced. Performance Standards As an HR manager of the organization my view is that performance standards are the management-approved expressions of the performance thresholds, requirements, or expectations that must be met for an employee to be appraised at a particular level of performance.  There are clear expectations of what has to be done and how it has to be done.  Employees should be involved in setting the standards under which their performance will be evaluated.  Performance standards may include, but are not limited to quality, quantity, timeliness, and manner of performance. Performance standards are much effective when they are: differentiating observable consistent achievable measurable within an employees control clearly stated exceed able adequate Means for the evaluation of HR services There are certain means by which services provided by the human resource division of an organization can be evaluated. These are: Getting feedback from employees and the managers on the service they have received. This could be done by rolling out a survey which would include areas such as speed of responsiveness, quality and effectiveness of service, and capabilities of service team. Estimating the cost of various HR services that have been placed under, such as recruitment, payroll, employee data maintenance, and benefits management. Measurement against service levels and service targets. For example, error rates, time to complete HR processes and sub-processes, and feedback on the service provided. Considering the level of technology and automation, including user-friendly self-service options for both employees and managers. Quality Assurance Program In this context a quality assurance program will be a set of structured arrangements and/or systems to ensure that services are delivered in accordance with predetermined specifications. As an HR manager I will try to make some arrangements to monitor and continuously improve service delivery. These arrangements will be: Developing quality standards so that quality may be assured according to those standards. Coordinating, directing and supervising quality review activities including all activities of the human resource division of the organization. Providing supervision and training to the staff related to quality assurance functions. Development, revision and interpretation of relevant policies and procedures to improve the quality of services. Reviews policies and procedures to ensure compliance with departmental and human resource service requirements. Maintenance of current Quality Assurance information in manuals, handbooks, web pages and other related sources so that I may be able to evaluate, how much progress have been made since previous quality assurance session. Implementation and maintenance of systems which will ensure successful policy design, quality delivery of services, and adherence to standards. Measuring the effectiveness of all facets of correctional services as related to planned outcomes. Developing a special team that Recommends changes to policies and practices to assure compliance with evolving standards of quality. References 1. Robert L. Mathis, John Harold Jackson, Human Resource Management, 2006. 2. Scott Weston, HR Excellence: Improving Service Quality and Return on Investment in Human Resources, 2006. 3. Thomas Pyzdek, What Every Manager Should Know About Quality, 1991. Read More